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CHAPTER I
INTRODUCTION

1.1 INTRODUCTION
It gives me an immense pleasure to present you this entire project. The topic is A
STUDY REPORT ON CUSTOMER SATISFACTION AND SERVICE ANALYSIS
OF TVS IN DELHI the study is undergone at TVS.
The project report focuses on customer satisfaction and post sale services, of TVS
motors. A two wheeler showroom in DELHI.
1.2 OBJECTIVES OF STUDY
To know the customer satisfaction level towards services of TVS
To know the problems presently faced by the customers at TVS
To know the post sales service performance.
To know the new area of improvement.
Need for study
To understand the satisfaction level of the customer regarding the service provided by
TVS, to understand what are the customer requirement and improvement required by
them in service .
Management Problem:
Through this project, the sales and operation manager want to know the post sales
service performance and to analyze the satisfaction level by the feedback of the
customers. To know the quality of service and improvement to be made in the service
provided by TVS.



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Research problem:
To find the problems faced by the customers and to know the new area of
improvement with the help of customer feedback.
Through this project, the sales and operation manager want to know the post sales
service performance and feedback of the consumers, Organization want to know the
quality of service and improvement to be made in the service provided by TVS
1.3 SCOPE OF STUDY:
The scope of the study is to study the customer buying behavior of the respondents in
New Delhi and attain the awareness level of the customers. The scope is that the
services of the dealer, advertising media as well as celebrity has made an effect on the
customer or not and how much.
This study also allows knowing the future prospects of the company and where it is at
present in the market.
1.4 COMPANY PROFILE:
TVS Group was established in 1911 by Shri. T.V. Sundaram lyenger. As one if
Indias largest industrial entities it epitomizes Trust, Value and Service.
TVS Motor Company Limited, the third largest two-wheeler manufacture. In India
and among the top ten in the world, with an annual turnover of over USD 650 million.
The year 1980 is one to be remembered for the Indian two-wheeler industry, with the
roll out of TVS 50, Indias first two-seater moped that ushered in an era of affordable
personal transportation. For the Indian Automobile sector, it was a break through to
be etched in history.
TVS Motor Company is the first two-wheeler manufacture in the world to be honored
with the hallmark of Japanese Quality The Deming Prize for Total Quality
Management.
TVS Motor Company Limited is one of the largest two-wheeler manufactures and
also among the fastest growing companies in the country. It is the largest
manufacturer of sub 100cc (50cc, 60cc & 70cc category) 2-wheeler in the world.

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It has the unique distinction of having sold nearly 4 million the highest ever in India.
It exports its range of products to 17 countries worldwide. Its unrelenting pursuit of
customer satisfaction in all aspects if manufacturing of 2-wheeler is reflected in over
6 million satisfied owners of mopeds, motorcycles and scooters. Its 4000 highly
motivated employees manufacture high quality vehicles from two manufacturing
plants in Hosur and Mysore, with a wide dealer network of around 410.
TVS Motor Company
Post Box No. 4 Harita, Hosur - 635 109 Ph: 04344-276780 Fax: 04344-276878
TVS Motor Company
Post Box No.1, Byathahalli Village, Kadakola Post, Mysore - 571 311
Ph: 0821-2596561 Fax: 0821-2596550 / 2596553
TVS Motor Company
Village Bhatian, Bharatgarh Road, Teh. Nalagarh, Dist. Solan,
Himachal Pradesh - 174101, Ph : 01795-220492, 220493, Fax: 01795-220496.
Registered Office :
TVS Motor Company
Jayalakshmi Estates V Floor, 8, Haddows Road Chennai - 600006
Ph: 044-28272233 Fax: 044-28257121
TVS motors is a part of Automobiles automobiles is one of the major automobile
dealers in DELHI, is located at 360, Dharwad road, which is spread into various
diversified, rum by two of the eminent families, Mirji family and Shah Family.
Though the people of Belgaum may know it just in the name of dealer of automobiles
but it has spread it net into various business units. So let me tell its profile right from
beginning of its inception if the foundation of the business it started with.



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HISTORY
1920: the business stared with the landmark if mill and oil mill.
1950: one of partners being educated in the field of engineering with mechanical and
electrical stated with the business in automobiles.
1951: automobile came into light, know for dealers in automobile.
1954: automobiles got the dealership of MICO and PERKINGS ENGINES.
ENGINES.
1958: automobiles came the big screen by getting the dealership of Ashok Leyland
(heavy commercial vehicles) from hinduja groups. Along with the dealership of
Ashok Leyland, even stepped in the dealership of international tractors.
1959 60: Strated with machine shop in the name of garage and industries.
1983 84: Got the dealership of two wheelers from TVS automobiles and strated with
dealership of TVS mopeds, later with motorbike-IND SUZUKI, and finally also with
dealership scooterettes TVS scooty, Suzuki fiero, victor.
1992 - Gave up the dealership of Ashok Leyland (heavy commercial vehicles) of the
hinduja group and diverting towards TATA MOTORS. Where it had the various types
of vehicles to the customer, LCV-light commercial vehicle, HVC-Heavy commercial
vehicles, MUV-Multi Utility Vehicles, PCD-Passenger Car Division, since from the
year 1998.
Apart from the above-mentioned business diversified taken up by automobiles. It also
has the dealership of BOSCH, mico Blaupaunkt (Car stereo) also runs a pollution
check center approved by the government of Karnatak and RTO.
Head office of automobile if situated in Hubli where it again deals with TATA
vehicles (LCV, HCV, MUV, PCD). Apart from having the head office, automobiles
has it branch office at Ankola and Bijapur also..



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MISSION
TVS are committed to being a highly profitable, socially responsible, and leading
manufacturer of high value for money, environmentally friendly, lifetime personal
transportation products under the TVS brand, for customers predominantly in Asian
markets and to provide fulfilment and prosperity for employees, dealers and suppliers.
VISION
TVS Motor - Driven by the customer
TVS Motor will be responsive to customer requirements consonant with its core
competence and profitability. TVS Motor will provide total customer satisfaction by
giving the customer the right product, at the right price, at the right time.
TVS Motor - The Industry Leader
TVS Motor will be one among the top two two-wheeler manufacturers in India and
one among the top five two-wheeler manufacturers in Asia.
TVS Motor - Global overview
TVS Motor will have profitable operations overseas especially in Asian markets,
capitalizing on the expertise developed in the areas of manufacturing, technology and
marketing. The thrust will be to achieve a significant share for international business
in the total turnover.
TVS Motor - At the cutting edge
TVS Motor will hone and sustain its cutting edge of technology by constant
benchmarking against international leaders.
TVS Motor - Committed to Total Quality
TVS Motor is committed to achieving a self-reviewing organization in perpetuity by
adopting TQM as a way of life. TVS Motor believes in the importance of the process.
People and projects will be evaluated both by their end results and the process
adopted.


