Customer Satisfaction

Customer Satisfaction
CHAPTER-1
1. INTRODUCTION
CONSUMER SATISFACTION
“Companies should think about the millennium as a golden opportunity to gain

mind share and heart share”.
-Philip Kotler
In 21st century, the approaches of the organization towards its customers have
dramatically changed. The shift in paradigm was mainly attributed to the stringent
competition it is facing. Growing consumerism among the customer, who demanded
value from the product increased possibilities of information interchange and
technologies advancements that made things happen, which were once considered as
more dreams.
Era of Liberalization and Globalization
The availability of the choice has led to the customer to think and act before
he dies. The saying “customer is the King”, was gained importance. Most of the
organizations accepted the promise that, and organization must become more
knowledge-intensive and value-oriented in order to serve the customers.
Customers are getting benefited because their felt and unfelt needs are taken
care by the marketers of the day. The improvements of marketing efforts gave shape
after sales services. Now organizations are thinking upon the concepts like
relationship marketing, involving the customers as partners of growth for the
organization.
SATISFACTION
As defined by Philip Kotler, the term “Satisfaction” refers to “a person’s
feelings of pleasure, disappointment resulting from comparing a product’s
Perceived performance of outcome in relation to his/her expectations”.
The level of satisfaction of a customer especially after his purchasing the
commodity always depends upon the offers performance in relation to its expectation.
Hence satisfaction is function of perceived performance and expectation. If the
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performance exceeds expectation, the customer is said to be delighted or lightly

satisfied.
High satisfaction levels of customers will lead to create an emotional affinity
with the brand, not just a preference. The result is customer loyalty to the brand.
The Constrains
Although the customer-centered firm seeks to create high customer satisfaction,

its main goal is not to maximize customer satisfaction.
First, the company can increase customer satisfaction by towering kits price or
increasing its services, but the result may be lower profits for the short-run.
Secondly, the company might be to increase its profitability by means other
than increase satisfaction. For example improving the process of manufacturing of by
investing more on the research and development.
Third the company has many stakeholders, who include employees, dealers,
suppliers and share holders, spending more to increase the customer of other partners.
Post – Purchase Behavior
After purchasing the product, the customer will experience some level of
satisfaction or dissatisfaction. The marketer has to monitor continuously the post—
purchase action of customer, which include the product usage level and disposal
mechanisms adopted by the customer.
Diversity of Opinion
The given level of mismatch between the expectations and experiences with the
product, tend to lead strategies by the customers.
The maxim, our best advertisement is a satisfied customer, notes strongly about
the effects of satisfaction. The strategies adopted by the customers about the disposal
of the product, especially when he is dissatisfied with the value of the product will
adversely affect the prospects of the product. The product of word-of-mouth
communication should not be under estimated.
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The importance of post-purchase satisfaction suggests that, sellers must make

the product claims truthfully to represent the products likely performance. Some
sellers might undertake performance levels so that consumers experience higher than
expected satisfaction with the product.
Further Purchase Decision:
The consumer’s satisfaction levels with reference to the product will continues
to influence his further purchase of the same product. Apart of affecting further
purchases of improvement of new additions of the product lines of the same brand.
The Strategies of a Dis-satisfied Customer
 Dissatisfied consumers respond differently.
 They may abandon or return the product.
 They may seek information that confirms high value.
 They may take public actions such as complaining to the company, may approach
an advocate for his opinion, given the levels of consumerism, he may even approach
other groups to complain such as consumer forms or any other government agencies.
 His other actions may include making a decision to stop buying the product again
[exit options]. In all these cases, the seller has done a poor job a satisfying the
customer.
Tools for Tracking and Meaning of Customer Satisfaction
 Complaints and Suggestions Systems
A customer-centered organization makes it easy for its customers to deliver

suggestion and complaints. Many restaurants and Hotels provide facilities for guests
to report their likes and dislikes. A hospital could place suggestion boxes in the
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corridors, supply comment card to the exiting patients, and here a patient advocate to
handle patient grievances. Some customer-centered hot lines provided free P&G,
General Electric and Whirlpool established customer hot lines with too free and
telephone numbers to maximize the case with customers can inquire make suggestion
or complaints. This information flows provide these companies with many good idea
and enable them to act more rapidly to resolve problems.
 Customers Satisfaction Surveys
Studies show that while customers are dissatisfied with one out of every four
purchases less than 5% of dissatisfied customers will complain. Most customers will
buy less or switch suppliers rather than complain.
Therefore, companies make telephone calls to random sample of their recent
customers and ask if they were either very satisfied or satisfied or indifferent or
somewhat dissatisfied, or very dissatisfied with they various aspects of the company’
performance. They also solicit buyer’s views on their competitor’s performance.
Ghost Shopping
Companies can hire persons to pose as potential buyers to report their findings
on strong and weak points the experienced in buying the companies and competitors
products. The ghost shoppers can even post certain problems to test whether the
company’s sales personnel handle the situation efficiently. This is the ghost shopper
can complain about a restaurants food to test how the restaurants handles this
complaint. Not only should companies hire ghost shopper, but also manages
themselves should leave their office from time-to-time, enter company and the
competitor sales situation, where they are unknown, and experience first hand
treatment they receive as customers
 Lost Customer Analysis:
Companies should contact customers who have stopped buying who have
switched to another supplier to learn why this happened when IDM losses a customer,
it mounts a thorough effort to learn where is failed. Not only it is important to conduct
exit interviews when customers first stop buying, but also to monitor the customer
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loss rate, which if increasingly clearly indicates that the company is failing to satisfy
its customers.
Some Cautions in Measuring Customers Satisfaction:

When customers rate their satisfaction with an element of the company’s
performance day, deliver the company needs recognize that customers vary in how
they define good delivery. It could mean early delivery, on-line delivery, order
completeness and so on. Yet if the company had to spell out in every element in detail,
customers would face a huge questionnaire. The company must also realize that the
customers K can report being “Highly Satisfied” for different reasons. One may be
easily satisfied most of the time and the other might be hard to please, but was pleased
on this occasion.
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1.1 INDUSTRY PROFILE
The Tractor (Farm Equipment) Division makes Agricultural Tractors and

implements that are used in conjunction with tractors and also ventured with
manufacturing of Industrial Engines. The Tractor Division has won the Deeming
Application Prize 2003, making the only tractor manufacturing company in the world
to secure this prize. M&M employs around 11,600 people and has eight
manufacturing facilities spread over 5, 00,000 square meters. It has 49 sales offices
that are supported by a network of over 780 dealers across the country. This network
is connected to the Company’s sales departments by an extensive IT infrastructure.
M&M’s outstanding manufacturing and engineering skills allow it to

constantly innovate and launch new products for the Indian Market. In the Tractor
Market, the company launched India’s first Tractor with Turbo Technology –
MAHINDRA SARPANCH 595 DI SUPER TURBO.
The M&M philosophy of growth is centered on its belief in people. As a

result, the company has put in place initiatives that seek to reward and retain the best
talent in the industry. M&M is also known for its Progressive Labour Management
Practices.
In the community development sphere, the company has implemented several

programmes that have benefited the people and institutions in its areas of operations.
The Company announced a range of CSR activities supported by a commitment of
1% of profit after tax for its CSR initiatives.
The US $6.7 billion Mahindra Group is among the top 10 industrial houses
in India. Mahindra & Mahindra is the only Indian company among the top three
tractor manufacturers in the world. Mahindra's Farm Equipment Sector has recently
won the Japan Quality Medal, the only tractor company worldwide to be bestowed
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this honour. It also holds the distinction of being the only tractor company worldwide
to win the Deming Prize.
Mahindra is the market leader in multi-utility vehicles in India. It made a

milestone entry into the passenger car segment with Logan.
The Group has a leading presence in key sectors of the Indian economy,
including the financial services, trade and logistics, automotive components,
information technology, infrastructure development and After-Market. With over 62
years of manufacturing experience, the Mahindra Group has built a strong base in
technology, engineering, marketing and distribution which are key to its evolution as a
customer-centric organization.
The Group employs over 50,000 people and has several state-of-the-art
facilities in India and overseas. The Mahindra Group has ambitious global aspirations
and has a presence on five continents. Mahindra products are today available on every
continent except Antarctica. M&M has one tractor manufacturing plant in China,
three assembly plants in the United States and one at Brisbane, Australia. It has made
strategic acquisitions across the globe including Stokes Forgings (UK), Jeco Holding
AG (Germany) and Schoneweiss & Co GmbH (Germany). Its global subsidiaries
include Mahindra Europe Srl. based in Italy, Mahindra USA Inc. and Mahindra South
Africa.
M&M has entered into partnerships with international companies like Renault
SA, France, and International Truck and Engine Corporation, USA. Forbes has ranked
the Mahindra Group in its Top 200 list of the World's Most Reputable Companies and
in the Top 10 list of Most Reputable Indian companies. Mahindra has recently been
honoured with the Bombay Chamber Good Corporate Citizen Award for 2006-07.
TAFE
TAFE, first tractor company to be recognized for strong commitment to excel

at CII -EXIM Bank Award for Excellence. The recommendation to Tractors and Farm
Equipment Limited (TAFE), for “Strong commitment to excel on the journey towards
excellence”, was announced at the 15th Quality Summit conducted by the
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Confederation of Indian Industry (CII) based on an independent assessment of the

organization.
TAFE is a US$750 million tractor major incorporated in 1960 at Chennai in

