Beruflich Dokumente
Kultur Dokumente
Major Project
Done by
V.Vijayasarathi
05BCC062
April 2008
VIT Business
School
fostering
innovation
VIT
UNIVERSITY
(Estd. u/s 3 of UGC Act 1956)
Vellore - 632 014, Tamil Nadu, India
CERTIFICATE
VIT Business School, VIT University, Vellore in partial fulfilment of the requirements
work carried out by him / her under my supervision. The contents of this project, in full
or in parts have not been submitted in any form to any other institute or university for the
partial fulfillment of the requirements of the Degree of Bachelor of Commerce (CA), VIT
Date:
Place: Vellore
Tata Motors Limited is India's largest automobile company, with revenues of Rs.
32,426 crores (USD 7.2 billion) in 2006-07. It is the leader by far in commercial
vehicles in each segment, and the second largest in the passenger vehicles market with
winning products in the compact, midsize car and utility vehicle segments. The
company is the world's fifth largest medium and heavy commercial vehicle
manufacturer, and the world's second largest medium and heavy bus manufacturer.
The company's 22,000 employees are guided by the vision to be "best in the
manner in which we operate best in the products we deliver and best in our value
system and ethics." Tata Motors helps its employees realise their potential through
innovative HR practices. The company's goal is to empower and provide employees
with dynamic career paths in congruence with corporate objectives. All-round potential
development and performance improvement is ensured by regular in-house and external
training. The company has won several awards recognising its training programmes.
Established in 1945, Tata Motors' presence indeed cuts across the length and
breadth of India. Over 4 million Tata vehicles ply on Indian roads, since the first rolled
out in 1954. The company's manufacturing base is spread across India - Jamshedpur
(Jharkhand) in the east, Pune (Maharashtra) in the west, and in the north in Lucknow
(Uttar Pradesh) and Pantnagar (Uttarakhand). A new plant is being set up in Singur
(close to Kolkata in West Bengal) to manufacture the company's small car. The nation-
wide dealership, sales, services and spare parts network comprises over 2,000 touch
points. The company also has a strong auto finance operation, TML Financial Services
Limited, supporting customers to purchase Tata Motors vehicles.
Tata Motors, the first company from India's engineering sector to be listed in the
New York Stock Exchange (September 2004), has also emerged as an international
automobile company. In 2004, it acquired the Daewoo Commercial Vehicles Company,
Korea's second largest truck maker. The rechristened Tata Daewoo Commercial
Vehicles Company has launched several new products in the Korean market, while also
exporting these products to several international markets.
Today two-thirds of heavy commercial vehicle exports out of South Korea are
from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a
reputed Spanish bus and coach manufacturer, with an option to acquire the remaining
stake as well. Hispano's presence is being expanded in other markets. In 2006, it formed
a joint venture with the Brazil-based Marcopolo, a global leader in body-building for
buses and coaches to manufacture fully-built buses and coaches for India and select
international markets. Tata Motors also entered into a joint venture in 2006 with
Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market
the company's pickup vehicles in Thailand. In 2006, Tata Motors and Fiat Auto formed
an industrial joint venture at Ranjangaon (near Pune in Maharashtra, India) to produce
both Fiat and Tata cars and Fiat powertrains for the Indian and overseas markets; Tata
Motors already distributes and markets Fiat branded cars in India. In 2007, Tata Motors
and Fiat Auto entered into an agreement for a Tata license to build a pick-up vehicle
bearing the Fiat nameplate at Fiat Group Automobiles' Plant at Córdoba, Argentina. The
pick-up will be sold in South and Central America and select European markets.
The company set up the Tata Motors European Technical Centre (TMETC) in
2005 in the UK. TMETC is engaged in design engineering and development of
products, supporting Tata Motors' skill sets. Tata Daewoo Commercial Vehicle
Company and Hispano Carrocera also have R&D establishments at Gunsan in South
Korea and Zaragoza in Spain.