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TVS Motor - The Human Factor
TVS Motor believes that people make an organization and that its well-being is
dependent on the commitment and growth of its people. There will be a sustained
effort through systematic training and planning career growth to develop employees
talents and enhance job satisfaction. TVS Motor will create an enabling ambience
where the maximum self-actualisation of every employee is achieved. TVS Motor
will support and encourage the process of self-renewal in all its employees and
nurture their sense of self worth.
TVS Motor - Responsible Corporate Citizen
TVS Motor firmly believes in the integration of Safety, Health and Environmental
aspects with all business activities and ensure protection of employees and
environment including development of surrounding communities. TVS Motor strives
for long-term relationships of mutual trust and interdependence with its customers,
employees, dealers and suppliers.
PRODUCTS:
Two Wheelers in India was set up as a joint venture between TVS and Dunlop, UK in
1960. The company supplies wheels as Original Equipment to all major vehicle
manufacturers in the country. Wheels India is entering into collaboration with Titan,
the world leader in off-highway vehicle wheels relating to earthmoving, construction
and agricultural equipment. Manufacturing Plants are located at Chennai, Tamil
Nadu, Rampur, UP and Ranjangaon, Maharashtra. Wheels India has a workforce of
100.
Products and Service
Wheels for commercial vehicle, cars, jeeps, tractors construction equipment / earth
mover and defense vehicle, wire wheels for export and air suspension systems for
commercial vehicle.




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Launched Models:
1. Indias first 2 seater 50cc Moped TVS 50, launched in Aug 1980.
2. First Indian Company to introduce 100cc Indo-Japanese motorcycles in Sept
1984.
3. Launched Indias first indigenous Scooterette (sub-100 cc variomatic
scooters), TVS Scooty in June 1994.
4. Introduced Indias first catalytic converter enabled motorcycle, the 110cc
Shogun in Dec 1996.
5. Launched Indias first 5-speed motorcycle, the Shaolin in Oct 1997.
6. Launched TVS Fiero, Indiaa first 150 cc, 4 stroke motorcycle, in April 2000.
7. Launched TVS Victor, 4-stroke 100 cc motorcycle, in august 2001; Indias
first fully indigenously designed and manufactured motorcycle.
8. Launched TVS Centra in January 2004, a world-class 4-stroke 100 cc
motorcycle with the revolutionary VT-I Engines for best-in-class mileage.
9. Launched TVS Star in Sept 2004, a 100 a motorcycle which is ideal for rough
terrain.










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TVS Victor
4-Stroke, 125cc, performance motorcycle with VT-I technology.


TVS Apache: 4-Stroke, 150cc high performance motorcycle.


TVS Scooty: 4-Stroke, 90cc scooterette for the new generation.






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TVS Centra: 4-Stroke, 150cc premium performance motorcycle.



TVS Star: 4-Stroke, 100cc value for money economy motorcycle for good mileage
and rugged terrain.



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ORGANIZATION CHART
Chairman
(Shashikant Mirji)




Managing Director
(Ramesh Shah)




Director



Sheel Mirji Swapnil Shah
TVS Sales TVS Service




Ramesh
Bilagi(RTO Co-
coordinator )
Shiva
(Assistant)
Mechanics Mechanics

Mr. Kennedy (Sales
Manager)
Rakti Back (office
executive)
Prasad (Sales
Executive)
Bharat (Sales
Executive )
Vinayak
(Supervision)
Tousif
(Supervisor)

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Market share & position of the company in the industry.
After lying low for over a period of time, TVS Motor Company, the third largest two-
wheeler manufacturer in India, is confident of regaining its lost ground through a slew
of measures and products. The company is targeting a market share of 18% in the
current fiscal as against 15-16% last year, said Venu Srinivasan, chairman and
managing director, TVS Motor.
Addressing a select press briefing to announce the companys Q1 results, Srinivasan
said, Despite an overall recession, increasing input costs, lack of financing and other
bottlenecks, the company hopes to grow in the coming quarters and expects to end the
fiscal with a market share of 18%. We believe the worst phase is over for us, he
added.
Responding to queries, he said, We see that the entry level motorcycles (100cc and
110cc) continue to dominate the market and will grow significantly over the years.
TVS will continue to focus on this segment with new products. Currently, this
segment contributes over 70% to the overall sales, he added.
He said, The industry will witness some turbulence in the quarters to come due to
expected shortfall in the monsoon across the country, an expected steel price hike,
overall recession and a possible interest rate hike. But the company has geared up to
tackle all these problems in cooperation with dealers and suppliers/vendors.
Ultimately, we expect to have a positive cash flow in our hands in the current fiscal,
he added.
He said that 50% of sales come from small and medium towns and it is expected to
grow significantly. In order to spruce up our sales and to tap the untapped potential
in these areas and other places, the company is looking at something on the finance
side. We want to do things in a more organised manner, Srinivasan said. The
company is working on the modalities and hopes to announce them in this quarter.
However, he declined to give other details.
Following an encouraging response to its recently launched Flame, the company is
planning to increase the monthly production to 20,000 by September as against
12,000 now. It has sold over 40,000 Flames since its launch in April, he added.

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Similarly, the company will spruce up production of Apache, (electric scooterettes),
mopeds and three-wheeler TVS King.
Chennai-based TVS Motor has been going through a difficult phase in the past few
years with loss of market share and no product launches, which has eroded
shareholder wealth.
The main reason for the loss in market share has been the company's absence from the
profitable executive segment, dominated by Hero, Honda and Bajaj. The company is
trying to set things right with the launch of Phoenix 125cc.

INDUSTRY PROFILE:
Overview
The Indian two-wheeler (2W) industry recorded sales volumes of 3.4 million units in
Q3, 2011-121, a growth of 11.0% (YoY) but flat (QoQ). Although the YoY volume
growth of the industry remained in double digits, the pace of growth during the last
quarter was at its lowest gear in the last three years. The deceleration in growth was
contributed mainly by the motorcycles segment which grew at a much lower rate of
9.2% (YoY) in Q3, 2011-12; even as the scooters segment continued to post 20%+
(YoY) expansion. Overall, ICRA expects the domestic 2W industry to report a
volume growth of ~13% in 2011-12 as we expect growth to fade further in Q4, 2011-
122 due to base effect.
In an environment where the northward movement of inflation, fuel prices and
interest rates has been the nemesis of the Indian automobile industry at large, the
2W industry has been the most resilient reflected in its healthy volume growth of
15.0% (YoY) in 9m, 2011-12. The growth has been supported by various structural
positives associated with the domestic 2W industry including favourable
demographic profile, moderate 2W penetration levels (in relation to several other
emerging markets), under developed public transport system, growing urbanization
and expected strong replacement demand, besides moderate share of financed
purchases. ICRA expects these strengths, coupled with the OEMs thrust on exports,

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to aid the 2W industry to report a volume CAGR of 10-12% over the medium term
to reach a size of 21-23 million units (domestic + exports) by 2015-16.

