A

Project Study Report

On
Training Undertaken at

Jamu Automobiles Pvt. Ltd., Sikar

Titled

“Study of Customer Relationship Management in Maruti Suzuki

India Ltd.”

Submitted in partial fulfillment for the

Award of degree of

Bachlor of Business Administration

Submitted By: - Submitted To:-

Anil kumar
BBA Part 3rd

2010-2011

ARYA Institute of Engineering & Technology, kukas Jaipur

Preface

The Summer Training of a management student plays an important role to develop him as
a well, groomed professional. It is a golden opportunity for him to give the theoretical
concepts a practical shape in the field of application. It gives him an idea of dynamic and
versatile professional world as well as an exposure to the intricacies and complexities of
corporate world.

This project has been prepared in the fulfillment of the degree of Master of Business
Administration (Rajasthan Technical University, Kota). I have tried my best to present the
best for my project title “STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT IN
MARUTI SUZUKI INDIA LTD.” under the able guidance of Mr. PRAMOD MUKA
(GENERAL MANAGER) and Miss Shipra Sharma (Assistant professor) Sri Balaji College of
Engineering & Technology, Jaipur

SANDEEP SHARMA

2
Acknowledgement

I express my sincere thanks to my project guide, Mr. Pramod Mauka, General Manager,
Jamu Automobiles Pvt. Ltd., Sikar, for guiding me right from the inception till the successful
completion of the project. I sincerely acknowledge them for extending their valuable
guidance, support for literature, critical reviews of project and the report and above all the
moral support he had provided to me with all stages of this project.
I would also like to thank the supporting staff of M.B.A. Dept. Miss Shipra Sharma help and
cooperation throughout our project.

(Signature of Student)

Anil kumar

3
Executive summary
I have done my project on the study of “Customer Relationship Management in MARUTI
SUZUKI INDIA Ltd.” in the duration of one and half month.
The summer training of a management student plays an important role to develop him into
a well-groomed professional. It gives the critical concept a practical shape in a field of
application. It gives an idea of dynamic& versatile professional world as well as exposure to
the intricacies & complexities of corporate world.
My summer training for one and half month in Jamu Automobiles Pvt. Ltd, Sikar was a
learning experience to see how the company provides its products & services to its existing
& potential customer & consistently keep an eye on its customer service quality in order to
thoroughly work upon attaining the customer satisfaction & maintaining long term customer
commitment and relationship.
In last one and half month of exposure I learnt a lot on various aspects of organizational
structure, department, customer services, communication & their impact.
It was real interesting experience & enjoyed every part of it. Implementation of the
suggestions & finding via surveys which are feasible at a very rapid speed is a major
highlight of this project.
At present, car penetration in India is about 7 cars per 1000 people, which is even less than
some of our neighboring countries. There is also a large population of two wheeler owners,
who would naturally upgrade to an entry-level car. Therefore there is large latent demand
for passenger cars waiting to be tapped. The compact cars will continue to dominate the
passenger car industry in India
In the study of project I observed that the maruti provide the better product & services to the
customer and fulfills the need of the customer .

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CONTENTS

1. Introduction to the Industry 1

2. Introduction to the organization 35
3. Research Methodology 44
3.1 Title of the study 45
3.2 Duration of the project 46
3.3 Objective of study 46
3.4 Type of Research 47
3.5 Sample size and method of selecting sample 48
3.6 Scope of study 50
3.7 Limitation of study 50
4. Facts and Findings 51
5. Analysis and interpretation 54
6. SWOT 56
7. Conclusion 58
8. Recommendation and suggestions 59
9. Appendix

10. Bibliography

5
6
THE CAR
The birth of the car as we know it today occurred over a period of years. It was only in 1885
that the first real car rolled down on to the streets. The earlier attempts, though successful,
were steam powered road-vehicles.
The first self-propelled car was built by Nicolas Cugnot in 1769 which could attain speeds of
up to 6 kms/hour. In 1771 he again designed another steam-driven engine which ran so fast
that it rammed into a wall, recording the world’s first accident.
In 1807 Francois Isaac de Rivaz designed the first internal combustion engine. This was
subsequently used by him to develop the world’s first vehicle to run on such an engine, one
that used a mixture of hydrogen and oxygen to generate energy.
This spawned the birth of a number of designs based on the internal combustion engine in
the early nineteenth century with little or no degree of commercial success. In 1860
thereafter, Jean Joseph Etienne Lenoir built the first successful two-stroke gas driven
engine. In 1862 he again built an experimental vehicle driven by his gas-engine, which ran
at a speed of 3 kms/hour. These cars became popular and by 1865 could be frequently
espied on the roads.
The next major leap forward occurred in 1885 when the four stroke engine was devised.
Gottileb Damlier and Nicolas Otto worked together on the mission till they fell apart. Daimler
created his own engines which he used both for cars and for the first four wheel horseless
carriage. In the meanwhile, unknown to them, Karl Benz, was in the process of creating his
own advanced tri-cycle which proved to be the first true car. This car first saw the light of
the day in 1886.
The season of experiments continued across the seas in the United States where Henry
Ford began work on a horseless carriage in 1890. He went several steps forward and in
1896, completed his first car, the Quadricycle in 1896. This was an automobile powered by
a two cylinder gasoline engine. The Ford Motor Company was launched in 1903 and in
1908 he catapulted his vehicle, Model T Ford to the pinnacle of fame. Continuing with his
innovations, he produced this model on a moving assembly line, thus introducing the
modern mass production techniques of the automobile industry.