True to the tradition of the Tata Group, Tata Motors is committed in letter and spirit to
Corporate Social Responsibility. It is a signatory to the United Nations Global Compact,
and is engaged in community and social initiatives on labour and environment standards
in compliance with the principles of the Global Compact.
In accordance with this, it plays an active role in community development,
serving rural communities adjacent to its manufacturing locations. With the foundation
of its rich heritage, Tata Motors today is etching a refulgent future.
NEED OF THE STUDY:
The VST Motors has been established and began to function in the Year
1954, Thus, VST was borN due to modernization of Motor vehicle business. They
are exclusive dealers of TATA Motors.
The corporate is a Private body and has to run on sound business principles.
The company has been fully carrying out the role assigned to it and justifying the
confidence of the public by offering absolute security, better spare parts and policy
conditions, cheaper rates, dependable service, intelligent management and favourable
returns to the public at large.
The company’s central office is located at Chennai. There are 5 Branches in
Chennai, Cuddalore, Vellore, Salem and Trichy. At present the company has many
Divisional Offices and 5 Branch Offices spread across
Tamil Nadu.
The initial capital base of Rs.50 Crores was infused by the Company. Today it
has grown to gigantic proportion and is having a net asset base of over Rs.600
Crores. The turn over per month is Rs.250 Crores. It is a matter of pride that this
growth has enabled VST to emerge as the best automobile industry in the state.
The total work force of VST is over 1,800 employees, supported by over 10
Retail and Service Outlets. VST at present has a market share of 18 percent of the
Motor Vehicle business in India.
• Spread automobile services widely and in particular to the rural areas and to
the socially and economically backward classes with a view to reaching all the
vehicle owned persons in the country and providing them adequate financial cover
against purchase of new or additional vehicles at a reasonable cost.
• Conduct business with utmost economy and with the full realization that the
moneys belong to the stock holders.
• Meet the various needs of the community that would arise in the changing
social and economic environment.
• Involve all people working in the company to the best of their capability in
furthering the interests of the public at large by providing efficient services with
courtesy.
To ensure and enhance the quality of life of people through financial security by
providing products and services of aspired attributes with competitive returns, and by
rendering resources for economic development.
• Agility
• Adaptability
• Collaboration
• Commitment
• Discipline
• Empowerment
• Sensitivity
• Excellence
The VST has been a nation-builder since its formation in1954. True to the
objectives of globalization, the VST has mobilised the funds invested by the people
for the benefit of the community at large. VST has, over the years been investing a
major part of it’s fund primarily in the socially oriented sectors.
The company has developed the funds to the best advantage of the
stockholder as well as community as a whole, true to the spirit of globalization.
BETTER HEALTH, MORE POWER AND HOUSES TO MASSES
The Company has been promoting social welfare through socially oriented
investments. These investments are regulated by the government’s social
interventation from time to time to benefit the people at large by providing basic
amenities like potable water, drainage, housing electrification and transport, besides
infrastructure projects.
The company also helps to boost the industrial growth in the country. The
company’s assistance to state level companies like
Besides material supplies, its services offer, protection, aid to thrift, liquidity
and money when people need it. VST offers a basket of schemes to meet the various
needs of an individual and his family.
1. Basic Plans
2. Term Assured Plans
3. Plans for Sports persons
4. Plans for Women
5. Economic Plans
6. Plans for Hadicapped
7. Euro-clean Plans
8. Sales linked Plans
9. and Other Plans
GROUP SCHEMES
VST has been one of the pioneers among largest dealer in Tamil Nadu in
introducing Information Technology.VST introduced front office computerization.
Within the next 4 years all the Branch offices of VST shifted to the front-end format.
Now all the Branch Offices has shifted to the single window servicing concept, where
customers can avail themselves of almost all the services in single point.