Table : Trend in Sales Volumes of the Indian 2W Industry (Source: SIAM)

Chart: Trend in Quarterly Sales Volumes of Motorcycles (Domestic)


Chart: Trend in Market Share in Motorcycles Segment (Domestic)


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Sales Volumes Analysis - Scooters
Barring Q1, 2011-12, the growth in scooter segments sales volumes has generally
outperformed that of the motorcycles segment, partly due to the formers smaller
base. In Q3, 2011-12 too, the sales volumes of the domestic scooters segment at
~660,000 units recorded a growth of 21.6% (YoY), higher than the 9.2% growth in
motorcycle sales. With this, the share of the scooters segment in the total domestic
two-wheeler volumes increased to 19.4% in Q3, 2011-12 from 17.6% in 2010-11.
Market Share Trends
Overall, Honda Motorcycles continues to maintain its leadership position in the
scooters segment through its flagship brand Activa (besides Aviator and Dio)
enjoying a market share of 50.7% in Q3, 2011-12. While capacity shortfall at the
companys plant at Manesar (Haryana) had restricted its volume growth in the recent
past, the company began commercial production at its new plant at Tapukara
(Rajasthan) in July 2011. This has allowed the company to consolidate its market
position over the last two quarters. However, Hero MotoCorps demonstrated success
in improving market share (through its sole brand Pleasure) coupled with new scooter
models proposed to be launched by Hero MotoCorp, TVS and Yamaha over the short
to medium could imply shrinkage of market share gap between the market leader and
others over time.



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Short to Medium Term Outlook
ICRA expects the scooters segment to gradually increase its share in the domestic 2W
market from 17.6% in 2010-11 to ~21% by 2014-15. With this, the domestic scooters
market is estimated to nearly double in size by 2014-15. Thus, even as a multitude of
brands already dot the segments landscape and more are expected to follow, the
likely expansion in the pie should offer sufficient volumes for the industry to grow
profitably. For the new entrants, a faster gain in market share could hasten the
process of profitability improvement.
Hero MotoCorp
Trend in Financial Performance of Hero MotoCorp

Revenues: In Q3, 2011-12, Hero MotoCorps revenues at Rs. 5,983.6 Crore grew by
16.9% YoY and 3.4% QoQ, supported by 11.3% YoY and 2.9% QoQ increase in
sales volumes and 5.0% YoY and 0.5% QoQ increase in average realizations. Till
2010-11, exports accounted for 2.5% of the companys sales volumes. Although
since the time Hero MotoCorps JV agreement with its erstwhile partner Honda
(Japan) ceded in Dec 2010, the company has been unable to scale up its exports much;
it is likely to get more aggressive on the exports front as and when its fourth
manufacturing plant gets established (for which the company is mulling a location
near one of the ports).

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Operating Profit Margins (OPM): Hero MotoCorps OPM at 15.0% in Q3, 2011-12,
declined marginally by 15 basis points (bps) QoQ but increased by 454 bps YoY. The
YoY expansion in HMCLs core EBITDA margins, however, was relatively lower at
194 bps YoY on exclusion of the estimated royalty payments made by HMCL to its
erstwhile partner Honda Motor Company (HMC, Japan) in Q3, 2010-11. Going
forward, HMCLs ability to sustain the scale required to absorb the additional
expenses being incurred for creating a new corporate brand, introduction of new
models, building of R&D capability and exploring overseas markets will govern its
profitability.
Net Profits: Hero MotoCorps Q3, 2011-12 PAT at Rs. 613.0 Crore grew by 42.9%
YoY and 1.6% QoQ. Overall, the companys revenues and PAT touched a record
high in Q3, 2011-12.
Bajaj Auto
Trend in Financial Performance of Bajaj Auto

Revenues: In Q3, 2011-12, Bajaj Autos revenues at Rs. 5,063.2 Crore grew by 21.2%
YoY but declined by 3.9% QoQ) led by continued strong exports growth in both the
2W as well the three-wheeler (3W) segments; increase in average realization due to
both price increase as well as favourable change in product mix; and favourable
currency movement on exports. The company managements outlook on exports

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(~32% of 2W volumes in Q3, 2011-12) remains robust with a target to achieve export
of 1.5 million units in 2011-12E, reflecting a growth of 25% over 2010-11.
Operating Profit Margins (OPM): Bajaj Autos OPM improved to 21.0% in Q3, 2011-
12, higher by 63 bps YoY and 89 bps QoQ. The improvement in margins was
supported by relatively higher realizations from exports, operating leverage benefits
and rationalization of spends on sales promotion. The DEPB benefits were
discontinued post September 2011; however, BAL has undertaken price increase on
export models (besides price increase on domestic models), which should allow the
company to sustain its margins going forward.
Net Profits: In Q3, 2011-12, while Bajaj Autos OPBITDA growth at 25.0% (YoY)
was robust, the companys PAT at Rs. 795.2 Crore grew at a relatively lower rate of
19.2% (YoY). This was due to the exceptional MTM loss of Rs. 58.9 Crore
recorded by the company in Q3, 2011-12 related to the valuation of forward exchange
contracts. This is a notional loss and would get reversed on maturity of the underlying
contracts (assuming the companys actual exports remain in line with its budgeted
estimates during the term of the contract).

Revenues: In Q3, 2011-12, TVS Net Sales at Rs. 1,762.2 Crore grew by 7.0% YoY
but declined by 11.5% QoQ. While the companys total 2W volumes in Q3, 2011-12

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grew by 0.9% YoY and total three-wheeler (3W) volumes declined by 11.0% YoY,
the revenue growth was much higher by virtue of favourable change in product mix.
Thus, notwithstanding the increase in proportion of low-ticket mopeds in TVSs
domestic 2W sales volumes from 39% in Q3, 2010-11 to 41% in Q3, 2011-12, the
increase in proportion of >100cc scooter (Wego) and >125cc motorcycles (mainly
Apache RTR family) in its sales mix enabled it to improve its average realization
YoY.
Operating Profit Margins (OPM): TVS OPM at 6.5% in Q3, 2011-12 was 44 bps
higher YoY but 40 bps lower QoQ. While the companys product mix in Q3, 2011-12
was in its favour on YoY basis, its relative deterioration on QoQ basis accordingly
translated into movement in OPM.
Net Profits: While TVS recorded OPBITDA growth of 14.6% YoY in Q3, 2011-12,
the companys PAT growth at 1.4% YoY was much lower on account of higher tax
rate and lower other income. Also, the companys PAT in Q3, 2011-12 declined by
26.1% on QoQ basis both due to negative revenue growth (QoQ) as well as decline in
OPM on QoQ basis.