India, in collaboration with Massey Ferguson (now owned by AGCO corporation,
USA). TAFE acquired the Eicher tractors business, its engine plant at Alwar and
transmissions plant at Parwanoo through a wholly owned subsidiary “TAFE Motors
and Tractors Limited
A member of the Amalgamations Group of Chennai, this company has four

plants involved in tractor manufacturing at Mandidheep (Bhopal), Kallidaipatti
(Madurai), and Doddabalbur (Bangalore) and in Chennai.
Apart from being among the top five tractor manufacturers in the world, TAFE
is also involved in making diesel engines, gears, panel instruments, engineering
plastics, hydraulic pumps, plantations and passenger car distribution through other
divisions and wholly owned subsidiaries.
The commendation to Tractors and Farm Equipment Limited (TAFE), for

“Strong commitment to excel on the journey towards excellence”,
JOHN DEREE
Deere & Company, founded in 1837 (collectively called John Deere), has
grown from a one-man blacksmith shop into a corporation that today does business
around the world and employs approximately 52,000 people. The company continues
to be guided, as it has been since its beginning, by the core values exhibited by its
founder: integrity, quality, commitment and innovation.
John Deere consists of four major business segments (agricultural equipment,

commercial & consumer equipment, construction & forestry and credit). Those
segments, along with the support operations of parts and power systems, are focused
on helping customers be more productive as they help to improve the quality of life
for people around the world.
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The story of John Deere the man, who developed the world's first
commercially successful, self-scouring steel plow, closely parallels the settlement and
development of the Midwestern United States, an area that the homesteaders of the
19th century considered the golden land of promise.
EICHER
Eicher began its business operations in 1959 with the roll out of India's first
tractor. Today the Eicher Group is a significant player in the Indian automobile
industry with a gross sales turnover of Rs 10,630 million in 2000-01.
The Eicher Group has diversified business interests in manufacturing &

marketing of Tractors, Commercial Vehicles, Automotive Gears, Motorcycles, and
exports of vehicles, aggregates and components. Eicher has also invested in the
potential growth areas of Management Consultancy Services.
Eicher has over 5000 employees located in 10 manufacturing facilities and 24

marketing offices all around the country. The Group has around 950 vendors
supplying components and sub-assemblies which testifies to the strength of the
vendor base. The Group's products are brought to the customer through its network of
around 800 dealers distributed across the length and breadth of the country.
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1.2 COMPANY PROFILE
Automotive division of Mahindra & Mahindra Ltd is in the Business of

Manufacturing and Marketing Utility Vehicles, LCV’s service for last 52 years. It is
the market leader in this segment enjoying more than 50% of the market share. M&M
brand denotes Tugged ness, Durability, Reliability, Easy maintainability and
Operational Economy.
All the division of the company plants are certified ISO 9002,we are gearing
ourselves for QS 9000.
The marketing strategy of the Division revolves around rationalizing models,
delivering value of money, increasing safety features, incorporating fuel efficient
engine, improving the quality of after sales service and maintaining low price product
image. For high end market, the strategy adopted is to offer products with more
comfort level with level with option of accessories to meet special needs of
individuals.
Currently the exports focus is on African, South American, South Asian and
Middle East Markets, where the need and use of vehicles is akin to India. The
company has set itself target to export 15% of the output within next three years.
The Division has to separate R&D centre at Nashik with a team of 147
Engineers & 108 support staff. Cross functional and concurrent engineering teams
are working on integrated Design & Manufacturing (IDAM) to design a product to
suit Specific requirements of the customers through quick product development.
A new Mahindra Research Valley is being developed at a Greenfield Location

at Thane near Mumbai. This is a 120 acre site & investment of RS. 2,000 million is
planned for this facility.
The birth of Mahindra & Mahindra began when K.C. Mahindra visited the
United States of America as Chairman of the India Supply Mission. He met Barney
Roos, inventor of the rugged 'general purpose vehicle' or Jeep and had a flash of
inspiration: wouldn't a vehicle that had proved its invincibility on the battlefields of
World War II be ideal for India's rugged terrain and its kutcha rural roads.
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Mahindra & Mahindra was honoured with the Business world FICCI-SEDF
Corporate Social Responsibility Award from the Honourable Finance Minister, Mr. P.
Chidambaram in New Delhi on May 18, 2008. Instituted in 1999, the Business world
FICCI-SEDF Corporate Social Responsibility Award identifies and recognizes the
efforts of companies in integrating and internalizing CSR into their core business
operations. Mahindra’s CSR activities focus on the three areas of education,
environment and health, and the company has pledged 1% of its profit after tax (PAT)
on a continuing basis for CSR activities.
M&M won the Auto Monitor CSR award for the Lifeline Express at a
glittering ceremony held in New Delhi on the 7th of March 2008. The Lifeline
Express was the organization’s largest ESOPs initiative and was undertaken by the
FES Rudrapur plant, who together with other volunteers such as doctors put in an
amazing 21,742 man hours.
Mahindra & Mahindra won the following awards at the Asia Pacific HRM
Congress 2007-08 in Mumbai on February 14, 2008 - Employer Brand of the Year
2007-08, Award for Best HR Strategy in line with Business, Award for Talent
Management, Award for Continuous Innovation in HR Strategy at Work, Award for
Excellence in Training, Award for Managing Health at Work Award for Global HR
Strategy, Award for Excellence in HR through Technology and Award for Innovative
Retention Strategy.
Mahindra & Mahindra Ltd. was awarded the 'Excellence in Innovation' Award
at the Indira International Innovation Summit (3i's Summit) at a glittering function
held on the 15th of February, 2008 in Mumbai. This award was presented to M&M for
encouraging consistent innovation and building that into the fabric of the business.
Mr. Anand Mahindra received the CEO of the Year award at the Asia Pacific
HRM Congress held at Land's End, Bandra, and Mumbai on February 13, 2008. Mr.
Mahindra was felicitated for his "outstanding and unparalleled contribution for
providing strong, efficient, ethical and visionary leadership".
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On January 19, Mr. Anand Mahindra, Vice Chairman and Managing Director
of Mahindra & Mahindra, was honoured with Business India's Businessman of the
Year 2007. Now in its 26th year, the award was instituted by Business India in 1982 to
recognize that one outstanding individual in the business community who is a role
model for our times.
On January 18, Mahindra and Mahindra won the BSE award for Best
Corporate Social Responsibility Practice at the Social and Corporate Governance
Awards (Innovative strategies - Measurable Impacts), presented by BSE and
NASSCOM Foundation. The Award ceremony was the culmination of the Business
for Social Responsibility Contest organized by BSE and NASSCOM Foundation in
which Mahindra and Mahindra Limited was short listed along with 28 other
Corporates for the category Best Corporate Social Responsibility Practice.
On January 15, FES won the prestigious "Golden Peacock National Quality
Award - 2007" for Excellence in Quality. Conferred on after a thorough and rigorous
process of evaluation by independent examiners, it is a matter of pride to achieve this
honor.
On January 10, the Logan won the Midsize Car of the Year Award at the
annual NDTV Profit Car India & Bike India Awards held in Delhi. The NDTV Profit
Car India & Bike India Awards recognize the best in the automobile industry, as
showcased in NDTV Profit's highly acclaimed 'Car and Bike' show.
Ever since its inception, the company has focused on developing its own
manufacturing capabilities. As a result of its relentless ambition in this direction,
M&M began indigenously producing vehicles within a short span of the collaboration
agreement with Willys.
Over the years the Mahindra brand in utility vehicles has come to represent high
quality, ruggedness, durability, reliability, easy maintenance and operational economy.
These are the qualities that have endeared the vehicle to individuals as well as
institutions such as the Indian armed forces. M&M enjoys a market share of more
than 50 per cent in this segment.
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HISTORY
1947: October, first batch of seventy five Utility Vehicles (UVs) imported in CKD
condition from Willys overland Export Corporation.
1949: Lease of 11071 Sq. yds at Mazagaon from British India Steam navigation. The
first Willys Overland Jeep built in India at the Assembly Plant , Mazagaon, Bombay.
1954: Phased manufacture of Vehicles undertaken in collaboration with Kaiser Jeep