VARIOUS DEPARTMENTS FUNCTIONING IN VST MOTORS
CENTRAL OFFICE:
1. Maintenance
2. Audit
3. Board Secretariat
4. Corporate Planning
5. Customer Relations Management
6. Engineering
7. Office Services
8. Finance and Accounts
9. HRD and OD
10. Information Technology
11. Inspection
12. Investment
13. Legal and Property Finance
14. Management Development Center
15. Marketing
16. Personnel Scheme
17. Public Relations
18. Corporate Communication
19. Research and Product Development
DIVISIONAL OFFICE
1. Claims
2. Customer Relations Management
3. Finance and Accounts
4. Information Technology
5. Legal and property Finance
6. Marketing
7. New Business
8. Office Services
9. Sales
10. Personnel and Industrial Relations
11. Services
12. Secretarial Services
BRANCH OFFICE
1. Finance and Accounts
2. Information Technology
3. New Business
4. Office Management and Office Services
5. Services and Claims
6. Sales
PERSONNEL POLICY OF VST MOTORS
OBJECTIVES:
• Competency mapping
• Competency development
STRATEGIC INTIATIVES
• Levaraging Relationships
PROFILE OF MDC
• Integrating with general HR practices and aligning it with overall organisational strategy.
• Encouraging employees to maintain their professional edge through training.
OBJECTIVES:
MDC Presently conduct four types of programmes which can be classified into four
categories :
1. Induction Programmes : Induction programmes are aimed at providing managerial and
technical inputs to the newly promoted staff in the various positions of the company.
2. Special Programmers : The basic objectives of the special programmers are to provide
information about importance of strategic initiatives taken by the organization and to institutionalize
these initiatives at all levels through management actions.
3. Workshops : The workshops are basically conducted for Top management in a more
interactive manner to discuss various critical conditions of corporate growth and to design necessary
strategies in the light of corporate vision, mission and goals.
4. Non VST Progammes : The Non-VST Programmes include conducting special programmes
for VST mutual fund, VST housing finance and jointly with other institutions.
Sales Training Centres (STC) is established to spread the light of knowledge and wisdom to
equip field force with the wings of marketing skills and techniques.
Manager
Asst. Sales
Senior
Back
Sales
Sales Manager
Office
Sales
Executive
Trainee
Officer
Staff BackOfficer
Junior
Stenographer
Worker
Office
Officer
Staff Supervisor
Staff
VST HEAD QUARTERS
Board of Directors
Chief Executive
Manager
Manager-personnel & IR Sales Manager Works Manager Spares In-charge Accounts Manager
HR
AsstExecutives
Staff
Manager Asst.Sales
Back
Sr.Sales
Sales
Sales Manager
Office
Executive
Trainee
Officer
Staff Asst.Works
StaffManager
Supervisor Assistants
Staff Back
Accounts
Junior
Stenographer
Office
Officer
Officer
Staff
REVIEW OF LITERATURE
(Bateson and Hoffman 1999).
The time period between service production and consumption is considerably shorter than for products.
Most of the services are produced “on a spot” in an interactive process, in which customers and company
employees meet. Satisfaction with service quality depends on a large number of dimensions - both tangible
and intangible attributes of the product-service offer. The impact of intangible dimensions on consumer
satisfaction is of particular interest at this point
(Barnard 2002).
Even customers own involvement and participation in the service delivery affect customer satisfaction. Due
to the differences in production and provision of products and services, customers evaluate quality and
attributes of material goods and services in different ways. This realization has initiated a discussion on the
need for special tools for evaluating more diverse and less tangible services. Responding to the growing
demands for developing specific and reliable ways to measure customer satisfaction in service industries, a
number of studies have been conducted that suggested methodological frameworks for measuring customer
satisfaction.
Studies looked at what measures are used by service companies for measuring customer satisfaction.
Studying how financial sector measures customer satisfaction Edgett and Snow (1997) showed that even
though it is mostly traditional (financial) measures that are being used by the sector, they do not provide a
sufficient basis for innovation in services and multidimensional approaches need to be devised. The two
most often used types of measures in service companies are the increase in the number of customers and
increase in portfolio dollars. However, the most useful types were direct personal interviews with
customers and measure of customer expectations and perceptions. Surprisingly, companies use traditional
quantitative measures, but perceive qualitative measures as the most useful. Authors concluded that
financial institutions are not satisfied that the traditional accounting-type measures are presenting the full
performance picture for new products (Edgett and Snow 1997).