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CHAPTER-II
REVIEW OF LITERATURE
A considerable body of literature in a range of different disciplines exists on
consumption, consumer behaviour, and consumer decision-making process. Research
in economics, business, marketing, psychology and sociology domains studies
consumer behaviour from different theoretical premises: for economists,
consumption is used to produce utility; for sociologists, it is a means of stratification;
for anthropologists a matter of ritual and symbol; for psychologists the means to
satisfy or express physiological and emotional needs; and for business, it is a way of
making money(Fine 1997).
For more than a decade now, a range of studies that address environmentally sound
consumer behaviour, e.g. car use, waste sorting, minimisation and recycling practices,
have been conducted. However, few studies evaluated consumer acceptance of the
PSS concept a consumption based on non-ownership of physical products, see, for
example, studies on car sharing schemes (Schrader 1999; Meijkamp 2000), ski rental
and washing services (Hirschl, Konrad et al. 2001).
One reason explaining the lack of studies in the area could be that, there are still not
many PSS schemes in place to serve as test grounds. Another reason could be
uniformity of research focus. Most of consumer research focused on adopter
categories, habits, attitudes and intentions, rather than on actually measuring the
satisfaction level with the service. The reason is probably that PSS ideas have been
promoted by researchers from the environmental management, marketing, design and
engineering fields, and to a lesser extent by sociologists, who hold the banner of
research in customer satisfaction.
The paramount goal of marketing is to understand the consumer and to influence
buying behaviour. One of the main perspectives of the consumer behaviour research
analyses buying behaviour from the so-called information processing perspective"
(Holbrook and Hirschman 1982). According to the model, customer decision-making
process comprises a need-satisfying behaviour and a wide range of motivating and
influencing factors. The process can be depicted in the following steps (Engel,
Blackwell et al. 1995):

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Need recognition realisation of the difference between desired situation and
the current situation that serves as a trigger for the entire consumption process.
Search for information - search for data relevant for the purchasing decision,
both from internal sources (one's memory) and/or external sources.
Pre-purchase alternative evaluation - assessment of available choices that can
fulfil the realised need by evaluating benefits they may deliver and reduction
of the number of options to the one (or several) preferred.
Purchase - acquirement of the chosen option of product or service.
Consumption - utilisation of the procured option.
Post-purchase alternative re-evaluation - assessment of whether or not and to
what degree the consumption of the alternative produced satisfaction.
Divestment - disposal of the unconsumed product or its remnants. Besides the
information processing perspective, marketing analyses consumer behaviour
by employing a psychologically grounded concept of attitudes (Balderjahn
1988; Ronis, Yates et al. 1989; Luzar and Cosse 1998). It is consumer
attitudes that are usually named as the major factor in shaping consumer
behaviour and a wealth of studies is available on the topic of how attitudes can
predict behaviour.

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Customer satisfaction, a business term, is a measure of how products and
services supplied by a company meet or surpass customer expectation. It is seen as
a key performance indicator within business and is part of the four perspectives of
a Balanced Scorecard.
In a competitive marketplace where businesses compete for customers, customer
satisfaction is seen as a key differentiator and increasingly has become a key
element of business strategy.
There is a substantial body of empirical literature that establishes the benefits of
customer satisfaction for firms.
BASICS
Basically, you might look at marketing as the wide range of activities involved
in making sure that you're continuing to meet the needs of your customers and are
getting value in return. Marketing analysis includes finding out what groups of
potential customers (or markets) exist, what groups of customers you prefer to serve
(target markets), what their needs are, what products or services you might develop to

22

meet their needs, how the customers might prefer to use the products and services,
what your competitors are doing, what pricing you should use and how you should
distribute products and services to your target markets. Various methods of market
research are used to find out information about markets, target markets and their
needs, competitors, etc. Marketing also includes ongoing promotions, which can
include advertising, public relations, sales and customer service.
WHAT IS THE CUSTOMER SATISFACTION MODEL? DESCRIPTION
The customer satisfaction model from N. Kano is a quality management and
marketing technique that can be used for measuring client happiness.
Kano's model of customer satisfaction distinguishes six categories of
quality attributes, from which the first three actually influence customer
satisfaction:
1. Basic Factors. (Dissatisfiers. Must have.) - The minimum requirements
which will cause dissatisfaction if they are not fulfilled, but do not cause
customer satisfaction if they are fulfilled (or are exceeded). The customer
regards these as prerequisites and takes these for granted. Basic factors
establish a market entry 'threshold'.
2. Excitement Factors. (Satisfiers. Attractive.) - The factors that increase
customer satisfaction if delivered but do not cause dissatisfaction if they are
not delivered. These factors surprise the customer and generate 'delight'.
Using these factors, a company can really distinguish itself from its
competitors in a positive way.
3. Performance Factors. The factors that cause satisfaction if the performance
is high, and they cause dissatisfaction if the performance is low. Here, the
attribute performance-overall satisfaction is linear and symmetric. Typically
these factors are directly connected to customers' explicit needs and desires
and a company should try to be competitive here.



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The additional three attributes which Kano mentions are:
4. Indifferent attributes. The customer does not care about this feature.
5. Questionable attributes. It is unclear whether this attribute is expected by
the customer.
6. Reverse attributes. The reverse of this product feature was expected by the
customer.
Origin of the customer satisfaction model. History
The approach towards analyzing customer satisfaction was first published in
an article by KANO, N. SERAKU, N., TAKAHASHI, F. & TSUJI, S. (1984)
Attractive quality and must-be quality, Hinshitsu (Quality, the Journal of Japanese
Society for Quality Control), 14, pp. 39-48.
Usage of the customer satisfaction model. Applications
Besides the obvious quality management and marketing usage, Kurt Matzler,
Matthias Fuchs and Astrid Schubert wonder in their article "Employee
Satisfaction: Does Kano's Model Apply?" (Total Quality Management & Business
Excellence, November-December 2004) whether Kano's model on customer
satisfaction factors is also relevant to describe employee satisfaction. Since
employees can be perceived as internal customers. They reach the conclusion that
Kano's theory is indeed useable for internal customers analysis as well.
Steps in the customer satisfaction model. Process
Kano developed a questionnaire to identify the basic, performance and
excitement factors as well as the other three additional factors.
1. For each product feature a pair of questions is formulated to which the
customer can answer in one of five different ways.
2. The first question concerns the reaction of the customer if the product shows
that feature (functional question);
3. The second question concerns the reaction of the customer if the product
does NOT show this feature (dysfunctional question).

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4. By combining the answers all attributes can be classified into the six factors.

Customer Expectations
Customer is defined as anyone who receives that which is produced by the
individual or organization that has value. Customer expectations are continuously
increasing. Brand loyalty is a thing of the past. Customers seek out products and
producers that are best able to satisfy their requirements. A product does not need to
be rated highest by customers on all dimensions, only on those they think are
important.
Customer-driven strategy for improvement any management activity should
eventually lead to increased customer satisfaction...
The Canon Production System (CPS) is about:
1. Environmentally-conscious manufacturing and logistics
2. Quality-oriented methods
3. Lower costs
4. Shorter deadlines
5. ... All aim for maximum customer satisfaction...


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CUSTOMER LOYALTY
"It takes a lot less money to increase your retention of current customers than
to find new ones-but I know I don't give it as much effort as I should because it does
take a lot of energy and effort!"

Strategize And Plan For Loyalty!



Do we even have a specific plan for building customer loyalty?
We bet ourselves haven't given it as much thought as we should- because to
tell the truth we need to give it more effort also.
If we currently retain 70 percent of our customers and we start a program to
improve that to 80 percent, we'll add an additional 10 percent to our growth rate.
Particularly because of the high cost of landing new customers versus the high
profitability of a loyal customer base, you might want to reflect upon your current
business strategy.


