CHAPTER I

1.1 INTRODUCTION

With the growing competition in the market and globalization coming into role it has become
essential for any Automobile company to keep in touch with the recent technology. My subject
of project mainly targets the perception mapping of customers with reference to buying process
of three wheelers. Thus, for a automobile company to survive in a market it is very essential to
stick to new technology, price before and after sales service
In the present market scenario, many automobile companies are launching their new product. In
order to achieve our target market share there is necessity to implement new programmers and
marketing strategies. So the question comes in mind, that, what is the behavior of customers
while buying a three wheeler vehicle? What are the factors which influence the buying behavior
of customers? What are the competitors’ strategies to increase their market share?
In any automobile sector, finance plays important role in the sales process. A customer should
get more option regarding to finance as per their need. In today’s competitive world each and
every customer expects a best of before and after sales service which plays an important role in
increasing sales. There should be proper training programmed for sales person at the dealers’
outlet in order to achieve proper communication between company and the dealer, this will help
the company to know the customers’ expectations and their feedback about the product.
In today’s competitive and globalization era it is very important to launch a new product having
some additional features than before competitor’s product.
 1.2 OBJECTIVE OF STUDY

PRIMARY OBJECTIVE:

 To analyze the market scenario of the Champion ALFA and Competitors product.
 To find the target market perspective of consumers.

SECONDARY OBJECTIVE:

 To study the perception of the customers about the product.

 To study the use of the vehicles purchase.
 To suggest the means to increase the sales.
1.3 SCOPE OF THE STUDY

 To find the perception of the consumers of automobiles

 To find about the competitors in the market
 To find out the needs of the consumers
  1.4 LIMITATIONS OF THE STUDY

 Within a time span of two months it was difficult to cover whole of district.
 Questionnaire filled in two months was only 100 in number so analysis part may
indulge some error analysis.
 Whole project was limited to area of district so it may be possible that response of
another district or area may be different.
 Errors response by customer while filling questionnaire may result in error analysis.
 CHAPTER II

2.1 COMPANY PROFILE/THEORITICAL BACKGROUND

GROUP OVERVIEW

This subsection contains fast facts about the Group;

its promoter companies; management structure,
Group financial results.

The birth of Mahindra & Mahindra began when K.C. Mahindra visited the United States of
America as Chairman of the India Supply Mission. He met Barney Roos, inventor of the rugged
'general purpose vehicle' or Jeep and had a flash of inspiration: wouldn't a vehicle that had
proved its invincibility on the battlefields of World War II be ideal for India's rugged terrain and
its kutcha rural roads?
Swift action followed thought. The Mahindra brothers joined hands with a distinguished
gentleman called Ghulam Mohammad. And, on October 2nd, 1945, Mahindra & Mohammad
was set up as a franchise for assembling jeeps from Willys, USA
Two years later, India became an independent nation and Mahindra & Mohammad
changed its name to Mahindra & Mahindra. Ghulam Mohammad migrated to Pakistan post-
partition and became the first Finance Minister of Pakistan
Since then, Mahindra & Mahindra has grown steadily in size and stature and evolved
into a Group that occupies a premier position in almost all key sectors of the economy. The
Group's history is studded with milestones. Each one taking the Group forward. In fact, today,
its total turnover is about 4.5 billion dollars.

The Mahindra Group, a US $4.5 billion conglomerate, has a significant presence in the key
sectors of the Indian economy. A consistently high performer, the Mahindra Group is one of the
most respected in the country.

Set up in 1945 to make general-purpose utility vehicles for the Indian market, the flagship
company Mahindra & Mahindra Limited has expanded its operations beyond automobiles and
tractors and has made spirited thrusts into new areas of business.
The Company has, over the years, transformed itself into a Group that caters to the Indian
and overseas markets with a presence in six business sectors: Automotive Sector, Farm
Equipment Sector, Information Technology Sector, Trade & Financial Services Sector,
Infrastructure Development Sector and the Systech Sector. The Systech Sector was recently
started in order to focus on developing components as well as offering engineering services.

With the launch of new generation vehicles like the Mahindra Bolero and Mahindra Scorpio, the
Group has created brands that for the global stage. The Group's global strategy today focuses on
a mix of mergers & acquisitions and joint ventures to strengthen its core product areas and enter
new niche markets, both domestic and international. These include a joint venture with French
auto major, Renault, to manufacture and market Logan, the world's most affordable C-segment
car, in India, and a joint venture with International Truck, USA.