Customer satisfaction surveys are a questionnaire based information collection tool to determine the level
of satisfaction with various product or service features. Developing a good questionnaire is the key to
collecting good quality information. Questions must be short and concise, well formulated, easy to interpret
and answer, and facilitate unbiased responses. Survey techniques and questionnaire designs are well known
to research community and multiple guidance from different disciplines exist.
More executives and management teams are interested in customer satisfaction and loyalty metrics than
ever before. And, more recently, there has been specific interest in customer loyalty metrics and gaining
competitive advantage through loyalty as outlined in any of the several popular books authored by
Frederick F. Reichheld. Interestingly, very few executives and managers understand the critical difference,
requirements for measurement, or value to the business for actively improving both. Although both metrics
have a loose, interdependent relationship, they are two very different metrics with different business
implications.
Customer Satisfaction is VERY DIFFERENT from Customer Loyalty. One is a requirement to do business;
the other is the basis for sustained profitability and growth.
Customer Satisfaction
Customer satisfaction is just that, a customer’s sense of satisfaction. Speaking simply, customer
satisfaction is a measure of expectations being exceeded, met, or not met. That’s it. When thinking of
customer satisfaction measurement, want to know that are meeting or exceeding customer expectations,
want to believe that have satisfied customers and that this will lead to their loyalty and improve revenues.
Unfortunately, customer satisfaction has little to do with customer loyalty.
Spent time with several organizations who had invested considerable time and resources to survey the
satisfaction levels of their customers. The results were in and overall they were very positive aggregate
scores.
Satisfied customers will stay until there is a better alternative offered to them – even if there expectations
are exceeded! This is true for both external and internal customer groups. When ex-customers are surveyed
in exit interviews, they typically reveal that they left because they received a better deal or offer. They did
not feel committed to the prior company. No emotional investment or connection.
On the other hand, loyal customers are a different breed. Loyal customers will stay with a product or
service provider through thick and thin. The mistake make is confusing loyal customers with satisfied
customers. Much research over the years has indicated that there is no connection between customer loyalty
and customer satisfaction because a customer indicates a high level of satisfaction does not mean that they
are or will be loyal. Customer loyalty entails an emotional connection. Have embedded yourself in the heart
and mind of that customer.
Customer Loyalty
The difference between the customer satisfaction and loyalty is all on the emotional level. In order to gain
customer loyalty, need to engage mind and pierce heart.
Differentiate between satisfied customers and loyal customers by eight ways. They are equally relevant to
external customers as they are to internal employee customers.
1. Pricing- Negotiate prices with satisfied customers. Negotiate costs with loyal customers.
2. Payment- Satisfied customer pay at their discretion. Loyal customers pay on time.
3. Referrals. Satisfied customers become referrals of competitors. Loyal customers willingly provide
referrals.
4. Turnover- Generally, experience turnover rates of 15% or higher of satisfied customers. The turnover
rate of loyal customers will be less than 5% and will be for reasons out of control.
5. Competitive data- Your satisfied customers are seeking competitive data. Your loyal customers are
sharing competitive data.
6. Perception- Satisfied customers perceive as a commodity provider. Loyal customers perceive as a
partner.
7. Contract- Need a contract to keep many satisfied customers in place. Have a virtual lifetime contract
with your loyal customers.
8. Difficult times- Satisfied customers will leave. Loyal customers will stay by our side.
Loyalty comes primarily from a customer’s emotional connection and experiences with an organization’s
people. Secondarily, Customer Loyalty is driven by customer experience with products and processes.
A company’s customer satisfaction metrics are a superset of customer perceptions regarding their people,
products, and processes. At aggregate levels, customer satisfaction metrics have no value. Understanding
the drivers of customer satisfaction at granular levels and taking timely action to improve them in a way
customers notice, creates and drives Customer Loyalty and markedly improved customer retention.