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These four factors will greatly affect your ability to build a loyal customer
base:
1. Products that are highly differentiated from those of the competition.
2. Higher-end products where price is not the primary buying factor.
3. Products with a high service component.
4. Multiple products for the same customer.
Market To Your Own Customers!
Giving a lot of thought to your marketing programs aimed at current customers is one
aspect of building customer loyalty.
When you buy a new car, many dealers will within minutes try to sell you an
extended warranty, an alarm system, and maybe rustproofing. It's often a very easy
sale and costs the dealer almost nothing to make. Are there additional products or
services you can sell your customers?
Three years ago my house was painted, and it's now due for another coat. Why
hasn't the painter called or at least sent a card? It would be a lot less expensive than
getting new customers through his newspaper ad, and since I was happy with his work
I won't get four competing bids this time. Keep all the information you can on your
customers and don't hesitate to ask for the next sale.
Use Complaints To Build Business!
When customers aren't happy with your business they usually won't complain to you -
instead, they'll probably complain to just about everyone else they know - and take
their business to your competition next time. That's why an increasing number of
businesses are making follow-up calls or mailing satisfaction questionnaires after the
sale is made. They find that if they promptly follow up and resolve a customer's
complaint, the customer might be even more likely to do business than the average
customer who didn't have a complaint.
In many business situations, the customer will have many more interactions
after the sale with technical, service, or customer support people than they did with

27

the sales people. So if you're serious about retaining customers or getting referrals,
these interactions are the ones that are really going to matter. They really should be
handled with the same attention and focus that sales calls get because in a way they
are sales calls for repeat business.
ER COMPLAINS
Why Tackle Customer Complaints?
Companies find that effectively handling customers with problems is critical to their
reputations as well as their bottom lines. When customers complain and they are
satisfied with the way their complaint is handled, they are more likely to purchase
another product or service from the same company. Companies that resolve
complaints on the first contact increase customer satisfaction and product loyalty,
improve employee satisfaction, and reduce costs. Companies even encourage
complaints. Most dissatisfied customers do not complain. By making it easy for
customers to complain, more customers will come to you with their problems, giving
you greater opportunity to correct your service delivery or production processes.
Customers who get their problems satisfactorily and quickly solved tell their friends
and neighbors, and they are not easily won over by the competition.
There is a bottom-line concern for government as well. As noted above, complaints
can be costly. Repeated hand-offs increase costs and waste precious resources. When
complaints are not promptly resolved, frustrated customers seek redress in different
agencies or at different parts or levels of the same agency, resulting in duplicate effort
and compounding costs.
Just as costs compound when there is a poor complaint system, trust also erodes as
citizens become frustrated with a non-responsive bureaucracy. Indeed, there has been
a cumulative erosion of public confidence in government. Thirty years ago, 70 percent
of Americans trusted the federal government to do the right thing most of the time. In
1993, only 17 percent of Americans said that they trusted the government.(2) There
are many factors contributing to this decline in trust and confidence, particularly the
huge volume of regulations that did not make sense to the public and the high cost of
government. However, we learned from our benchmarking partners that an effective

28

approach to resolving complaints is invaluable in winning the trust and loyalty of our
customers--the public.
There are costs associated with a poor complaint system and there are benefits
associated with a good one. Studies have shown that handling customer complaints
well can be a critical part of a turnaround strategy. If a complaint is handled well, it
sustains and strengthens customer loyalty and the company's image as a leader. It also
tells the customer that the company cares and can improve because of their contact. In
government agencies, it promotes public confidence in government services.
Customer complaints also represent valuable information about recurrent problems.
They can point the way to understanding the root causes of customer problems and
help an organization target core processes that need improvement. If acted upon to
improve core processes, customer complaints can be a source of information that can
reduce costs as well as improve services.
Customer Complaints Create Profit
Customer complaints are like medicine. Nobody likes them, but they make us better.
Actually, they are probably more like preventative medicine because they provide
advanced warning about problems. Financial statements, in contrast, provide a
historical perspective. By the time problems manifest in the financial statements,
forget the medicine. Its time for emergency surgery.
Studies from the Technical Assistance Research Program* in Arlington, VA
suggest that the root cause of customer complaints can be traced back to one of three
areas: individual employees, the company, or the customer, with 80% of complaints
traceable to the last two categories. By listening carefully, we can identify
opportunities for training employees, improving products and services, and educating
customers.
Individual Employees
Business is becoming increasingly complex and fast-paced. Customer service
professionals have to know their product or service, their company information, the
technology that supports it, and how to communicate all of this to savvy, demanding

29

customers. Even a small gap in knowledge or skill could cause huge repercussions in
terms of lost business.
When I first started my seminar business, I received a few complaints about my
individual skills as a speaker. Some customers complained that they didnt like my
Philadelphia accent, my hairstyle, the way I moved around the room, or the pace of
my delivery. After I cried for a few hours, I decided to invest in voice lessons, an
image consultant, and a video camera. These have been some of the best investments
I have ever made. I never want to get in the way of my own success. Companies
should not let their employees lack of knowledge or skill get in the way of their
success.
The Company
More often, the culprit is the actual product or service we provide. There may be an
inherent flaw in the design. There could be a glitch in the distribution channel that
causes dissatisfaction. Even if everything is perfect, marketing pieces, advertising
campaigns, and salespeople could inflate value and create customer expectations that
are impossible to satisfy.
Recently, I was providing a service that involved a series of facilitated sessions. I
allowed the customer to choose the dates of our sessions. Even though there were
very few sessions, they occurred over a long period of time and the customer
complained that the project took too long to complete. I made reparations to the client
and decided to restructure the service and the pricing so that in the future I would
control the timing of sessions. Now sessions always happen over a shorter period of
time and the service has a higher value and is more profitable. I have fixed the
delivery process of my service.
The Customer
As many of us have always suspected, customers actually cause most of the problems
they complain about. Its not our fault. Its not our employees fault. Its the
customers fault. Yet even here there is profit to be mined. Customer education and
innovation are the possible solutions.