The Mahindra Group has always been committed to Corporate Social Responsibility. On the
occasion of its 60th anniversary, the Group announced a range of Corporate Social
Responsibility activities supported by a commitment of 1% of Profit after Tax for its Corporate
Social Responsibility initiatives.

The five core values that form the bedrock on which the Mahindra Group has been built are:
good corporate citizenship, professionalism, customer first, quality focus and dignity of the
individual. These values have been a part of the Group's ethos since the very beginning and
continue to guide the business decisions of the Group even today. The Group's philosophy of
growth is centered on its belief in people and all efforts are made to reward and retain the best
talent in the industry.

In 2002, the Group embarked on a transformation process, which was christened the 'Blue Chip'
initiative. The essence of the Blue Chip is captured in the five business mantras that it
propagates, namely: leadership, innovation, globalization, a sharp focus on financial returns
and, most importantly, customer centricity.
Leadership for the Group is the aim to be number one or number two in all their businesses.
Globalization is not just about selling products around the globe; it is about setting global
Standards of excellence in whatever the Group does. Above all, the Group is committed towards
creating a genuinely customer centric organization, with the aim of not just satisfying customers
but delighting them.

MAHINDRA AND MAHINDRA GROUP

Automotive

Farm Equipment

Trade & Financial

Services

Information
Technology

Systech
 COMPANY AUTOMOBILE SECTOR OVERVIEW

The Automotive Sector is the market leader in utility vehicles in India since inception and
currently accounts for about half of India’s market for utility vehicles with a product portfolio
that ranges from rugged, mass-transport utility vehicles to personal segment sports utility
vehicles like the Scorpio

While the world-class Scorpio (declared to be the ‘Car of the Year’ by CNBC Auto car, BBC
Wheels and Business Standard Motoring) is the Automotive Sector’s current flagship, it has
many more products that have made it popular with individuals and institutions in India and the
world. The Automotive Sector of the Mahindra Group is currently present in the multi-utility
vehicle, light commercial vehicle and three-wheeler segments. Now, with its joint ventures, it
will have a presence in the passenger car and the medium and heavy commercial vehicle
segments too
Mahindra Automobiles have a strong and growing presence in international markets. From
humble beginnings in 1968, when 1,200 vehicles were shipped to the former Yugoslavia,
Mahindra exports have grown by leaps and bounds and today reach customers across five
continents. From neighboring Bangladesh and Sri Lanka to such far-flung places as Australia
and Uruguay, vehicles sporting the Mahindra logo can now be found in almost every corner of
the world. Such is Mahindra’s commitment to global markets that it launched subsidiaries in
South Africa in 2004 (Mahindra South Africa) and in Europe in 2005 (Mahindra Europe) to
handle its sales and growth in those important markets. The Company is also currently
establishing local assembly set-ups in strategic markets in order to better serve its customers in
those respective regions. Mahindra vehicles have gone on display to auto enthusiasts around the
world, participating in prestigious automobile shows in Paris
, Rome, Bologna, Johannesburg and São Paulo. And this is just the beginning of the Company’s
global adventure. In 2006 Mahindra announced that it would be the first Indian automobile
manufacturer to enter the world’s most demanding and critical market – USA

In February 2005 Mahindra & Mahindra and Renault decided to join forces to produce and
commercialize Logan in India. The joint venture is a 51:49 partnership between M&M and
Renault. An investment of 125 million Euros (Rs. 700 crore) was announced to set up a
production capacity of 50,000 cars per year. The Logan would be produced at M&M’s state-of-
the-art factory located in, which offers a stamping shop, a paint shop with a top quality pre-
treatment and an assembly line specific for the Logan
The JV went on stream on September 1, 2006 with the trial production of Logan. The
assessment of all suppliers has been done by Renault’s quality team. Up gradations at the level
of suppliers for the new product are being implemented by the Mahindra Renault team. All
specific equipment required for production has been installed in the body shop, the paint shop
and the TCF line.
The trial vehicles have been put through thorough durability testing on Indian roads, besides
accelerated tests on the Renault test tracks. The first phase of road trials was done in May-
August 2005. Some vehicles completed more than 50,000 km on Indian roads and passed the
rigors of India’s climactic changes. The second phase of validations was completed at Renault
test tracks.
In November 226, Mahindra & Mahindra and Renault decided to extend their strategic alliance
and signed another memorandum of understanding to set up a Greenfield facility with a capacity
of 500,000 units per year within 5 years. In this alliance, M&M and the Renault-Nissan alliance
would each hold 50 percent stake.
The driving force behind this announcement was to consolidate the Mahindra Renault joint
venture formed exclusively for the Logan. A range of Mahindra as well as Mahindra-Renault
products suited to the requirements of Indian customers will be
Manufactured at the new ‘Greenfield’ production site under the direction of Renault and
Mahindra. The production site will include a vehicle assembly plant, shared between the two
partners. Renault also has plans to set up a power train factory.
Production is expected to begin mid-2009, with an initial installed production capacity of
300,000 vehicles per year. The manufacturing site is yet to be finalized.
The product range will be marketed by Mahindra-Renault and sold through the extensive and
well-established Mahindra channel network throughout India..