There are two important keys in that merit repeating:
1. Understanding drivers of customer satisfaction at granular levels – by agent,
by product, by process or transaction type, and
2. Taking timely action to improve them.
RESEARCH METHODOLOGY:
1. PRIMARY SOURCE –
2. SECONDARY SOURCE –
DETAILS FROM VST MOTORS, VELLORE.
3. OTHER SOURCES –
4. SAMPLING SIZE-
100
5. SAMPLING TECHNIQUE -
Convience
6. TYPE OF STUDY -
Descriptive
Inference:
69 percent of the customers use TATA Trucks for the purpose of Others,
27 percent of the customers use TATA Trucks for the purpose of Packers and Movers,
4 percent of the customers use TATA Trucks for the purpose of Courier.
Chart - 1
COURIER
OTHERS
TABLE NO-2
YOUR TATA TRUCK SHOULD BE
Chart - 2
RENTA L
OWNED
TABLE NO - 3
MODE OF PURCHASE
Inference:
Chart - 3
MODE OF PURCHASE
FINANCE
OTHERS
EXCHANGE
NET CASH
TABLE NO - 4
HOW YOU KNOW ABOUT THE TATA TRUCKS BY THE SOURCE OF
Inference:
Chart - 4
TV A DV ERTISEMENT
DEA LERS
EXISTING CUSTOMERS
SCHEMES
BRA ND IMA GE
TABLE NO - 5
WHAT’S THE MILEAGE YOU WILL GET BY USING TATA TRUCKS FOR PER LITRE
Inference:
Chart - 5
ABOVE 4 km
3 to 3.5 km
3.5 to 4 km
TABLE NO - 6
HOW LONG PERIOD YOU USE THE TATA TRUCKS
Inference:
Chart – 6
2 YEARS to 4 YEARS
TABLE NO - 7
WHAT IS THE LEVEL OF SATISFACTION BY USING TATA TRUCKS
Inference:
Chart - 7
HIGHLY SATISFIED
SATISFIED
TABLE NO - 8
IF GIVEN CHANCE TO PURCHASE ANOTHER TRUCK WILL YOU PREFER TATA
TRUCK AGAIN?
85 percent of TATA Trucks customers are prefer to purchase TATA Truck again saying Yes,
15 percent of TATA Trucks customers are prefer to purchase TATA Truck again saying No.
Chart - 8
NO
YES
TABLE NO - 9
I DON’T GET ANY PROBLEM IN MY TRUCK YET
Inference:
3 percent of TATA Trucks customers Not yet face any Problem they are Strongly Agree,
24 percent of TATA Trucks customers Not yet face any Problem they are Agree,
52 percent of TATA Trucks customers Not yet face any Problem they are Neither Agree or Disagree,
21 percent of TATA Trucks customers Not yet face any Problem they are Disagree,
0 percent of TATA Trucks customers Not yet face any Problem they are Strongly Disagree.
Chart - 9
STRONGLY AGREE
DISAGREE
AGREE
TABLE NO - 10
TATA TRUCKS ARE GIVING MORE MILEAGE COMPARED TO OTHER TRUCKS
Inference:
10 percent of TATA Trucks customers get good mileage they are Strongly Agree,
35 percent of TATA Trucks customers get good mileage they are Agree,
50 percent of TATA Trucks customers get good mileage they are Neither Agree or Disagree,
5 percent of TATA Trucks customers get good mileage they are Disagree,
0 percent of TATA Trucks customers get good mileage they are Strongly Disagree.
Chart - 10
AGREE
NEITHER AGREE OR DIS
TABLE NO - 11
SPARE PARTS ARE EASILY AVAILABLE IN VST MOTORS
Frequency Percent
STRONGLY AGREE 57 57.0
AGREE 37 37.0
NEITHER AGREE OR DISAGREE 5 5.0
DISAGREE 1 1.0
Total 100 100.0
Inference:
57 percent of TATA Trucks customers get Spare Parts easily available in VST Motors they Strongly
Agree,
37 percent of TATA Trucks customers get Spare Parts easily available in VST Motors they Agree,
5 percent of TATA Trucks customers get Spare Parts easily available in VST Motors they
Neither Agree or Disagree,
0 percent of TATA Trucks customers get Spare Parts easily available in VST Motors they Disagree,
0 percent of TATA Trucks customers get Spare Parts easily available in VST Motors they Strongly
Disagree.