30

I always send out a preprogram questionnaire to customers in order to tailor their
seminars. If customers have email, I send the questionnaire via email. Recently, I
had a customer who did not know how to return the email questionnaire to me with
responses filled in. I sent back brief instructions on how to work the email, which
could be classified here as customer education.
Afterwards, I started wondering if there could be a better, easier, cleaner way to
collect information, in other words, innovate. From that complaint, I decided to
create hidden web pages on my website, customized to each customer with their
company logo and questionnaire. Customers just click a link from an email, type their
responses into a form on the web page that appears, and hit a submit button. This
approach is much simpler and more impressive. I do this with all of my customers
now and advertise it in my marketing.
Summary
Customer complaints are never easy to hear. If we shift from being defensive to
opportunistic, complaints can be our best friend. If we do not listen, rest assured, the
financial statement will communicate the news eventually.
MEASURI NG CUSTOMER SATISFACTI ON
Organizations are increasingly interested in retaining existing customers while
targeting non-customers; measuring customer satisfaction provides an indication of
how successful the organization is at providing products and/or services to the
marketplace.
Customer satisfaction is an ambiguous and abstract concept and the actual
manifestation of the state of satisfaction will vary from person to person and
product/service to product/service. The state of satisfaction depends on a number of
both psychological and physical variables which correlate with satisfaction behaviors
such as return and recommend rate. The level of satisfaction can also vary depending
on other options the customer may have and other products against which the
customer can compare the organization's products.
Because satisfaction is basically a psychological state, care should be taken in the
effort of quantitative measurement, although a large quantity of research in this area

31

has recently been developed. Work done by Berry, Brodeur between 1990 and 1998
defined ten 'Quality Values' which influence satisfaction behavior, further expanded
by Berry in 2002 and known as the ten domains of satisfaction. These ten domains of
satisfaction include: Quality, Value, Timeliness, Efficiency, Ease of Access,
Environment, Inter-departmental Teamwork, Front line Service Behaviors,
Commitment to the Customer and Innovation. These factors are emphasized for
continuous improvement and organizational change measurement and are most often
utilized to develop the architecture for satisfaction measurement as an integrated
model. Work done by Parasuraman, Zeithaml and Berry between 1985 and 1988
provides the basis for the measurement of customer satisfaction with a service by
using the gap between the customer's expectation of performance and their perceived
experience of performance. This provides the measurer with a satisfaction "gap"
which is objective and quantitative in nature. Work done by Cronin and Taylor
propose the "confirmation/disconfirmation" theory of combining the "gap" described
by Parasuraman, Zeithaml and Berry as two different measures (perception and
expectation of performance) into a single measurement of performance according to
expectation. According to Garbrand, customer satisfaction equals perception of
performance divided by expectation of performance.
The usual measures of customer satisfaction involve a survey with a set of statements
using a Likert Technique or scale. The customer is asked to evaluate each statement
and in term of their perception and expectation of performance of the organization
being measured.

CUSTOMER SATISFACTION IN 7 STEPS
It's a well known fact that no business can exist without customers. In the
business of Website design, it's important to work closely with your customers to
make sure the site or system you create for them is as close to their requirements
as you can manage. Because it's critical that you form a close working
relationship with your client, customer service is of vital importance. What
follows are a selection of tips that will make your clients feel valued, wanted and
loved.

32

1. Encourage Face-to-Face Dealings
This is the most daunting and downright scary part of interacting with a customer.
If you're not used to this sort of thing it can be a pretty nerve-wracking
experience. Rest assured, though, it does get easier over time. It's important to
meet your customers face to face at least once or even twice during the course of a
project.
My experience has shown that a client finds it easier to relate to and work with
someone they've actually met in person, rather than a voice on the phone or
someone typing into an email or messenger program. When you do meet them, be
calm, confident and above all, take time to ask them what they need. I believe that
if a potential client spends over half the meeting doing the talking, you're well on
your way to a sale.
2. Respond to Messages Promptly & Keep Your Clients I nformed
This goes without saying really. We all know how annoying it is to wait days for a
response to an email or phone call. It might not always be practical to deal with all
customers' queries within the space of a few hours, but at least email or call them
back and let them know you've received their message and you'll contact them
about it as soon as possible. Even if you're not able to solve a problem right away,
let the customer know you're working on it.
3. Be Friendly and Approachable
A fellow SitePointer once told me that you can hear a smile through the phone.
This is very true. It's very important to be friendly, courteous and to make your
clients feel like you're their friend and you're there to help them out. There will be
times when you want to beat your clients over the head repeatedly with a blunt
object - it happens to all of us. It's vital that you keep a clear head, respond to your
clients' wishes as best you can, and at all times remain polite and courteous.
4. Have a Clearly-Defined Customer Service Policy
This may not be too important when you're just starting out, but a clearly defined
customer service policy is going to save you a lot of time and effort in the long
run. If a customer has a problem, what should they do? If the first option doesn't

33

work, then what? Should they contact different people for billing and technical
enquiries? If they're not satisfied with any aspect of your customer service, who
should they tell?
There's nothing more annoying for a client than being passed from person to
person, or not knowing who to turn to. Making sure they know exactly what to do
at each stage of their enquiry should be of utmost importance. So make sure your
customer service policy is present on your site -- and anywhere else it may be
useful.
5. Attention to Detail (also known as 'The Little Niceties')
Have you ever received a Happy Birthday email or card from a company you
were a client of? Have you ever had a personalised sign-up confirmation email for
a service that you could tell was typed from scratch? These little niceties can be
time consuming and aren't always cost effective, but remember to do them.
Even if it's as small as sending a Happy Holidays email to all your customers, it's
something. It shows you care; it shows there are real people on the other end of
that screen or telephone; and most importantly, it makes the customer feel
welcomed, wanted and valued.
6. Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out
Sometimes this is easier said than done! However, achieving this supreme level of
understanding with your clients will do wonders for your working relationship.
Take this as an example: you're working on the front-end for your client's exciting
new ecommerce Endeavour. You have all the images, originals and files backed
up on your desktop computer and the site is going really well. During a meeting
with your client he/she happens to mention a hard-copy brochure their internal
marketing people are developing. As if by magic, a couple of weeks later a CD-
ROM arrives on their doorstep complete with high resolution versions of all the
images you've used on the site. A note accompanies it which reads:
"Hi, you mentioned a hard-copy brochure you were working on and I wanted to
provide you with large-scale copies of the graphics I've used on the site. Hopefully
you'll be able to make use of some in your brochure."

34

Your client is heartily impressed, and remarks to his colleagues and friends how
very helpful and considerate his Web designers are. Meanwhile, in your office,
you lay back in your chair drinking your 7th cup of coffee that morning, safe in
the knowledge this happy customer will send several referrals your way.
7. Honour Your Promises
It's possible this is the most important point in this article. The simple message:
when you promise something, deliver. The most common example here is project
delivery dates.
Clients don't like to be disappointed. Sometimes, something may not get done, or
you might miss a deadline through no fault of your own. Projects can be late,
technology can fail and sub-contractors don't always deliver on time. In this case a
quick apology and assurance it'll be ready ASAP wouldn't go amiss.
Customer service, like any aspect of business, is a practiced art that takes time and
effort to master. All you need to do to achieve this is to stop and switch roles with the
customer. What would you want from your business if you were the client? How
would you want to be treated? Treat your customers like your friends and they'll
always come back.


35

CHAPTER-III
RESEARCH METHODOLOGY

METHODOLOGY
The objective of the present study can be accomplished by conducting a systematic
market research. Market research is the systematic design, collection, analysis and
reporting of data and findings that are relevant to different marketing situations facing
the company. The marketing research process that will be adopted in the present study
will consist of the following stages:
Research Instruments:
The research instruments generally used to collect the primary data are Questionnaires
and Mechanical instruments.
Questionnaires:
Questionnaires are formal set of questions prepared to collect the required
information. This is one of the most effective and popular techniques used in surveys.
However, we had to be careful when drawing up questionnaires. Before deciding on
the questions, it was important to understand the exact nature of information required
and who should be interviewed. The knowledge level of target respondents was kept
in mind, while drawing of questions. The major junk of the customer was basically
from urban background. The questionnaires were designed in English.
Sampling:
The sample is a subset of a unit of a population, collected as a representation of it.
The proper sample design is essential in marketing research. The sample has to be
collected in such a way, that it represents the population. The sample was taken from
all the segments of the customers.