Corporation and American Motors Corporation.
1962: Indigenous content of Jeep goes upto 70%. 137 acres of land purchased at
Kandivli to centralized manufacturing operations.
1965: FC 150 Petrol Trucks introduced.
1967: Two wheel drive Utility Vehicles introduced. 101" wheel base and Metal Body
UVs introduced. Indigenous content goes up by 97%.
1969: Export of vehicles started, export of total 1200 UVs together with spare parts to
Yugoslavia. Exports also made to Ceylon, Singapore, Philippines and Indonesia.
1970: Contracts concluded to export of 3304 vehicles, mainly to Yugoslavia and

Indonesia.
1971: Separate R&D section set up.
1974: Maximiller campaign launched to conserve fuel. CJ 4A introduced with new

transmission and axle ratio. Collaboration agreement with Jeep corporation
(subsidiary of AMC, Detroit).
1975: FC 260 Diesel light truck introduced. CJ 500 D Diesel introduced with MD
2350 Diesel Engine.
1979: Government of India approves in principle, the technical collaboration with

Peugeot, France for the manufacture of XDP 4.90 Diesel Engine.
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1981: Nasik Trucks Assembly Plant formally inaugurated. Peugeot Engine Assembly
Plant at Ghatkopar inaugurated. NC 665 DP Mini Truck rolls out from Nasik
Assembly Line.
1983: FJ 460 model introduced with 4 speed gear box. Engine plant at Igatpuri was
formally inaugurated by Mr. Jean Boillot, President of Automobiles Peugeot of France
for the manufacture of 25000 Peugeot and Petrol engines.
1985: New Mahindra Vehicle-MM 540 launched in Bombay. NC 640 DP with 4 speed
gear box introduced. Mahindra MM 440 introduced.
1986: CJ 640 DP Vehicle introduced.
1987: MM 540 DP metal Body Wagonette introduced.
1988: M&M signed a Memorandum of Understanding with Hyderabad Allwyn

Nissan Limited to form Mahindra Nissan Allwyn Ltd., as its associate company with
LCV operations in Andhra Pradesh.
1989: CJ 340 DP model introduced. M&M and Peugeot announced their tie up for the
manufacture of Peugeot 504 pick up truck, BA 10 gear boxes and latest XD 3 diesel
engines. M&M acquired automotive pressing unit at Kanhe, from Guest Keen
Williams Ltd.
1991: Introduction of CJ 500 DI model with MDI 2500 A direct injection diesel
engines. M&M bags order to export 10000 CKD kits. Commander range of models:
650 DI, 750 DP/HT were launched with tremendous market response.
1993: Mahindra Armada launched. M&M was the only manufacturer to withstand the
demand recession, with increasing sales.
1995: Mahindra Nissan Allwyn Ltd. (MNAL) merged with M&M and Zaheerabad
LCV operations becoming part of Automotive Sector.
1996: New LCV model Cabking DI 3150 & Mahindra Classic vehicles were
launched. New Commander 5 Door Hard Top was introduced. The company was the
first automobile manufacturer to get all the engine types approved for the new
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emission norms effective from 1st April, 96. IDAM (Integrated Design &
Manufacturing) set up for designing entirely new vehicle with the help of
internationally renowned consultants.
1997: Commercial production of Ford Escort commenced at Nasik Plant. License &
Technical Assistance Agreement was signed with Mitsubishi Motors Corporation for
Manufacture of SL Body at Zaheerabad (Voyager with XD 3 and BA 10). Soft/Hard
top versions of CL/MM 550, 8 seater Armada, Commander 650 DI with longer wheel
base and MM 540/550 XDB models were introduced. Kandivli and Nasik plants
received ISO 9002 certificate from RW-TUV.
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1.3 PRODUCT PROFILE
Mahindra Tractors is one of the top three international tractor companies in the
world. For over two decades, the company is the undisputed leader in the Indian
tractor market, which is also the largest tractor market in the world.
SERIES - 235 DI OVERVIEW:
The Mahindra 235 DI, 24 HP Tractor is simple to operate yet provides

impressive power an overall weight of approx 1820 kgs, the Mahindra 235 DI is one
of the heaviest and most rugged tractors in its category.The complete equipment
package with a large capacity engine, heavy duty transmission, high lift capacity
hydraulics and very robust cast iron chassis makes it perfect for everything, from
basic chores around the farm to commercial landscaping.
SPECIFICATIONS 235DI
ENGINE
Four Stroke, direct injection,
Type
Water cooled Diesel Engine
Engine Power (HP) 24
Cylinders 1
Rated Engine RPM 1650
Compression Ratio 17:01
Displacement : (cc) 1735 cc
Heavy Duty Single Plate Dry
CLUTCH
Type
TRANSMISSION
Type Sliding Mesh
8 Forward and 2 Reverse with
Number of Gears
High Low selection Lever
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SERIES 245 DI OVERVIEW:
Inspired by the International Harvester tractors, this particular line of tractors

is tough, economical and reliable. These tractors are designed to perform multiple
tasks with ease. The complete equipment package includes a high performance
engine, heavy-duty transmission and rugged three point linkages to facilitate extreme
reliability and performance. They perform efficiently with ploughs, cultivators,
rotavators and sprayers. And with 8 forwards speeds and maximum road speed of 30
Km per hour, these tractors are especially suitable for road operations as well.
SPECIFICATIONS 245 DI
ENGINE
Type
Cylinders 2
CLUTCH
Type
TRANSMISSION
Type Sliding Mesh
Number of Gears
STEERING Mechanical
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Km per hour, these tractors are especially suitable for road operations.
ENGINE
Four Stroke, direct injection, Water cooled Diesel
Type
Engine
Cylinders 4
CLUTCH Heavy Duty Single Plate Dry Type
TRANSMISSION
Type Sliding Mesh
8 Forward and 2 Reverse with High Low selection
Number of Gears
Lever
STEERING Mechanical
Independently foot operated, totally enclosed, Self
BRAKES energizing, mechanical dry disc type. A hand operated
toggle lock type parking brake additional safety.

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SPECIFICATIONS 265 DI
ENGINE
Type
Cylinders 3
CLUTCH
Type
TRANSMISSION
Type Sliding Mesh
Number of Gears
STEERING Mechanical
SERIES- 275 DI OVERVIEW:
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ENGINE
Four Stroke, direct injection, Water
Type
cooled Diesel Engine
Cylinders 3
TRANSMISSION
Type Sliding Mesh
8 Forward and 2 Reverse with High Low
Number of Gears
selection Lever
STEERING Mechanical
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"Tough" and "Reliable" is what best describes these tractors. These reliable
workhorses are designed to perform multiple tasks, passing through the rigors of
works with ease.The compete equipment package offers a high performance engine,
heavy duty transmission, and big lift capacity.The 05 Series tractors are always up to
the job. From secondary tillage to crop protection, mowing, farm services, transport
tasks and material handling, they can perform a variety of tasks effortlessly.
ENGINE
Four Stroke, Direct Injection, Water Cooled Diesel
Type
Engine
Engine Power (HP) 60 HP Category @ 2100 rated rpm
Cylinders 4
Compression Ratio 19.4 : 1
CLUTCH
Type Single Plate diaphragm clutch
Optional Dual Clutch
TRANSMISSION
Type Fully Constant Mesh
8 Forward and 2 Reverse with high low selection lever
Number of Gears
& differential lock
STEERING
Type Mechanical
Optional Power steering
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The Mahindra 585 DI, 50 HP Tractor is simple to operate yet provides

impressive power an overall weight of approx 1875 kgs, the Mahindra 585 DI is one
of the heaviest and most rugged tractors in its category. The complete equipment
package with a large capacity engine, heavy duty transmission, high lift capacity
hydraulics and very robust cast iron chassis makes it perfect for everything, from
basic chores around the farm to commercial landscaping.
ENGINE
Four Stroke, direct injection, Water cooled
Type
Diesel Engine
Cylinders 4
Displacement : (cc) 2523
TRANSMISSION
Type Partial Constant Mesh
8 Forward and 2 Reverse with High Low
Number of Gears
selection Lever
STEERING Mechanical
Independently foot operated, totally enclosed,
Self energising, mechanical dry disc type. A
BRAKES hand operated
toggle lock type parking brake provides
additional safety.
CHAPTER-2
2. REVIEW OF LITERATURE
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What is Customer Satisfaction?
Everyone knows what satisfaction is until asked to give a definition. Then, it

seems nobody knows. This quote from Richard L. Oliver, respected expert and
longtime writer and researcher on the topic of customer satisfaction, expresses the
challenge of defining this most basic of customer concepts. Building from previous
definitions Oliver offers his own formal definition.
Satisfaction is the consumer’s fulfillment response. It is a judgment that a
product or service feature, or the product or service itself, provides a pleasurable
level of consumption related fulfillment”.
In less technical terms, we translate this definition to mean that satisfactorily

is the customer’s evaluation of a product or service in terms of whether that product
or service has met thei0r need and expectations. Failure to meet needs and
expectations is assumed to result in dissatisfaction with the product or service.
In addition to a sense of fulfillment in the knowledge that one’s needs have

been met, satisfaction can also be related to other types of feelings, depending on the
particular context or type of service. For example, satisfaction can be viewed as
contentment – more of a passive response that consumers may associate with
services they don’t think a lot about or services that they receive routinely over time
Satisfaction may also be associated with feelings of pleasure for services that make
the consumer feel good or are associated with a sense of happiness. For those
services that really surprise the consumer in a positive way, satisfaction may mean
delight. And in some situations, where the removal of a negative leads to
satisfaction, the consumer may associate a sense of relief with satisfaction.
It is also important to recognize that although we tend to measure consumer

satisfaction at a particular point in times as if it were static, satisfaction is a
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dynamic, moving target that may evolve over time, influenced by a variety of
factor’s particularly when product usage or the service experience take place over
time, satisfaction may be rightly variable depending on which point in the usage or
experience cycle one is focusing on. Similarly, in the case of very new services or a
service not previously experienced customer expectations maybe barely forming at
the point of initial purchase, these expectations will solidify as the process unfolds
and the consumer begins to form his or her perceptions. Through the service cycle
the consumer may have a variety of different experiences, some good, some not good-
and ultimately impact satisfaction.
What Determines Customer Satisfaction?