Product Development
M&M has a strong Product Development set-up with world class facilities. The Company's
product development prowess was acknowledged internationally with the design and
development of Scorpio becoming a Harvard Business School case study. Keeping in tune with
the needs of the society, the company has also focused its energies on development of alternate
propulsion technologies. It has the distinction of designing the world’s first Hydrogen 3 wheeler
and India’s first Hybrid vehicle

MANUFACTURING UNITS

KANDIVLI
ZAHEERABAD
IGATPURI
HARIDWAR

Mahindra & Mahindra CHAMPION ALFA-

Features:-

 Displacement -395cc
 Voltage -12V
 Power -5.51KW@3600rpm
 GVW - 1060 KG.
 Curb weight- 460 KG.
 Passing - 600 KG.
 Fuel Tank Capacity -10 L
 Colors -Bright red, Green, Yellow, White, Dark blue.
 Positive lock doo rings.
 Large cargo size.
 Large cabin size.
 Facility for FM slot and Mobile charger slot.
 Bigger wheel base.

BAJAJ GC 1000-

Features-
 Displacement- 416cc
 Power- 6.25KW
  Voltage- 12V
 GVW- 990 KG
 CVW- 430KG
 Passing- 560KG
 Fuel Tank Capacity- 8 L
 Colors -Bright red, Green, Yellow, White, Dark blue.
 Positive lock doo rings.
 Battery is placed outside the cabin.

PIAGGIO APE-

FEATURES-

 Displacement -395cc
 Power -8 hp (3600rpm)
 Voltage -12V
 GVW -990 KG
 CVW
 -430KG
 Passing -560KG
 Fuel Tank Capacity-10.5 L
 Colors -Bright red, Green, Yellow, White, Dark blue.
 Fan system in cabin.
 Mobile charger slot

Price Comparison-
Factors Champion ALFA Bajaj GC 1000 Piaggio Ape
Showroom cost(Rs) 127290 126500 121900
R.T.O. 15500 15200 15745
Insurance 4179 4075 3900
Ontario (3% on showroom price) 3820 3795 3657
Total Price 150789 149570 145202
 Counter Sales Process-

This is a introductory phase of a customer directly, when customer arrives at showroom for
enquiry about vehicle, the sales person fills CDIF (Customer Data Enquiry Form) which
contains

 Name of the customer.

 Address of the customer.
 Contact number of customer.
 Vehicle which he is going to buy.
 Possible date of buying.
 Whether he is hot/ warm /Cold Customer.
(Hot- Is the customer who wishes to buy vehicle in 15 days.
Warm- Is the customer who wish to buy vehicle within a month.
Cold- Is the customer who intends to buy vehicle after a month.)
 Test drive for the customer as per his wish.
 Test drive feedback by the customer.
 Follow up schedule of customers by the sales person.

After filling the CDIF form, each and every customer is given quotation price of vehicle which
he is going to buy. The quotation is used for the purpose of financing activity of the customer.
Each customer is given leaflet of the vehicle and contact number of the sales person. If
customer demands for the financing of vehicle then sales person is responsible for giving him
guidance regarding various finance available.
ROLE OF COUNTER SALES PERSON AT THE TIME OF DELIVERY OF VEHICLE-

At the time of delivery of vehicle the counter sales person has to fill the PDIF (Pre Delivery
Inquiry Form) form, PDIF form contains

 Name of the customer.

 Warranty policy guidelines explained.

 Servicing and conditions.

 Switches and controls explained.

 Fuse box location shown.

 Spare wheel and jack location shown.

 Vehicle received with standard tools and kits.