36

Sample Size:
The size of the sample is an important element in the research process as it has a
direct affect on the result of the research. As a size of sample increases, accuracy and
reliability of the research results also increases. However, the cost of the research also
increases. Therefore, we need to make a trade off between the accuracy and cost of
research. Type of project was another important aspect of deciding the sample size.
During this project we touched 100 customers in Delhi region
The marketing research process that will be adopted in the present study will consist
of following stages:
* Defining the problem and the research objective:
The research objective states what information is needed to solve the problem. The
objective of the research is to derive the opinion of the users and opinion of the
potential customers.
* Developing the research plan:
Once the problem is identified, the next step is to prepare a plan for getting the
information needed for the research. The present study will adopt the exploratory
approach wherein there is a need to gather large amount of information before making
a conclusion. If required, the descriptive and casual approaches may also be used.
* Collection and Sources of data:
Market research requires two kinds of data, i.e., Primary data and Secondary data.
Being a firm in service industry, data gathering will involve usage of both primary
and secondary data though there will be an extensive usage of primary data. Well-
structured questionnaires will be prepared for both the existing and the potential
customers. There will be personal interview surveys mostly in-home (door-to-door)
surveys. The questionnaires will contain both open-ended and close-ended questions.
Secondary data will be collected from various journals, books and web sites.



37

* Analyze the collected information:
This involves converting raw data into useful information. It involves tabulation of
data, using statistical measures on them for developing and calculating the averages.
* Report research findings:
This phase will mark the culmination of the marketing research effort. The report with
the research findings is a formal written document.




38

CHAPTER-IV
DATA REDUCTION, PRESENTATION & ANALYSIS

1. TVS two wheeler model
Table 4.1
No. of Respondents Respondents in %
scooty 48 48%
victor 38 38%
Fiero 8 8%
Starcity 2 2%
Centra 4 4%







Figure 4.1

According to the survey it is found that most of the respondents have scooty (48%)
and victor(38%)and few of respondents have fiero ,starcity and centra
0
10
20
30
40
50
1 2 3 4 5 6
Series1
Series2

39

2. Did the salesperson spend sufficient time with you and explain everything about the
vehicle?
Table 4.2
No of respondents respondents in %
yes 72 72%
no 28 28%






Figure 4.2
Most of the respondents(72%) are satisfied with the service of the salesman and least
number of respondents(28%) are not satisfied.






No of respondents
yes
no

40

3. Was the vehicle delivered on promised time?
Table 4.3
No of respondents respondents in %
yes 85 85%
no 15 15%







Figure 4.3
To most of the respondents (85%) the vehicle is delivered on promised time. Only to
few of the respondents(15%) vehicle is not delivered on promised time






No of respondents
yes
no

41

4. Were you offered a test drive during your visit to our showroom?
Table 4.4
No of respondents respondentsin %
yes 60 60%
no 40 40%








Figure 4.4
60% of the respondents were offered test drive and 40% of Respondents were not
offered the test drive






No of respondents
yes
no

42

5. How do you feel about TVS two wheeler vehicles?
Table 4.5
No. of Respondents Respondents in %
a]excellent 22 22%
b]good 30 30%
c]moderate 18 18%
satisfactory 24 24%
unsatisfactory 6 6%









Figure 4.5
According to the survey 30% of the respondents feel good and 24%Of respondents
feel satisfactory and 22% of the respondents feel excellent 18% of respondents feel
moderate and 6% of respondents feel unsatisfactory


No. of Respondents
a]excellent
b]good
c]moderate
satisfactory
unsatisfactory

43

6. State the level of satisfaction for the service provided by TVS showroom?
Table 4.6
no of respondents
respondents in %
completely satisfied 8 8%
satisfied 34 34%
dissatisfied 18 18%
not at all satisfied 14 14%
niether satisfied nor dissatisfied 26 26%









Figure 4.6
Most of the respondents(34%) are satisfied and 26% of respondents Are niether
satisfied nor satisfied 18% of respondents are dissatisfied14%of respondents are not at
all satisfied and 8% respondents are fully satisfied

no of respondents
completely satisfied
satisfied
dissatisfied
not at all satisfied
niether satisfied nor
dissatisfied

44

7. Whether brand name plays important role in purchase of TVS two wheeler?
Table 4.7


no of respondents respondents in %
yes 40 40%
no 60 60%







Figure 4.7
Most of the respondents(60%) feel brandname is important 40% of the respondents
feel brandname is not important

no of respondents
yes
no

45

8. What are the reasons to purchase TVS vehicles?
Table 4.8
no of respondents respondents in %
mileage 80 80%
low maintanance 60 60%
brandname 30 30%
price 75 75%
Wide range of products 20 20%







Figure 4.8
Most of the respondents feel mileage(80%) price(75%)and low maintenance (60%)
and 30% of respondents feel brandname is important 20% of respondents feel wide
range of respondents is important

no of respondents
mileage
low maintanance
brandname
price
Wide range of
products

46

9. When did you owned TVS vehicles?
Table 4.9


no of respondents respondents in %
6month 18 18%
1-2years 32 32%
3years 38 38%
3-5years 12 12%









Figure 4.9
38% respondents purchased Vehicles before 3 years 32% of Respondents purchased
before 1- 2 years 18% of respondents Purchased before 6 months and 12% of
respondents purchased before 3 5 years


no of respondents
6month
1-2years
3years
3-5years

47

10. What are the improvements in service that you need from TVS Motors?
Table 4.10
no of respondents respondents in %
service in time 32 32%
reliable service 18 18%
availability of spares 7 7%
well trained mechanics 8 8%
less labour charge 35 35%









Figure 4.10
Most of the respondents are need of less labour charges (35%)And Service in time
(32%) and 18% of respondents need reliable Service and few of the respondents need
well trained mechanics (8%) And availability of Spares (7%)


no of respondents
service in time
reliable service
availability of
spares
well trained
mechanics
less labour charge

48

11. What are the different problems that you face at the time of service of your
vehicle?
Table 4.11
no of respondents no of respondents in %
High Price of Spare parts 36 36%
Not easily available 17 17%
Delay in service 39 39%
Low quality of spare
parts
7 7%


Figure 4.11
Most of the respondents face the problem of delay in service (39%)And high price of
spare parts (36%) some of the respondents face problem of not easily availability of
spares (17%) and low quality Of spare parts (7%)

no of respondents
High Price of
Spareparts
Not easily
avaliable
Dealy in service
Low quality of
spareparts