Customer Satisfaction is influenced by specific product or service features
and by perceptions of quality as suggested by Figure 4.1 Satisfaction is also
influenced by customer’s emotional responses, their attributions, and their perceptions
of equity.
Product and Service Features:

Customer Satisfaction with a product or service is influenced significantly
by the customer’s evaluation of product and services features. For a service such as
a resort hotel, important features might include the pool area, access to golf facilities,
restaurants, room comfort and privacy, helpfulness, and courtesy of staff, room price,
and so forth. In conducting satisfaction studies most firms will determine through
some means (often focus groups) what the important features and attributes are for
their service and then measure perceptions of those features as well as overall
service satisfaction.
Research has shown that customers of services will make trade-offs among
different service features (for example, price level versus quality, versus friendliness
of personnel versus level of customization). Depending on the type of service being
evaluated and the critically of the service.
Customer Emotions:
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Customer’s emotions can also affect their perceptions of satisfaction – with

products and services. These emotions can be stable preexisting emotions - for
example, mood state or life satisfaction. Think of times when you are a very happy
stage in your life (such as when you are on vacation) and your good, happy mood and
positive frame of mind have influenced how you feel about the services you
experience. Alternatively, when you are in a bad mood your negative feelings may
carry over into how you respond to services, causing you to overreact or respond
negatively to any little problem.
Specific emotions may also be induced by the consumption experience itself,

influencing a consumer’s satisfaction with the service. Research done in a river-
rafting context showed that the river guides had a strong effect on their customer’s
emotional responses to the trip and that those feelings (both positive and negative)
were linked to overall trip satisfaction, a positive emotion such has happiness
pleasure, elation, and a sense of warm-heartedness enhanced customer’s satisfaction
with the rafting trip. In turn, negative emotions such as sadness, sorrow, regret, and
anger led to diminished customer satisfaction. Overall, in the rafting context,
positive emotions had a stronger effect than negative ones. Similar effects of
emotions on satisfaction were found in a Finnish study that looked at consumer’s
satisfaction with a government labor bureau, service 16. In that study, negative
emotions including anger, depression, guilt, and humiliation had a strong effect on
customers, dissatisfaction ratings.
Attributions for Service Success or Failure:
Attributions - the perceived causes of events – influence perceptions of
satisfaction as well. When they have been surprised by an outcome (the service the
either much better or much worse-than expected), consumers tend to look for the
reasons, and their assessments of the reasons can influence their satisfaction. For
example, if a customer of a weight-loss organization fails to lose weight as hoped
for, she will likely search for the causes was it something she did, was the diet plan
ineffective, or did circumstances simply not allow her to follow the diet regimen-
before determining her level of satisfaction or dissatisfaction with the weight-loss
company. For many services customers take at least partial responsibility for how
things turn out.
25
Even when they don’t take responsibility for the outcome, customer
satisfaction may be influenced by other kinds of attributions. For example, in
research done in a travel agency context it was found that customers were less
dissatisfied with a pricing error made by the agent if they felt the reason was outside
the agent’s control or if they felt it was a rare mistake, unlikely to occur again.
Perceptions of Equity or Fairness:
Customer satisfaction is also influenced by perceptions of equity and fairness
20 customers ask them selves. Have I been treated fairly compared with other
customer? Did other customers get better treatment, better prices, or better quality
service? Did I pay a fair price for the service? Was I treated well in exchange for
what I paid and the effort I expended? Notions of fairness are central to customer’s
perceptions of satisfaction with products and services. The example of Sears Auto
Centers division illustrates consumer’s strong reactions to unfair treatment. Over a
decade ago the division was charged with defrauding customers in 44 states by
performing unnecessary repairs. Sears employees had been rewarded based on the
quantity of repaid sold resulting in substantial unnecessary charges to customers.
The $27- million Sears paid settling complaints and the additional loss of business all
resulted from extreme dissatisfaction of its customers over the unfair treatment.
Other Consumers, Family Members, and Coworkers:

In addition to product and service features and one’s own individual feelings
and beliefs, consumer satisfaction is often influenced by other people 22. For
example, satisfaction with a family vacation trip is a dynamic phenomenon,
influenced by the reactions and expressions of individual family members over the
duration of the vacation. Later, what family members express in terms of
satisfaction or dissatisfaction with the trip will be influenced by stories that are retold
among the family and selective memories of the events. Similarly, the satisfaction of
the rafters in Figure 4.2 is certainly influenced by individual perceptions, but it is also
influenced greatly by the experiences, behavior, and views of the other rafters. In a
business setting satisfaction with a new service or technology-for example, a new
customer relationship management software service – will be influenced by
individual’s personal experiences with the software itself, but also by what others
say abut it in the company, how others use it and feel abut it, and how widely it is
adopted in the organization. In Chapter 12 we will come back to this topic as we
26
look at strategies for involving and managing other consumers to maximize

satisfaction in the service experience.
National Customer Satisfaction Indexes:

Because of the importance of customer satisfaction to firms and overall quality
of life, many countries how have a national index that measures and tracks customer
satisfaction at a macro level 23. Many public policymakers believe that these
measures could and should be used as tools for evaluating the health of the nation’s
economy, along with traditional measures of productivity and price. Customer
satisfaction indexes begin to get at the quality of economic output, whereas more
traditional economic indicators tend to focus only on quantity. The first such
measure was the Swedish Customer Satisfaction Barometer introduced in 1989.
Through out the 1990s similar indexes were introduced in Germany (Deutsche
Kunden Barometer, or DK, in 1992), the United States (American Customer
Satisfaction Index, ACSI, in 1994), and Switzerland (Swiss Index of Customer
Satisfaction SWICS, in 1998).
The American Customer Satisfaction Index (ACS.,/)

The ACSI, developed by researchers at the National Quality Research Center
at the University of Michigan, is a measure of quality of goods and services as
experienced by consumers. The measures tracks customer perceptions across 200
firms representing all major industry segments are included” and within each industry
the largest companies in that industry are selected to participate. For each company
approximately 250 interviews are conducted with current customers. Each company
receives an ACSI score computed from its consumer’s perceptions of quality, value,
satisfaction, expectations, complaints, and future loyalty.
WHAT ARE SERVICES?
Put in the simplest terms, services are deeds, processes, and performances.
Our opening vignette illustrates what is meant by this definition. The services
offered by IBM are not tangible things that can be touch seen, and felt, but rather are
intangible deeds and performances. To be concrete, IBM offers repair and
maintenance service for its equipment, consulting services for IT and e-commerce
application’s training services, web design and hosting, and other services. These
services may include final, tangible report, a website, or in the case of training,
27
tangible instructional materials. But for the part, the entire service is represented to
the client through problem analysis activities, meetings with the client, follow-up
calls, and reporting a series of deeds, processes, and performances. Similarly, the
core offerings of hospitals, hotels, banks and utilities comprise primarily deeds and
actions performed for customers.
While we will rely on the simple broad definition of services, you should be
aware that over time services and the service sector of the economy have been defined
in subtly different ways. The variety of definitions can often explain the confusion
or disagreement people have when discussing services and when describing
industries that comprise the service sector of the economy. Compatible with out
simple, broad definition is one that defines services to “Include all economic activities
whose output is not a physical product or construction is generally consumed at the
time it is produce and provides added value in forms (such as convenience
amusement, timelines, comfort, or health) that are essentially intangible concerns of
its purchaser. This definition has been used also to delineate the service sector of the
economy as illustrated.
Services versus Customer Service:

As we begin our discussion of services marketing and management, it is
important to draw the distinction between services and customer service. Services,
as we have broadly defined, encompass a wide range of industries. All of the
following companies are considered service companies AT &T (Telecommunications)
– Marriott International (Hotels), American Airlines (Transportation), Bank One
(Financial Services). However, services can be offered to the marketplace by
manufacturers and technology companies as well. IBM and Compaq (Traditionally
considered manufacturers) offer information technology (IT) consulting services to
the marketplace, competing with firms like EDS and Accenture, traditional service
industry firms. All of the companies just mentioned are marketing and delivering
services to customers.
Customer Service:
28
Customer service is also provided by all types of companies – including

manufacturers. IT companies, and service companies. Customer service is the
service provided in support of a company’s core products. Customer service most
often includes answering questions, taking orders, dealing with billing issues,
handlings complaints, and perhaps scheduling maintenance or repairs. Customer
service can occur on site (as when a retail employee helps a customer find a desired
item or answers a question), or it can occur over the phone or via the Internet. Many
companies operate customer service call centers, often staffed around the clock.
Typically there is no charge for customer service. Quality customer service is
essential to building customer relationship. It should not, however, be confused with
the services provided for sale by a company.
To illustrate: Federal Express markets and delivers services, but it also

provides a high level of customer service. Its services include overnight package
delivery and also logistical services including inventory management, warehousing,
and distribution using state-of-the art technology. These services are offered
worldwide, currently in more than 200 countries. FedEx’s high levels of customer
loyalty depend on the quality of these core service, as well as the customer service the
company provides to back up its offering. A well trained and empowered telephone
staff as well as high tech tracking online systems accessible to its customers ensure
that FedEx’s customer service is superb.
As we progress through the text, you will see many examples of services
offered for sale as well as customer service in support of product and service
offerings.
Tangibility Spectrum:
The board definition of services implies that intangibility is a key determinant
of whether an offering is a service. While this is try, it is also true that very few
products are purely intangible or totally tangible. Instead, services tend to be more
intangible than manufactured products, and manufactured products tend to be more
tangible than services.
For example, the fast-food industry while classified as a service, also has
many tangible components such as the food, the packaging, and so on. Automobiles,
29
while classified within the manufacturing sector, also supply many intangibles, such
as transportation. Throughout this text, when we refer to services we will be
assuming the broad definition of services and acknowledging that there are very few
“Pure Services., or “Pure Goods”. The issues and approaches we discuss are directed
towards those offerings that lie on the right side, the intangible side, of the spectrum.
As suggested earlier, intangibles are not produced only in the service sector of
the economy. Manufacturers such as Being Airplane Company and Ford Motor
Company also produce products on the right end of the spectrum, both for sale to
external consumers and to support internal production processes. For example, Being
has provided consulting services and demand forecasting services for its airline
customers. And within Boeing large departments (such as data processing and legal
services) provide Internal Service to the organization.
Trends in the Service Sector:

Although we often hear and read that many modern economics are
dominated by services, the United States and other countries did not become service
economics overnight. As early as 1929.55 percent of the working population was
employed in the services sector in the United States, and approximately 54 percent of
the gross national product was generated by services in 1948. That the trend toward
services has contained, until in 1999 services represented 78 percent of the gross
domestic product (GDP) and 80 percent of employment. Note also that these data do
not include services provided within a manufacturing company (such as IBM or
Boeing) or services that these manufacturers sell externally.
CUSTOMER EXPECTATIONS OF SERVICE:

Customer expectations are beliefs about service delivery that function as
standards of reference points which performance is judged. Because customers
compare their perceptions of performance with these reference points when evaluating
service quality, through knowledge about customer expectations is critical to services
marketers. Knowing what the customer expects is the first and possibly most critical
step in delivering quality service.
30
Being wrong about what customers want can mean losing a customer’s
business when another company hits the target exactly. Being wrong can also mean
expending money, time, and other resources on things that don’t count to the
customer. Being wrong can even mean not surviving in a fiercely competitive
market.
Among the aspects of expectations that need to be explored and understood for
successful services marketing are the following. Wheat types of expectation
standards do customers hold about services? What factors most influence the
formation of these expectations? What role do these factors play in changing
expectations? How can a service company meet or exceed customer expectations?
FACTORS THAT INFLUENCE CUSTOMER EXPECTAIONS OF SERVICE:

Because expectations play such a critical role in customer evaluation of
services marketers need and want to understand the factors that shape them.
Marketers would also like to have control over these factors that shape them.
Marketers would also like to have control over these factors as well. But many of the
forces that influence customer expectations are uncontrollable. In this section of the
chapter we try to separate the many influences on customer expectations.
Sources of Desired Service Expectations:

The two largest influences on desired service level are personal needs and
philosophies about service. Personal needs those states or conditions essential to the
physical or psychological well – being of the customer, are pivotal factors that shape
what we desire in service. Personal needs can fall into many categories, including,
physical, social, psychological, and functional. A fan who regularly goes to baseball
games right from work, and is therefore thirsty and hungry hopes and desires that the
food and drink vendors will pass by his section frequently, where as a fan who
regularly has dinner elsewhere has a low or zero level of desired service from the
vendors. A customer with high social and dependency needs may have relatively high
expectations for a hotel’s ancillary services, hoping, for example, that the hotel has a
bar with live music and dancing. The effect of personal needs on desired service is
illustrated by the different expectations held by two business insurance customers.
31
Some customers are more demanding than others, having greater sensitivity
to and higher expectations of service. Enduring service intensifiers are individual,
stable factors that lead the customer to a heightened sensitivity to service. One of the
most important of these factors can be called derived service expectations, which
occur when customer expectations are driven by another person or group of people. A
niece from a big family who is planning a 90th birthday party for a favorite aunt is
representing the entire family in selecting a restaurant for a successful celebration.
Her needs are driven in part by the derived expectations from the other family
members. A parent choosing a vacation for the family a spouse selecting a home –
cleaning service.
32
CHAPTER-3
3. RESEARCH METHODOLOGY
Data Source: Data is collected through primary and secondary sources
Primary Data: Primary data is collected from the respondents through administrating
a questionnaire by direct contact method
Secondary Data: Secondary data is collected through records of information

collected through unstructured interview, with retailers, marketing division and other
sources
Research Approach: Survey method
Research Instruments: Structured questionnaire
Sampling Plan:
Population: The customers in srikalahasthi
Sampling Frame: The sampling frame selected from farmers, business persons and
other professionals
Sample Size: 100 from various sectors in srikalahasthi
Marketing Research:
Definition
According to the American marketing Association defines marketing research

as
‘The systematic gathering, recording and analyzing of data about problems
related to the Marketing of Goods and Services”
Every marketer needs research, marketing researches engage in a wide variety
of activity of activities, ranging from market potential and market share studies to
assessment of customer satisfaction and purchase behavior to studies of pricing,
product distribution and promotional activities. Effective marketing research uses the
33
principles of scientific method, careful observation, and formulation of hypothesis,

prediction and testing.
A company can conduct marketing research in its own research department are
have some or all of it done outside, depending upon its new research skills and
resources. Although most of the large companies have their own marketing Research
Departments. They often are outside firms to conduct special research tasks or special
studies. The researcher starts his investigation by examine the available secondary
data company profile and sales records would give the required secondary data.
Methodology
There are different methods to contract the dealers to collect the required
information. The various channels are by direct mail. Telephone and personal
interview and through information technology channels.
Mail questionnaire can be used to collect large amounts of information at a

lower cost per respondents may more honest answers to more personal question on a
main questionnaire than to an unknown in the viewer in person or over the phone.
Telephonic interviews in the best method for gathering information quickly and
it provides greater flexibility than main questionnaire. In the viewers can explain
different questions and they can skip some questions depending on the answers they
receive. Response rates tend to be higher than mail Questionnaire and Telephone
interviews also follows greater sample control.
Personal interviewing takes two terms. Individual and Group interview.

Individual interview involves taking with people in their homes or offices on the
street or in shopping malls. Such interviewing is flexible – trainer interviews can hold
a responds attention for a long time and can explain difficult questions.
Group interviews consist of inviting six to ten people to gather for few hours
with a trained mediator to talk about the product, service or organization. The
participants normally are paid a small sum for attending. The mediator “focuses” the
discussion hence—the name “focus group interviewing” to this type.
34
The comments are through written notes are videotapes that are studies later.
Focus group interviewing has become the one of the major marketing research tools
for gaining in sight in to customer thoughts and feelings.
Research Instruments
In collecting primary data, marketing researches has a choice of two main

researches instruments the questionnaire and Mathematical devises.
The Marketing Research Process:
The marketing research process is carried out in following steps.
1. Defining the problems and research objective.