 24 hour help line informed.

 Introduction to service and service locations.

 Vehicle documents explained.

 Reasonable quantity of fuel in fuel tank.

 Vehicle delivered in clean and good order.

 Passing of the vehicle is responsibility of a dealer.

 Warranty and service booklet for the customer.

 FIELD SALES PROCESS-

Field sales process starts after giving quotation to the customers and filling CDIF forms. Sales
person has to follow the customer and pursue him to buy vehicle. Separate sales person are
appointed for different areas of district. Initially the sales person used the techniques of hot,
warm and cold customers in order to achieve the target. But there was not a precise idea about
the number of follow ups in a month to achieve the given target. To eliminate this drawback a
new field sales planning is introduced. This method helps to monitor the sales person, his follow
up and helps him to achieve his target.

SALES REPORT FOR CHAMPION ALFA FROM APRIL TO OCTOBER 2007 IN

NUMBER OF VEHICLES SOLD AT AURANGABAD DEALER OUTLET:

 April :5
 May :9
 June :0
 July :12
 August :5
 September :29
 October :25
PROMOTIONAL ACTIVITIES AT MAHINDRA & MAHINDRA-
 MAHA EXCHANGE MELA.
 LOAN EXCHANGE MELA
 CUSTOMER SERVICE.
 DEMO SHOW

1) MAHA EXCHANGE MELA-

During exchange mela old cars are exchanged for new one. Generally a broker of dealer decides
the exchange value. Advertisement is generally given in local newspaper. Ad contains place of
mela and contact number of sales person.

2) LOAN EXCHANGE MELA-

As that of exchange mela in loan exchange mela sales person of dealer is accompanied by
representative of a particular finance company. Here customer along with vehicle comes to
know about various finance facilities available to him.

2) CUSTOMER SERVICE –
TELL US is initiated by Mahindra & Mahindra for customer service. Here customer can send
his feedback about M & M directly to the company 24*7.
The ad campaign shows Dr. Pawan Goenka (Vice President of M & M) asking people to share
their experience good or not so good with the company.
TELL US forms are available at dealer’s outlet. Because of this ad campaign the customers of
M & M started to get better service.

3) DEMO SHOW-

In demo show the vehicle is to be demonstrated to the various people at various places by
giving them test drive. Because of this people come to know about the newly launched vehicle,
its features.
In demo show peoples are given test drive of the vehicle and the sales person giving test drive
points out the strong points of the vehicle as compared to that of competitor’s product.
In addition to demo show road shows are also performed. Generally the road shows are
performed by an external agency. The road show is generally conducted at places such as
markets, near bus stand and places where there is more crowd. In road show people are attracted
by music systems, various games, and by distributing various gifts such as kitchens, t-shirts,
caps and pens.
During road show and demo shows leaflets are distributed along with various finance facilities.

RESEARCH DESIGN
STATEMENT OF THE PROBLEM

In August 2005, Mahindra & Mahindra Limited (M & M) started commercial production of
Champion ALFA in three wheeler segment. Since its launch it received stiff competition from
Piaggio ape and Bajaj GC 1000. The sales figure of champion ALFA was very less as compared
to that of Ape and GC 1000. Company adopted various promotional policies to increase the
sales figure but, it didn’t helped a lot.

Title of the project:

“PERCEPTION MAPPING OF CHAMPION ALFA AND COMPETITORS PRODUCT”.

OBJECTIVE OF STUDY:

PRIMARY OBJECTIVE:

 To analyze the market scenario of the Champion ALFA and Competitors product.
 To find the various aspect of target market.

SECONDARY OBJECTIVE:

 To study the perception of the customers about the product.

 To study the use of the vehicles purchased.
 To suggest the means to increase the sales.

CHAPTER III
3.1 RESEARCH METHODOLOGY
 The detail steps are as shown below:

Introduction and briefing

Problem identification and planning of the study

Research objectives
A research objective was laid down.

Primary and Secondary data collection

Check internal and external sources of data,
to help in the preparation of questionnaire

Survey and data collection

Data collection from target customers.

Data analysis and interpretation

Suggestion and conclusion

RESEARCH APPROACH-
In this research, primary and secondary data is collected as,

Primary Data-

The primary data was collected by conducting interviews and having discussion with people.
The telephonic medium is also used.
The people interviewed were from different areas such industrial areas, market yard etc.
It took some time to collect this data but in order to get more accurate data it was necessary to
visit various person using different vehicles and the project is exploratory research.
Customers were also contacted by using telephone.