Chart - 11
AGREE
STRONGLY AGREE
TABLE NO - 12
BANK LOANS ARE HELPFUL TO BUY TATA TRUCKS
Frequency Percent
STRONGLY AGREE 5 5.0
AGREE 9 9.0
NEITHER AGREE OR DISAGREE 56 56.0
DISAGREE 21 21.0
STRONGLY DISAGREE 9 9.0
Total 100 100.0
Inference:
5 percent of customers Bank Loans are helpful to buy TATA Trucks they Strongly Agree,
9 percent of customers Bank Loans are helpful to buy TATA Trucks they Agree,
56 percent of customers Bank Loans are helpful to buy TATA Trucks they Neither Agree or Disagree,
21 percent of customers Bank Loans are helpful to buy TATA Trucks they Disagree,
9 percent of customers Bank Loans are helpful to buy TATA Trucks they Strongly Disagree
Chart - 12
STRONGLY DISAGREE
AGREE
TABLE NO - 13
TATA TRUCKS MAKE ME PROUD WHEN I AM USING
Frequency Percent
STRONGLY AGREE 2 2.0
AGREE 22 22.0
NEITHER AGREE OR DISAGREE 67 67.0
DISAGREE 8 8.0
STRONGLY DISAGREE 1 1.0
Total 100 100.0
Inference:
2 percent of customers feel TATA Trucks make proud when use it they Strongly Agree,
22 percent of customers feel TATA Trucks make proud when use it they Agree,
67 percent of customers feel TATA Trucks make proud when use it they Neither Agree or Disagree,
8 percent of customers feel TATA Trucks make proud when use it they Disagree,
1percent of customers feel TATA Trucks make proud when use it they Strongly Disagree
Chart - 13
STRONGLY DISAGREE
DISAGREE STRONGLY AGREE
AGREE
TABLE NO - 14
DUE TO MY OWN INTEREST I PURCHASE TATA TRUCKS
Frequency Percent
STRONGLY AGREE 2 2.0
AGREE 37 37.0
NEITHER AGREE OR DISAGREE 42 42.0
DISAGREE 18 18.0
STRONGLY DISAGREE 1 1.0
Total 100 100.0
Inference:
2 percent of customers buy TATA Trucks as their own interest they Strongly Agree,
37 percent of customers buy TATA Trucks as their own interest they Agree,
42 percent of customers buy TATA Trucks as their own interest they Neither Agree or Disagree,
18 percent of customers buy TATA Trucks as their own interest they Disagree,
1 percent of customers buy TATA Trucks as their own interest they Strongly Disagree
Chart - 14
DISAGREE
AGREE
TABLE NO - 15
TATA TRUCKS ARE NOT MUCH THAN COSTLY THAN COMPARED TO OTHER
TRUCKS
Frequency Percent
STRONGLY AGREE 1 1.0
AGREE 24 24.0
NEITHER AGREE OR DISAGREE 56 56.0
DISAGREE 19 19.0
Total 100 100.0
Inference:
1 percent of customers feel TATA Trucks is not costly than others they Strongly Agree,
24 percent of customers feel TATA Trucks is not costly than others they Agree,
56 percent of customers feel TATA Trucks is not costly than others they Neither Agree or Disagree,
19 percent of customers feel TATA Trucks is not costly than others they Disagree,
0 percent of customers feel TATA Trucks is not costly than others they Strongly Disagree
Chart - 15
STRONGLY AGREE
DISAGREE
AGREE
TABLE NO - 16
THE VEHICLE LOOK LIKE MAJESTIC
Frequen
cy Percent
STRONGLY AGREE 19 19.0
AGREE 23 23.0
NEITHER AGREE OR DISAGREE 39 39.0
DISAGREE 18 18.0
STRONGLY DISAGREE 1 1.0
Total 100 100.0
Inference:
19 percent of customers feel TATA Trucks is look as Majestic they Strongly Agree,
23 percent of customers feel TATA Trucks is look as Majestic they Agree,
39 percent of customers feel TATA Trucks is look as Majestic they Neither Agree or Disagree,
18 percent of customers feel TATA Trucks is look as Majestic they Disagree,
1 percent of customers feel TATA Trucks is look as Majestic they Strongly Disagree
Chart - 16
STRONGLY DISAGREE
AGREE
TABLE NO - 17
THE SERVICE OFFERED BY VST MOTORS TO CUSTOMER IS EXCELLENT