2. Developing the research plan.
3. Implementing the research plan
4. collecting information
5. Analyzing the information
6. Reporting the findings.
35
3.1NEED FOR THE STUDY
The Tractor industry of India is one of the most booming and dynamic
industries
 Today the Tractor industry is a thriving industry with Thousand’s of

companies of competing neck to neck, working tirelessly to roll out new and
better models of Tractor that will proved to be big hit with the customers.
 Differentiation is the need of hour manufactures try and identity their

customers need and wants to develop tractors that would to be the exact liking
of their buyers.
 One of the main players of Indian contest is Mahindra & Mahindra; this has
been the primary dealer pf tractors & Utility vehicles, catering to all the
segments of the society from time immemorial.
 In order to stay a head of entire competition, it is of prime importance that

customer satisfaction is given the utmost importance. Companies need to get
inside the head of their customers they need to produce what the later wants
and expects thus customers surveys are conducted on very regular basis to
keep up dated on the latest trends and changed in this ever changing segment.
 The study has been conducted keeping in mind the exact same thing that
“Understanding the Perceptions, the needs and wants of customers of
Mahindra Tractors”.
36
3.2 SCOPE OF THE STUDY

1. The scope of the survey is limited in Srikalahasthi Mandal.
2. The survey on customer Satisfaction on Mahindra Tractors.
37
3.3 OBJECTIVES OF THE STUDY
To study the customer satisfaction on Mahindra tractors

To analyze the factors influencing purchase of tractor products in comparison
with competitive brands
To study the effect of sales promotion in creating brand awareness
To find out which model will prefer in Mahindra tractors.
To find out the rank of the Mahindra compare with competitors
To find the awareness of particular brand how and where
To find the pick up and mileage of Mahindra tractors
38
3.4 LIMITATIONS OF THE STUDY
Any Researcher will be restricted in the scope by certain inherent limitations

that are participated by the choice of the research design, sampling procedure and
respondent selection. This study has the following limitations.
 Time is the major constraint for the study.
 The study is limited to srikalahasthi only.
 The information provided by the respondents is considered to be true.
 Data collected was primary; hence there is a chance for a biased or misleading
response from the respondents.
39
3.5 SOURCES OF THE DATA
Primary Data:
Primary data consists of information collected for the specific purpose at hand
for the primary data the researcher has to conduct a survey in the market. The primary
data would collect the data from the dealers. Good decisions service good data. The
researches must take great care when collecting primary data to assure that will be
relevant, accurate current and un-biased. The primary data collection calls for a
number of decisions on research approach. Contact method, sampling, plans and
research instruments.
Secondary Data
Researchers usually start by gathering the secondary data. The company’s

internal database provides a good starting point. However, the company also tap a
wide assortment of external information sources ranging from company, public and
libraries to government and business publication. The other important sources of
secondary data include commercial data services. Online data services, administrated
in person by phone or online. Questionnaire is very flexible.
A carefully prepared Questionnaire usually contains several errors. In

preparing a Questionnaire the Marketing Researcher must first decide what question
to ask and the format of each question is also important.
Closed- end questions include all the possible answers and one should make
choice among them. Open-ended questions all respondents to answer in their own
words.
Open-ended questions are especially useful in exploratory research, when the
researcher is trying to find out what people think but not measure how many people
40
think in certain way closed-end question on the other hand provide answers that are
easier to interrupt and tabulate.
SAMPLING PLAN
First step in sampling plan is to decide the universe or population. Once the
universe is decided, the researcher must concern himself to find
1. What sampling unit should be studied?
2. What should be sample size?
3. What sampling procedure should be used?
4. What contact method should be utilized?
Perhaps the basic thing to be decided in the sampling unit. Second issue to be
decided in the sample sizes. Of course the whole of the universe cannot be studied in
a simple research project. The researcher has to select a relevant action of the
population. Which is representative of the entire population?
SAMPLING PROCEDURE
This is the next step in a sampling plan. Sampling plan depends upon research
objectives to be accomplished through the investigation. There can be choice between
probability and non probabilities sampling procedures.
SAMPLING:
The study adopts survey method for the purpose of the study a convenient
sampling was used. The sample units are chosen primarily on the convenience.
PERIOD OF STUDY
I did my project work for the period of 2 months (May to June)
TOOLS USED FOR ANALYSIS
1.Percentage
It refers to a special kind of ratio which is used in making comparison between
two or more series of data more clear percentage are used to describe relationship
between variables.
2.Ranking
41
It is another kind of tool used in marketing research. Here the respondents is

asked to rank his / her opinion like 1, 2, 3….etc,
In their respective order of importance to the items.
CHAPTER-4
4. DATA ANALYSIS & INTERPRETATION
GENDER WISE CLASSIFICATION
TABLE: 4.1
GENDER RESPONDENTS PERCENTAGE (%)

MALES 93 93
FEMALES 7 7
TOTAL 100 100
GRAPH: 4.1
INFERENCE:
42
From the above graph it is found that 93% of respondents are males and 7% of
respondents are females.
OCCUPATION WISE CLASSIFICATION
TABLE: 4.2
OCCUPATION NO.OF.RESPONDENTS PERCENTAGE (%)

FARMERS 88 88
BUSINESS 12 12
TOTAL 100 100
GRAPH: 4.2
INFERENCE:
43
From the above table it is found that majority of respondents,(i.e., 88%), are
farmers, 12% respondents are business people.
MODEL WISE CLASSIFICATION
TABLE: 4.3
MODELS NO.OF.RESPONDENTS PERCENTAGE (%)

265 DI 8 8
275 DI 7 7
295 DI 78 78
475 DI 7 7
TOTAL 100 100
GRAPH: 4.3
44
INFERENCE:
From the above table it is found that 78% of the respondents are 295 DI, 8%
of the respondents are 265 DI and 7% of the respondents are 275 DI and 475 DI.
PRICE WISE CLASSIFICATION
TABLE: 4.4
PRICE NO.OF.RESPONDENTS PERCENTAGE (%)

HIGHLY SATISFIED 3 3
SATISFIED 82 82
NEUTRAL 3 3
DISSATISFIED 12 12
TOTAL 100 100
GRAPH: 4.4
INFERENCE:
45
From the above table it is found that 82% respondents are satisfied, 12% of the
respondents are dissatisfied, 3% of respondents are neutral and highly satisfied.
PURCHASING WISE CLASSIFICATION
TABLE: 4.5
PURCHASING NO.OF.RESPONDENTS PERCENTAGE (%)

PUBLIC SECTOR 14 14
PRIVATE SECTOR 79 79
OTHERS 5 5
NET PAYMENT 2 2
TOTAL 100 100
GRAPH: 4.5
46
INFERENCE:
From the above table it is found that 79% of the respondents are purchasing
through private sector and 14% of the respondents are purchasing through public
Sector.
MILEAGE WISE CLASSIFICATION
TABLE: 4.6
MILEAGE NO.OF.RESPONDEDNTS PERCENTAGE (%)

SATISFIED 87 87
NEUTRAL 3 3
DISSATISFIED 1 1
TOTAL 100 100
GRAPH: 4.6
INFERENCE:
47
From the above table it is found that 87% of the respondents are satisfied 9%
of the respondents are highly satisfied.
PICK UP WISE CLASSIFICATION
TABLE: 4.7
PICK UP NO.OF.RESPONDENTS PERCENTAGE (%)

SATISFIED 9 9
NEUTRAL 3 3
DISSATISFIED 7 7
TOTAL 100 100
GRAPH: 4.7
INFERENCE:
48
From the above the table it is found that 81% respondents are highly satisfied,
9% of respondents are satisfied, 7% of respondents are dissatisfies, 3% of respondents
are neutral.
PRODUCT WISE CLASSIFICATION
TABLE: 4.8
PRODUCT NO.OF.RESPONDENTS PERCENTAGE (%)

SATISFIED 89 89
NEUTRAL 3 3
DISSATISFIED 2 2
TOTAL 100 100
GRAPH: 4.8
INFERENCE:
From the above table it is found that 89% respondents are satisfied with the
product, 6%of respondents are highly satisfied.
49
LIFE TIME WISE CLASSIFICATION
TABLE: 4.9
LIFE TIME NO.OF.RESPONDENTS PERCENTAGE (%)

SATISFIED 76 76
NEUTRAL 2 2
DISSATISFIED 4 4
TOTAL 100 100
GRAPH: 4.9
INFERENCE:
From the above table it is found that 76% respondents are satisfied with the
life time and 18% of respondents are highly satisfied.
50
AWARE WISE CLASSIFICATION
TABLE: 4.10
AWARE NO.OF.RESPONDENTS PERCENTAGE (%)

TELEVISION 3 3
NEWSPAPERS 14 14
RADIO 2 2
OTHERS 81 81
TOTAL 100 100
GRAPH: 4.10
INFERENCE:
From the above table it is found that 81% respondents are aware by the others
and 14% of the respondents are aware by the newspapers.
51
COLOURS WISE CLASSIFICATION
TABLE: 4.11
COLOUR’S NO.OF.RESPONDENTS PERCENTAGE (%)

SATISFIED 89 89
NEUTRAL 3 3
DISSATISFIED 1 1
TOTAL 100 100
GRAPH: 4.11
INFERENCE:
From the above table it is found that 89% of the respondents are satisfied with
the Colours and 7% of the respondents are highly satisfied.
52
RANK WISE CLASIFFICATION
TABLE: 4.12
RANK NO.OF.RESPONDENTS PERCENTAGE (%)