Secondary Data-

The secondary data is the made data and has been collected from literature reviews, including
trade journals, seminar proceedings, patent literature, company literature, published reports and
government publications.
It is the data collected by someone else.

Research instrument-

The research instrument used in this project was structured questionnaire. The intention of
survey was to explore the market scenario of three wheeler.

Method of sampling-

The sampling method used for project was random.

Geographical coverage-

In Aurangabad city.
Time Period-

60 days (4th Jan-4th march).

Analysis of data-

The collected data is categorized in a systematic way according to need of objective and then
simple statistical technique like pie chart, graphs are used to analyze the data.

Scope:

Focus area of project is to find market scenario of three wheeler and to check opportunities for
future growth.

Geographical scope:

The project area was limited to the geographical limits of Aurangabad district.

Time Scope:

Time period for project was limited to two months only.

CHAPTER IV

4.1 DATA ANALYSIS & INTERPRETATION

Q.1. Which Three Wheeler do you own?

A) Champion Alfa B) Piaggio Ape C) Bajaj GC 1000 D) No Three Wheeler

Options No. of Respondent Percentage

A) Champion Alfa 35 35%
B) Piaggio Ape 24 24%

C) Bajaj GC 1000 31 31%

D) No Three Wheeler 10 10%

Q2. Which kind of ownership do you have?

A) First Hand B) Second Hand

INTERPRETATION:

 Pick-up goes on decreasing from Alfa, GC 1000 and Ape respectively.

 No Ape customer has rated pick-up as excellent and poor as compared to Alfa and
GC1000 customer.
  GC 1000 customer has rated pick-up as excellent more than that of Alfa.
 A very good rating for pick-up goes on increasing from Ape, GC 1000 and Alfa.

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON BASIS

OF CONSISTANCY

COMPANY EXCELLENT VERY GOOD GOOD

A AVERAGE POOR
ALFA 0 3 19 3 0
APE 1 5 14 5 0
BAJAJ GC1000 1 1 21 2 0

ITERPRETATION:

 All of Alfa, Ape and GC 1000 customer rated consistency nearly same.
 None of them has rated consistency as poor.
 Ape and GC 1000 customer has rated consistency as excellent.
 A very good rating for consistency goes on increasing from GC 1000, Alfa to Ape.
 COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON
BASIS OF LOAD BEARING CAPACITY

COMPANY EXCELLENT
V VERY GOOD GOOD AVERAGE POOR
ALFA 1 7 14 2 1
APE 2 3 13 7 0
BAJAJ GC1000 0 8 15 2 0

INTERPRETATION:

 Alfa and GC 1000 have more load bearing capacity as compared to Ape.
 Except Alfa no another customer has rated load bearing capacity as poor.
 Ape customer has rated load bearing capacity as average more compared to Alfa and
GC 1000
 No GC 1000 customer has rated load bearing capacity as excellent as compared to Alfa
and Ape respectively.
 COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON
BASIS OF MAINTAINANCE

COMPANY EXCELLENT VERY GOOD

G GOOD
A AVERAGE POOR
ALFA 0 5 17 2 1
APE 0 7 13 2 3
BAJAJ GC1000 0 1 8 7 9

INTERPRETATION:

 Cost of maintenance goes on increasing from Alfa, Ape to GC 1000 respectively.

 No customer has rated maintenance as excellent.
 GC 1000 customer has rated maintenance more poor and average as compared to Ape
and Alfa.
 Alfa customer has rated Maintenance as good more as compared to Ape and GC 1000
customer.
 COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON BASIS OF
AVAILABILITY OF SPARE PARTS

COMPANY EXCELLENT VERY GOOD GOOD AVERAGE POOR

ALFA 0 1 13 8 3
APE 4 9 11 1 0
BAJAJ GC1000 0 5 11 7 2

INTERPRETATION:

 Availability of Spare parts goes on decreasing from Ape, GC 1000 to Alfa respectively.
 Only Ape customer has rated availability of spare parts as excellent.
 Alfa and GC 1000 customer has rated availability of spare parts as poor and no Ape
customer has rated it as poor.
 Ape customer has rated Availability of spare parts as very good as compare to GC 1000
and Alfa.
 COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON BASIS OF
COST OF SPARE PARTS

COMPANY EXCELLENT VERY GOOD GOOD AVERAGE POOR

ALFA 0 0 9 13 3
APE 0 0 11 9 5
BAJAJ GC1000 0 0 5 5 15

INTERPRETATION:

 Cost of Spare parts of GC 1000 is more as compared to Alfa and Ape.