Frequency Percent
STRONGLY AGREE 68 68.0
AGREE 30 30.0
NEITHER AGREE OR DISAGREE 2 2.0
Total 100 100.0
Inference:
68 percent of customers feel VST Motors provide best service for their TATA Trucks they Strongly
Agree,
30 percent of customers feel VST Motors provide best service for their TATA Trucks they Agree,
2 percent of customers feel VST Motors provide best service for their TATA Trucks they Neither
Agree or Disagree,
0 percent of customers feel VST Motors provide best service for their TATA Trucks they Disagree,
0 percent of customers feel VST Motors provide best service for their TATA Trucks they Strongly
Disagree
Chart - 17
AGREE
STRONGLY AGREE
LEVEL OF SATISFACTION:
TABLE NO - 18
MILEAGE
Frequency Percent
VERY GOOD 63 63.0
GOOD 36 36.0
NORMAL 1 1.0
Total 100 100.0
Inference:
63 percent of customers feel TATA Trucks give Mileage as Very Good,
36 percent of customers feel TATA Trucks give Mileage as Good,
1 percent of customers feel TATA Trucks give Mileage as Normal,
0 percent of customers feel TATA Trucks give Mileage as Poor,
0 percent of customers feel TATA Trucks give Mileage as Very Poor.
Chart - 18
MILEAGE
NORMAL
GOOD
VERY GOOD
TABLE NO – 19
PRICE
Frequency Percent
VERY GOOD 13 13.0
GOOD 51 51.0
NORMAL 36 36.0
Total 100 100.0
Inference:
13 percent of customers feel TATA Trucks Price as Very Good,
51 percent of customers feel TATA Trucks Price as Good,
36 percent of customers feel TATA Trucks Price as Normal,
0 percent of customers feel TATA Trucks Price as Poor,
0 percent of customers feel TATA Trucks Price as Very Poor
Chart - 19
PRICE
NORMAL
VERY GOOD
GOOD
TABLE NO – 20
LIFE PERIOD
Frequency Percent
VERY GOOD 12 12.0
GOOD 42 42.0
NORMAL 46 46.0
Total 100 100.0
Inference:
12 percent of customers feel TATA Trucks Life Period as Very Good,
42 percent of customers feel TATA Trucks Life Period as Good,
46 percent of customers feel TATA Trucks Life Period as Normal,
0 percent of customers feel TATA Trucks Life Period as Poor,
0 percent of customers feel TATA Trucks Life Period as Very Poor
Chart - 20
LIFE PERIOD
NORMAL
VERY GOOD
GOOD
TABLE NO – 21
RESALE VALUE
Frequency Percent
VERY GOOD 3 3.0
GOOD 7 7.0
NORMAL 49 49.0
POOR 34 34.0
VERY POOR 7 7.0
Total 100 100.0
Inference:
3 percent of customers feel TATA Trucks have Resale Value as Very Good,
7 percent of customers feel TATA Trucks have Resale Value as Good,
49 percent of customers feel TATA Trucks have Resale Value as Normal,
34 percent of customers feel TATA Trucks have Resale Value as Poor,
7 percent of customers feel TATA Trucks have Resale Value as Very Poor
Chart - 21
RESALE VALUE
VERY POOR
VERY GOOD
POOR
GOOD
NORMAL
TABLE NO – 22
SAFETY
Frequency Percent
VERY GOOD 64 64.0
GOOD 30 30.0
NORMAL 6 6.0
Total 100 100.0
Inference:
64 percent of customers feel TATA Trucks provide Safety as Very Good,
94 percent of customers feel TATA Trucks provide Safety as Good,
0 percent of customers feel TATA Trucks provide Safety as Normal,
0 percent of customers feel TATA Trucks provide Safety as Poor,
0 percent of customers feel TATA Trucks provide Safety as Very Poor
Chart - 22
SAFETY
NORMAL
GOOD
VERY GOOD
CHI-SQUARE:
INFERENCE:
Here Chi square value is 0.229 which is above the hypothetical value of 0.05. Hence we can
accept. Ho. There is a relationship between the purpose and the choice of satisfaction. Also from the
contingency asymmetric value of 0.213. We conclude that there is high association between Purpose
and the choice of Satisfaction.