ONE 83 83
SECOND 14 14
THIRD 2 2
CANNOT SAY 1 1
TOTAL 100 100
GRAPH: 4.12
INFERENCE:
From the above table it is found that 83% of the respondents ranked their
Products as one and 14% of the respondents ranked their products are second.
53
SALES- AFTER- SERVICE CLASSIFICATION
TABLE: 4.13
RANK NO.OF.RESPONDENTS PERCENTAGE (%)

SATISFIED 73 73
NEUTRAL 10 10
DISSATISFIED 3 3
TOTAL 100 100
GRAPH: 4.13
INFERENCE:
From the above table it is found that 73% of the respondents are satisfied with
the sales-after-service, 14% respondents are highly satisfied, 10% of respondents are
neutral and 3% of respondents dissatisfied with the sales-after-service.
54
RECOMMENDATION WISE CLASSIFICATION
TABLE: 4.14
RECOMMENDATION NO.OF.RESPONDENTS PERCENTAGE (%)

DEALERS 9 9
YOURSELF 87 87
FRIENDS 3 3
OTHERS 1 1
TOTAL 100 100
GRAPH: 4.14
INFERENCE:
From the above table it is found that 87% of the respondents are recommended
by themselves and 9% respondents are by the dealers.
55
FEATURES WISE CLASSIFICATION
TABLE: 4.15
FEATURES NO/OF.RESPONDENTS PERCENTAGE (%)

SATISFIED 74 74
NEUTRAL 6 6
DISSATISFIED 4 4
TOTAL 100 100
GRAPH: 4.15
INFERENCE:
From the above table it is found that 74% of respondents are satisfied 16% of
respondents are highly satisfied, 6% of respondents are neutral and 4% respondents
are dissatisfied.
56
CHAPTER-5
5. FINDINGS
It is found that 93% of respondents are males and 7% of respondents are females.
It is found that majority of respondents,(i.e., 88%), are farmers and 12%

respondents are business people.
It is found that 78% of the respondents are 295 DI, 8% of the respondents are 265
DI and 7% of the respondents are 275 DI and 475 DI.
It is found that 82% respondents are satisfied with the price, 12% of the
respondents are dissatisfied, 3% of respondents are neutral and highly satisfied.
It is found that 79% of the respondents are purchasing through private sector and
14% of the respondents are purchasing through public sector.
It is found that 87% of the respondents are satisfied with the mileage and 9% of
the respondents are highly satisfied.
It is found that 81% respondents are highly satisfied with the pick up, 9% of
respondents are satisfied, 7% of respondents are dissatisfies, 3% of respondents
are neutral.
It is found that 89% respondents are satisfied with the product, 6%of respondents
are highly satisfied.
It is found that 76% respondents are satisfied with the life time and 18% of
respondents are highly satisfied.
57
It is found that 81% respondents are aware by the others and 14% of the
respondents are aware by the newspapers.
It is found that 89% of the respondents are satisfied with the Colours and 7% of
the respondents are highly satisfied.
It is found that 83% of the respondents ranked their products as one and 14% of
the respondents ranked their products are second.
It is found that 73% of the respondents are satisfied with the sales-after-service,
14% respondents are highly satisfied, 10% of respondents are neutral and 3% of
respondents dissatisfied with the sales-after-service.
It is found that 87% of the respondents are recommended by themselves and 9%

respondents are by the dealers.
It is found that 74% of respondents are satisfied with the features, 16% of
respondents are highly satisfied, 6% of respondents are neutral and 4%
respondents are dissatisfied.
58
5.1 SUGGESTIONS
From the study it is suggested that
 In 235 DI to increase the power of Hydraulic system.
 In 265 DI the clutch should be correctly adjusted for the proper usage of the
product
 In 475 DI the engine fan should be properly redesign for the better function
 The company must look at the service centers of Mahindra tractors. In order to
satisfy the customers, as per the data collected it shows that 13.00% of
customers were not satisfied with the service center. So providing service
center near to customers is one way by which the company can satisfy the
customers
 The company should concentrate on the efficient workmen at the service

canters. The company must deliver the vehicles in time from the service
center.
 Most of the customers consider the quality is a factor for selecting the
Mahindra tractors. So, keep on improving the quality of Mahindra tractor is
also a important key to be considered by the company.
 Always keep the Brand image & Brand loyalty towards the customers.
59
5.2 CONCLUSION
As far as my research is concerned. I would be happy to inform that most of

the customers are satisfied by the strength of the Mahindra Tractors. And also
satisfied with the quality. Although a few customers are dissatisfied with the delivery
time & price of the Mahindra Tractors. If the company will maintain the delivery in
time and reduce the price of the Tractors. The company will acquire No.1 position in
Chittoor District.
60
CHAPTER-6
ANNEXURE
SYNOPSIS
A STUDY ON CUSTOMER
SATISFACTION ON AT MAHINDRA Pvt
Ltd, Tirupathi.
INTERNAL GUIDE:
P. NISHITHA, M.COM
Faculty of Commerce,
Department of Business Management.
EXTERNAL
GUIDE:
G. GURAVA
REDDY,
Branch
Manager,
Mahindra
Company Pvt.Ltd.
Presented by:
D. Lalitha Jyothi
M.com IV Semester,
Reg.No.2017com96025.
61
INTRODUCTION:
The saying “customer is the King”, was gained importance. Most of the
organizations accepted the promise that, and organization must become more
knowledge-intensive and value-oriented in order to serve the customers.
The level of satisfaction of a customer especially after his purchasing the

commodity always depends upon the offers performance in relation to its expectation.
Hence satisfaction is function of perceived performance and expectation. If the
performance exceeds expectation, the customer is said to be delighted or lightly
satisfied.
As defined by Philip Kotler, the term “Satisfaction” refers to “a person’s

feelings of pleasure,disappointment resulting from comparing a product’s.Perceived
performance of outcome in relation to his/her expectations”.
INDUSTRY PROFILE
The Tractor (Farm Equipment) Division makes Agricultural Tractors and
implements that are used inconjunction with tractors and also ventured with
manufacturing of Industrial Engines.
JOHN DEREE
Deere & Company, founded in 1837 (collectively called John Deere), has
grown from a one-man blacksmith shop into a corporation that today does business
around the world and employs approximately 52,000 people. The company continues
to be guided, as it has been since its beginning,by the core values exhibited by its
founder: integrity, quality, commitment and innovation.
John Deere consists of four major business segments (agricultural equipment,
commercial & consumer equipment, construction & forestry and credit).
62
EICHER
Eicher began its business operations in 1959 with the roll out of India's first
tractor. Today the
Eicher Group is a significant player in the Indian automobile industry with a gross
sales turnover
of Rs 10,630 million in 2000-01.
COMPANY PROFILE
Automotive division of Mahindra & Mahindra Ltd is in the Business of
Manufacturing and Marketing
Utility Vehicles, LCV’s service for last 52 years. It is the market leader in this
segment enjoying more than50% of the market share.
Over the years the Mahindra brand in utility vehicles has come to represent high
quality, ruggedness,durability, reliability, easy maintenance and operational economy.
These are the qualities that have endeared the vehicle to individuals as well as
institutions such as the Indian armed forces. M&M enjoys a market share of more
than 50 per cent in this segment.
PRODUCT PROFILE
Mahindra Tractors is one of the top three international tractor companies in the
world.
For over two decades, the company is the undisputed leader in the Indian tractor
market, which is also the largest tractor market in the world.
The Mahindra 235 DI, 24 HP Tractor is simple to operate yet provides impressive
power an
overall weight of approx 1820 kgs, the Mahindra 235 DI is one of the heaviest and
most rugged
tractors in its category.
RESEARCH METHODOLOGY
Data Source: Data is collected through primary and secondary sources
Primary Data: Primary data is collected from the respondents through
administrating a
questionnaire by direct contact method
63
Secondary Data: Secondary data is collected through records of information

collected through unstructured interview, with retailers, marketing division and other
sources
Research Approach: Survey method
Research Instruments: Structured questionnaire
Sampling Plan:
Population: The customers in srikalahasthi
Sampling Frame: The sampling frame selected from farmers, business
persons and other
professionals
Sample Size: 100
Marketing Research:
NEED FOR THE STUDY

The Tractor industry of India is one of the most booming and dynamic
industries of the company.
Today the Tractor industry is a thriving industry with Thousand’s of
companies of competing neck toneck, working tirelessly to roll out new and better
models of Tractor that will proved to be big hit with
the customers.
 Differentiation is the need of hour manufactures try and identity their
customers need and
wants to develop tractors that would to be the exact liking of their buyers.
 One of the main players of Indian contest is Mahindra & Mahindra; this has
been the primary dealer pf tractors & Utility vehicles, catering to all the segments of
the society from time
immemorial.
 In order to stay a head of entire competition, it is of prime importance that
customer
satisfaction is given the utmost importance. Companies need to get inside the head of
their
customers they need to produce what the later wants and expects thus customers
surveys are
64
conducted on very regular basis to keep up dated on the latest trends and changed in
this ever
changing segment.
 The study has been conducted keeping in mind the exact same thing that
“Understanding the Perceptions, the needs and wants of customers of Mahindra
Tractors”.
SCOPE OF THE STUDY