 No customer has rated cost of spare parts as excellent and very good.
 GC 1000 customer has rated cost of spare parts as poor more than that of Ape and Alfa.
 Alfa Customer has rated cost of spare parts average, more than that of Ape nd GC 1000
 COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON BASIS OF
SERVICE BY DEALER

COMPANY E EXCELLENT VERY GOOD GOODA AVERAGEP POOR

ALFA 0 7 12 4 2
APE 1 2 8 11 3
BAJAJ GC1000 0 2 7 7 9

INTERPRETATION:

 Service given by Alfa dealer is good as compared to that of Ape and GC 1000
customer.
 Alfa customer has rated service by dealer very good and good as compared to Ape and
GC 1000
 GC 1000 customer has rated service by dealer as poor, more than that of Ape and Alfa.
 Ape customer has rated service by dealer as average, more than Alfa and GC 1000
 COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON BASIS OF
BEHAVVIOUR OF DEALER

COMPANY E EXCELLENT
V VERY GOOD GOOD AVERAGE POOR
ALFA 0 7 11 5 2
APE 3 0 10 8 4
BAJAJ GC1000 0 2 7 7 9

INTERPRETATION:

 Ratings for behavior of dealer goes on decreasing from Alfa, Ape to GC 1000
respectively.
 Only Ape customer has rated behavior of dealer as excellent and no Ape customer has
rated it as very good.
 Alfa customer has rated behavior of dealer as very good and good, more than that of
GC 1000 and Ape.
 Number of Alfa customer who has rated behavior of dealer as average is less as
compared to GC 1000 and Ape.
 COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON BASIS OF
AESTHETICS

COMPANY E EXCELLENT VERY GOOD GOOD AVERAGE POOR

ALFA 0 8 17 0 0
APE 1 4 19 1 0
BAJAJ GC1000 1 5 18 1 0

INTERPRETATION:

 A liking of customer on the basis of aesthetics goes on decreasing from GC 1000,

Alfa to Ape.
 No customer has rated aesthetics as poor.
 No Alfa customer has rated aesthetics as excellent and average.
 Most of customer rated aesthetics as good.

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON BASIS OF

PRICE OF VEHICLE
 COMPANY E EXCELLENT VERY GOOD GOOD AVERAGE POOR
ALFA 0 2 17 5 1
APE 0 5 13 7 0
BAJAJ GC1000 0 3 15 5 2

INTERPRETATION:

 The entire customer has rated price of vehicle nearly same.

 No customer has rated it as excellent.
 Ape customer has not rated price of vehicle as poor.

COMPARISON OF ALFA, APE AD GC1000 ON BASIS OF SUGGESTION TO FRIEND-

 Vehicle Yes No
Alfa 21 4
Ape 24 1
GC 1000 20 5

INTERPRETATION:

 86.66% of vehicle owners will suggest same vehicle to their friends.

 Customer who will not suggest same vehicle to friend goes on increasing from Ape,
Alfa to GC1000

COMPARISON OF ALFA, APE AD GC1000 ON BASIS OF SELLING VEHICLE-

VEHICLE YES NO
 ALFA 2 23

APE 0 25

GC1000 2 23

INTERPRETATION:

 94.66% of customers are not interested in selling their vehicle.

 No Ape customer is interested to sell his vehicle as compared to Alfa and GC 1000

COMPARISON OF ALFA, APE, GC1000 CUSTOMER ON THE BASIS OF LOAN OF

VEHICLE-
 VEHICLE YES NO
ALFA 2 23
APE 10 15
GC1000 12 13

INTERPRETATION:

 68% of customers vehicle are not loan free.

 Availability of Finance plays an important role in buying of vehicle.

SOURCES OF INFORMATION REGARDING VEHICLE-

SOURCE NUMBER OF RESPONDANTS

 FRIEND 20
MECHANIC 12
DEALER 68
ADVERTISEMENT 5

INTERPRETATION:

 65% OF customer came to know about vehicle from dealer.

 Advertisement role in informing customer about vehicle is very less.
 Friend and Mechanic also play an important role in buying behavior of vehicle.