49

12. How do you rate the service performance of TVS.
Table 4.12
no of respondents no of respondents in %
Very Good 16 16%
Good 42 42%
Average 33 33%
Bad 9 9%
Very Bad 0 0%









Figure 4.12
Most of respondents rate the service performance as good (42%) And Average (33%)
some of the respondents rate as very good (16%) And bad (9%)


no of respondents
Very Good
Good
Average
Bad
Very Bad

50

CHAPTER-V
DATA INTERPRETATION

According to the survey it is found that most of the respondents have scooty(48%)
and victor(38%)and few of respondents have fi ero ,starcity and centra
Most of the respondents(72%) are satisfied with the service of the salesman and least
number of respondents(28%) are not satisfied.
To most of the respondents (85%) the vehicle is delivered on promised time. Only to
few of the respondents(15%) vehicle is not delivered on promised time
60% of the respondents were offered test drive and 40% of Respondents were not
offered the test drive
According to the survey 30% of the respondents feel good and 24% Of respondents
feel satisfactory and 22% of the respondents feel excellent 18% of respondents feel
moderate and 6% of respondents feel unsatisfactory
Most of the respondents(34%) are satisfied and 26% of respondents Are niether
satisfied nor satisfied 18% of respondents are dissatisfied 14%of respondents are not
at all satisfied and 8% respondents are fully satisfied
Most of the respondents(60%) feel brandname is important 40% of the respondents
feel brandname is not important
Most of the respondents feel mileage(80%) price(75%)and low maintanance(60%)
and 30% of respondents feel brandname is important 20% of respondents feel
widerange of respondents is important
38% respondents purchased Vehicles before 3 years 32% of Respondents purchased
before 1- 2 years 18% of respondents Purchased before 6 months and 12% of
respondents purchased before 3 5 years

51

Most of the respondents are need of less labour charges (35%)And Service in time
(32%) and 18% of respondents need reliable Service and few of the respondents need
well trained mechanics (8%) And availability of Spares (7%)
Most of the respondents face the problem of delay in service (39%)And high price of
spare parts (36%) some of the respondents face problem of not easily availability of
spares (17%) and low quality Of spare parts (7%)
Most of respondents rate the service performance as good (42%) And Average (33%)
some of the respondents rate as very good (16%) And bad (9%)
Most of the respondents are need of increase in number of service stations to reach
maximum number customers.
Most of the respondents have complaint about delay in availability of spare parts and
high price.

52

CHAPTER-VI
SUMMARY & CONCLUSIONS

6.1 Results of the Study:
1. Most of the respondents are satisfied with the services of TVS motors
2. Less labour charge and service in time and increase in number of service
station they are three major parameters in demand.
3. The sale of scooty and victor are high as compared to other vehicles.
4. Most of the respondents feel good about TVS two-wheeler vehicles.
6.2 Limitations:
The main source of data is primary data
100 samples does not reflect the opinion of customers as whole
Time limit was another limitation and there may be possibility of committing
a general error
6.3 Suggestions, Scope for further Study & Conclusion:
To fulfill the needs of the respondents TVS should set new branches in the Delhi to
reach the maximum number of customers.
According to the survey most of the respondents are in the need of the improvement
in providing service in time and less labour charge TVS should take action by
recruiting well trained service staff and implement machineries to provide service in
time.
To know the problems faced by the customers at the time of post sale service should
conduct free check up camps and collect the feedback of customers at the time of
service


53

BIBLIOGRAPHY

Books
Tull & Hawkins, Tull D S, Hawkins D I, Marketing Research: Measurement And
Method 6Th Ed., Prentice Hall Of India.
Leon. G. Schiffman & Kanuk, Consumer Behavior, 8th Ed, Pearson education.
Philip Kotler, Marketing Management, 11th Ed, Pearson education, Inc.
Donald. R. Cooper & Pamela. S.Schindler, Marketing Research, The McGraw-Hill
Publishing company
Websites
www.tvsmotors.com
www.tvsvictor.com
www.google.com





54

QUESTIONNAIRE

1] TVS two wheeler model
2] Did the salesperson spend sufficient time with you and explain everything
about the vehicle ?
Yes No
3] Was the vehicle delivered on promised time?
Yes No
4] Were you offered a test drive during your visit to our showroom?
Yes No
5] How do you feel about TVS two wheeler vehicle?
a] Excellent b] good c] Moderate
d] satisfactory e] unsatisfactory
6] State the level of satisfaction for the service provided by TVS?
a] Completely satisfied b]satisfied c] Dissatisfied
d] Not at all satisfied e] Neither satisfied nor dissatisfied
7] Whether brand name plays important role in purchased of TVS two
wheeler?
Yes No
8] What are the reasons to purchase TVS vehicles?
a] mileage b] low maintenance c] Price
d] Wide range of products e] Brandname


55

9] When did you owned TVS vehicle
a) 6 month b) 1-2 years
c) 3 years d] 3-5 years
10] Do you suggest any improvement in TVS?






11] What are improvements in service that you demand from TVS?
a] Service in time b] reliable service
c] well trained mechanics d] less labor charge

12] What are the different problems that you face at the time of service of
your vehicle?
a] High price spare parts b] Not easily available
c] Delay in service d] Low quality of spare parts

13] How do you rate the service performance of TVS?
a] Very Good b] Good c] Average

d] Bad e] Very bad


56

14] Do u have any complaint, problem regarding availability of spares parts
& other services?






15] Name and Address:

















57

LIST OF TABLE
Table No. Title Page No.
4.1 TVS two wheeler model 42
4.2 Did the salesperson spend sufficient time with you and
explain everything about the vehicle?
43
4.3 Was the vehicle delivered on promised time? 44
4.4 Were you offered a test drive during your visit to our
showroom?
45
4.5 How do you feel about TVS two wheeler vehicles? 46
4.6 State the level of satisfaction for the service provided by TVS
showroom?
47
4.7 Whether brand name plays important role in purchase of TVS
two wheeler?
48
4.8 What are the reasons to purchase TVS vehicles? 49
4.9 When did you owned TVS vehicles? 50
4.10 What are the improvements in service that you need from
TVS Motors?
51
4.11 What are the different problems that you face at the time of
service of your vehicle?
52
4.12 How do you rate the service performance of TVS. 53



58

LIST OF FIGURES
Figure
No.
Title Page No.
4.1 TVS two wheeler model 42
4.2 Did the salesperson spend sufficient time with you and
explain everything about the vehicle?
43
4.3 Was the vehicle delivered on promised time? 44
4.4 Were you offered a test drive during your visit to our
showroom?
45
4.5 How do you feel about TVS two wheeler vehicles? 46
4.6 State the level of satisfaction for the service provided by TVS
showroom?
47
4.7 Whether brand name plays important role in purchase of TVS
two wheeler?
48
4.8 What are the reasons to purchase TVS vehicles? 49
4.9 When did you owned TVS vehicles? 50
4.10 What are the improvements in service that you need from
TVS Motors?
51
4.11 What are the different problems that you face at the time of
service of your vehicle?
52
4.12 How do you rate the service performance of TVS. 53