1.The scope of the survey is limited in Srikalahasthi Mandal.
2.The survey on customer Satisfaction on Mahindra Tractors.
OBJECTIVES OF THE STUDY

To study the customer satisfaction on Mahindra tractors
To analyze the factors influencing purchase of tractor products in comparison
with
competitive brands
To study the effect of sales promotion in creating brand awareness
To find out which model will prefer in Mahindra tractors.
To find out the rank of the Mahindra compare with competitors
To find the awareness of particular brand how and where
To find the pick up and mileage of Mahindra tractors
LIMITATIONS OF THE STUDY

Any Researcher will be restricted in the scope by certain inherent limitations
that are
participated by the choice of the research design, sampling procedure and respondent
selection.
This study has the following limitations.
 Time is the major constraint for the study.
 The study is limited to srikalahasthi only.
 The information provided by the respondents is considered to be true.
FINDINGS
 It is found that 93% of respondents are males and 7% of respondents are females.
65
 It is found that majority of respondents,(i.e., 88%), are farmers and 12%

respondents are business people.
 It is found that 78% of the respondents are 295 DI, 8% of the respondents are 265
DI and 7% of the respondents are 275 DI and 475 DI.
 It is found that 82% respondents are satisfied with the price, 12% of the
respondents are
dissatisfied, 3% of respondents are neutral and highly satisfied.
 It is found that 79% of the respondents are purchasing through private sector and
14% of the
respondents are purchasing through public sector.
 It is found that 87% of the respondents are satisfied with the mileage and 9% of the
 It is found that 81% respondents are highly satisfied with the pick up, 9% of
respondents are
satisfied, 7% of respondents are dissatisfies, 3% of respondents are neutral.
 It is found that 89% respondents are satisfied with the product, 6%of respondents
are highly satisfied.
 It is found that 76% respondents are satisfied with the life time and 18% of
SUGGESTIONS
From the study it is suggested that
 In 235 DI to increase the power of Hydraulic system.
 In 265 DI the clutch should be correctly adjusted for the proper usage of the
product
 In 475 DI the engine fan should be properly redesign for the better function
 The company must look at the service centers of Mahindra tractors. In order to
satisfy the
customers, as per the data collected it shows that 13.00% of customers were not
satisfied with
the service center. So providing service center near to customers is one way by which
the
company can satisfy the customers
66
 The company should concentrate on the efficient workmen at the service canters.
The company
must deliver the vehicles in time from the service center.
 Most of the customers consider the quality is a factor for selecting the Mahindra
tractors. So,
keep on improving the quality of Mahindra tractor is also a important key to be
considered by
the company.
 Always keep the Brand image & Brand loyalty towards the customers.
CONCLUSION
As far as my research is concerned. I would be happy to inform that most of
the customers are satisfied by the strength of the Mahindra Tractors. And also satisfied
with the quality. Although a few customers are dissatisfied with the delivery time &
price of the Mahindra Tractors. If the company will maintain the delivery in time and
reduce the price of the Tractors. The company will acquire No.1 position in Chittoor
District.
67
QUESTIONNAIRE ON CUSTOMER SATISFACTION

TOWARDS MAHINDRA PVT LTD,
1. Name :
2. Age :
3. Gender : M F
4. Occupation : ( )
A) Farmers B) Business
5. Which model will you prefer in Mahindra Tractor ( )
A) 265 DI B) 275 DI
C) 295 DI D) 475 DI
6. Are you Satisfied with the Price of Mahindra Tractor ( )
A) Highly Satisfied B) Satisfied
C) Neutral D) Dissatisfied
7. How you are Purchasing Mahindra Tractor ( )
A) Through Public Sector Bank Ioans
B) Through Private Sector Bank Loans
C) Other Financial Services
D) By Net payment
8. How are you Satisfied with the Mileage of Mahindra Tractor ( )
68
9. How do you Feel about the Pickup of the Mahindra Tractor ( )
10. Is the Product Comfortable or Not ( )
11. Are you Satisfied with the Life Time of Mahindra Tractor ( )
12. How do you Aware about the Mahindra Tractor ( )
A) Television B) News papers
C) Radios D) Others
13. Are you Satisfied with the Available Colours Of Mahindra Tractor ( )
14. Rank the Mahindra Products Compare with Competitors ( )
A) One B) Second
C) Third D) Cannot say
15. Are you Satisfied with the Sales-after-Service by Mahindra Showroom

( )
16. Who Recommend Our Products to you ( )
A) Dealers B) Yourself
C) Friends D) Others
17. How do you Feel about the following Features in Mahindra Tractor
69
with regarding to ( )
{Appearance, Exterior finishing, Interior, Brakes, Suspension, Tyre life}
18. Your suggestions to improve the Mahindra Tractor products provided by us..
_____________________________________________________________________
_____________________________________________________________________
70
BIBLIOGRAPHY
S.NO TITLE OF THE BOOK AUTHOR PUBLISHER
Prentice Hall of
1 Marketing Management PHILIP KOTLER
India Pvt Ltd.,
Consumer Behavior in Himalaya

2 SUJA R.NAIR
Indian perspective Publishing house
Leon G.SCHIFFMAN Himalaya

3 Consumer Behavior
LESLIE LAZARKANUK Publishing house
Websites:
www.mahindrakisanmitra.com
www.wikipedia.com
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Customer Satisfaction

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Customer Satisfaction

“Companies should think about the millennium as a golden opportunity to gain

Era of Liberalization and Globalization

performance exceeds expectation, the customer is said to be delighted or lightly

Although the customer-centered firm seeks to create high customer satisfaction,

Post – Purchase Behavior

The importance of post-purchase satisfaction suggests that, sellers must make

Further Purchase Decision:

The Strategies of a Dis-satisfied Customer

 Dissatisfied consumers respond differently.

 They may abandon or return the product.

 They may seek information that confirms high value.

Tools for Tracking and Meaning of Customer Satisfaction

 Complaints and Suggestions Systems

A customer-centered organization makes it easy for its customers to deliver

 Customers Satisfaction Surveys

 Lost Customer Analysis:

Some Cautions in Measuring Customers Satisfaction:

1.1 INDUSTRY PROFILE

The Tractor (Farm Equipment) Division makes Agricultural Tractors and

M&M’s outstanding manufacturing and engineering skills allow it to

The M&M philosophy of growth is centered on its belief in people. As a

In the community development sphere, the company has implemented several

Mahindra is the market leader in multi-utility vehicles in India. It made a

TAFE, first tractor company to be recognized for strong commitment to excel

Confederation of Indian Industry (CII) based on an independent assessment of the

TAFE is a US$750 million tractor major incorporated in 1960 at Chennai in

A member of the Amalgamations Group of Chennai, this company has four

The commendation to Tractors and Farm Equipment Limited (TAFE), for

John Deere consists of four major business segments (agricultural equipment,

The Eicher Group has diversified business interests in manufacturing &

Eicher has over 5000 employees located in 10 manufacturing facilities and 24

1.2 COMPANY PROFILE

Automotive division of Mahindra & Mahindra Ltd is in the Business of

A new Mahindra Research Valley is being developed at a Greenfield Location

1954: Phased manufacture of Vehicles undertaken in collaboration with Kaiser Jeep

1965: FC 150 Petrol Trucks introduced.

1970: Contracts concluded to export of 3304 vehicles, mainly to Yugoslavia and

1971: Separate R&D section set up.

1974: Maximiller campaign launched to conserve fuel. CJ 4A introduced with new

1979: Government of India approves in principle, the technical collaboration with

1986: CJ 640 DP Vehicle introduced.

1987: MM 540 DP metal Body Wagonette introduced.

1988: M&M signed a Memorandum of Understanding with Hyderabad Allwyn

1.3 PRODUCT PROFILE

SERIES - 235 DI OVERVIEW:

The Mahindra 235 DI, 24 HP Tractor is simple to operate yet provides

SERIES 245 DI OVERVIEW:

Inspired by the International Harvester tractors, this particular line of tractors

SERIES - 475 DI OVERVIEW:

Inspired by the International Harvester tractors, this particular line of tractors

Inspired by the International Harvester tractors, this particular line of tractors

SERIES- 275 DI OVERVIEW:

Inspired by the International Harvester tractors, this particular line of tractors

SERIES - 605 DI OVERVIEW:

SERIES - 585 DI OVERVIEW:

The Mahindra 585 DI, 50 HP Tractor is simple to operate yet provides

What is Customer Satisfaction?