SUGGESTION:

 More incentive for sales person so as salesperson will try to maximize sales in
orders to get more Incentive.
 Advertisement at local level such as radio, local NEWS paper hoardings ad by
distributing leaflets. Many three wheeler owners don’t get time to watch T.V. Hence
such customer should be targeted.

 Mechanic training and making them aware of company’s product. Mechanic will
help to increase sell of company’s product as he

 Play’s the role of influencer.

 Mechanic training at various places and opening authorized

 Service center. Generally three wheeler owner’s want their vehicle to

 Get serviced immediately. They don’t want to give their vehicle for

 Service for a day or two at dealer outlet. This service if provided will

 Help to increase the sell of vehicle.

 Spare parts should be made available in market. During servicing or break down of
vehicle if spare parts are made available, will increase customer satisfaction and
indirectly to have a good word of mouth about vehicle.

 Daily report from sales person Sales person will be bounded to work regularly and
will work sincerely.

 More discounts. After giving discounts on Alfa there is a price difference of Rs-
2000 between Ape and Alfa. So more discounts should be given in order to shorten
price gap.

 Network Marketing through existing customer. Only three sales people for whole of
district. Network marketing will help to increase sell by

 giving some gifts or money to existing customer who brings or help to sell a

 Vehicle.

 Leaflets to be distributed during exchange mela or demo show should be in local

language only. People are able to understand the features given in leaflet more
effectively in local language rather than in English language.
 Leaflet to be distributed should contain contact number of the sales

 Person of that area. People will be able to contact sales person directly.

 Vehicle name should be highlighted on vehicle as Ape is doing so by highlighting

name “Piaggio Ape” on doors. This will help to recognize vehicle easily and
customers will come to know about vehicle easily.

 It should not be made compulsory for sales person to give finance of a

 Particular finance company to customer. Consumer’s are having knowledge

 of various finance and their rate of interest. If given choice of only

 one finance they tend to switch to competitors product, if they consider rate

 of interest high.

 Contact number of area sales manager of company should be displayed at

showroom or given to customer when demanded. Customer can directly contact to
area sales manager if his problems are not solved at dealer outlet.

CHAPTER V

5.1 FINDING & CONCLUSION

  Piaggio Ape sale is more as compared to that of Champion Alfa and Bajaj GC 1000.
 A low sale of Alfa is mainly due to its more price and late launch as compared to
Ape.
 Ape customers perceive it as a good vehicle and vehicle which has given good
value. This result in good word of mouth which helps to increase its sale.
 Customer perceives Alfa a good vehicle due to Mahindra brand associated with it.
 Reduction in price of Alfa is main strategy to increase its sale.
 Main use of three wheeler buyed is for agricultural product transportation and for
giving it on hire. Very few people buy it for private use.

5.2 BLIOGRAPHY

BOOKS REFERRED:
Marketing Management -Philip Kotler.
Marketing Management - Dr. Rajan Saxena.
Research Methodology - C R Kothari.

WEBSITES REFFERRED:

www.mahindra.com
www.tatamotors.com
www.bajajauto.com
http://auto.indiamart.com

ANNEXURE VI
Questionnaire

Customer satisfaction survey for champion alpha

Name :-
Address :-
Contact No:-
___________________________________________________________________________________________
Q1. Which Three Wheeler do you own?
A) Champion Alfa B) Piaggio Ape C) Bajaj GC 1000
Q2. Which kind of ownership do you have?
A) First Hand B) Second Hand
Q3.For how many years you are using the vehicle?
A) 0 to 1 year B) 1to 2 year C) 2to 3 year D) 3 and above
Q4.Mileage given by the vehicle-
A) 25 B) 30 C) Above 30
Q5.From where did you get information about this vehicle?
A) Advertisement B) Friend C) Mechanic D) Any other-
Q.6 How will you rate following factors concerned with vehicle?
You own-
Excellent Very Good Good Average Poor
Mileage
Consistency
Pick up
Load bearing capacity
Maintenance
Price
Availability of spare parts
Cost of Spare parts
Service by dealers
Behavior of dealers
Aesthetics

Q7 Are you thinking of selling the vehicle?

A) Yes B) No
Q8.Will you suggest the same vehicle to your Friend?
A) Yes B) No
Name of your Friend:
Contact number:

Q9. Any Suggestion (Modification) regarding the vehicle?

__________________________________________________________________________________________
Q10.Whether vehicle is loan free- A) Yes B) No