FINDINGS:
• Most of the customers use TATA trucks for other purpose like Goods Carrier and Blue
Metals.
• Most of the customers are have the TATA trucks as their Own Vehicle.
• Most of the customers purchase TATA trucks are purchase by full payment.
• Most of the customers use their TATA trucks for 2 Years to 4 Years.
• Most of the customers get mileage above 3.5 km to 4 km per liter in their TATA Trucks So
by that the customers feel makes profitability to their business.
• Most of the TATA trucks customers would prefer Yes for if again given a chance to buy
TATA truck.
• Most of the TATA trucks customers says spare parts are easily available in VST Motors.
• Most of the TATA trucks customers say service offered by VST Motors is Excellent.
• Most of the TATA trucks customers feel TATA Trucks are safe to drive.
SUGESSTIONS:
• All the organisations in India increasingly face challenge of customer satisfaction. Thus, it is
important to gain more customers by satisfy them it leads to customer loyalty.
• Customers expect more facilities and features like Digital Speed-O-Meter, Alarm while break
failure, Tubeless tyres for all their truck models.
• Since customer got problems in their TATA trucks, to avoid that make full check their
vehicle in first service
• To buy TATA trucks customers feel Bank Loans are not useful to purchase, for that dealers
facilitate to the customers and contact the bank make loan to customers in lower rate of interest during
purchase of TATA trucks.
.
• And the dealers provide installment facility to the buyers with low installment amount and at
lower rate of interest.
• The Company may concentrate on the vehicle while designing, inner and outer look, power
of engine, capacity of the vehicle as customer needs.
• For the reason the trucks belong to TATA in that Brand Image and the dealers also prove full
information about the trucks as per customer needs, the customers get better recognization.
BIBLIOGRAPHY
The books used in study are:
WEBSITES:
1. www.ebscohost.com
2. www.wikipedia.com
3. www.tatamotors.com
4. www.sciencedirect.com
CONCLUSION
This study helps to know the Customer Satisfaction and Customer Loyalty in Vellore with
reference to VST Motors in Vellore district. Suitable steps shold be taken to improve the Customer
Satisfaction of the product. TATA gets public opinion and suggestion once in a year to improve
Customer Satisfaction and product sales.
QUESTIONNAIRE
1. TRANSPORT NAME:
2. OWNER NAME:
3. AGE:
6. MODE OF PURCHASE
COURIER NET
EXCHANGE OTHERS
FINANCE CASH
7. HOW YOU KNOW ABOUT THE TATA TRUCKS BY THE SOURCE OF
TV ADVERTISEMENT INTERNET SEARCH
EXISTING CUSTOMERS BRAND IMAGE
SCHEME
DEALERS OTHERS(specify)
S ----------------
8. WHAT’S THE MILEAGE YOU WILL GET BY USING TATA TRUCKS FOR
PER LITRE
3 to 3.5km 3.5 to 4 km Above 4 km
vii. TATA TRUCKS ARE NOT MUCH THAN COSTLY THAN COMPARED TO
OTHER TRUCKS
[1] [2] [3] [4] [5]
MILEAGE
PRICE
LIFE PERIOD
RESALE VALUE
SAFETY