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STORY OF CARS
With the invention of the wheel in 4000 BC, man’s journey on the road of mechanized
transport had begun. Since then he continually sought to devise an automated, labor saving
machine to replace the horse. Innumerable attempts reached conclusion in the early 1760s
with the building of the first steam driven tractor by a French Captain, Nicolas Jacob
Cugnot.
It was however left to Karl Benz and Gottlieb Damlier to produce the first vehicles powered
by the internal combustion engine in 1885. It was then that the petrol engine was
introduced, which made the car a practical and safe proposition. The cars in this period
were more like the cars on our roads today. With cars came the era of speed.
The first ever land-speed record was established about a 100 years back, in 1898. Count
Gaston de Chasseloup-Laubat of France drove an electric car (in Acheres near Paris) at a
speed of 39.24 miles per hour. This flagged off the era of ‘wheels racing’, which lasted till
1964, after which jet and rocket -propelled vehicles were allowed.
Then onwards, it has been one big journey...on the roads.

EVENTS AND MILESTONES

A behind- the- scenes look into the making of one of India's most vibrant industries. The
landmarks along the way...
1928- The first imported car was seen on Indian roads
1942- Hindustan Motors incorporated
1944- Premier automobiles started
1948- First car manufactured in India
1953- The Government of India decreed that only those firms which have a manufacturing
program should be allowed to operate.
1955- Only seven firms, namely, HM, API, ALL, SMPIL, PAL, M& M and TELCO received
approval.
1960 - 1970 - The two, three wheeler industry established a foothold in the Indian scenario.
1970 - 1980 - Not much change was witnessed during this period. The major factors
affecting the industry were the implementation of the MRTP Act (Monopolies and Trade

8
Restrictive Practices Act), FERA (Foreign Exchange Regulation Act) and the Oil Shock of
1973 and 1979.
1980 - 1990 - The first phase of liberalization was announced by the Govt. -With the
liberalization of the Government's protectionist policies, the advantages hitherto enjoyed by
the Indian car manufacturers like monopoly, oligopoly, slowly began to disappear.
This period is also marked by the entry of a large number of firms in the market. 4
Japanese manufacturers entered the Commercial Vehicle and Two- Wheeler market.
The Government agreed to the demand for allowing foreign collaboration in the automobile
sector.
The industry witnessed a resurgence due to major policy changes like relaxation in MRTP
and FERA, delicensing of some ancillary products, broad banding of the products and
modification in the licensing policy. Also, the concessions it gave to the private sector and
the new foreign collaboration policy, all resulted in higher growth and better performance of
the industry than in the earlier decades.
The Government of India tied up with Suzuki Inc. of Japan which produced India's most
successful car- the Maruti.
1991 - Under the Govt.'s new National Industrial Policy, the license raj was dispensed with,
and the automobile industries were allowed to expand freely.
1993 - With the winds of liberalization sweeping the Indian car market, many multinationals
like Daewoo, Peugeot, general Motors, Mercedes-Benz and Fiat came into the Indian car
market.
1997 - The National Highway Policy was announced which will hopefully have a positive
impact on the automobile industry. The Government also laid down the emission standards
to be met by car manufacturers in India in the coming millennium. There were two
successively stringent emission levels to be met by April 2000 and April 2005, respectively.
These norms were benchmarked on the basis of those already adopted in Europe, hence
the names Euro I (equivalent to India 2000) and the Indian equivalent of Euro II.
1999 - The Hon’ble Supreme Court passed an order directing all car manufacturers to
comply with Euro I emission norms (India 2000 norms) by the 1st of May, 1999 in National
Capital Region(NCR) of Delhi. The deadline was later extended to 1st June, 1999.

9
AUTOMOBILE HISTORY
During the 1920s, cars exhibited design refinements such as balloon tires, pressed-
steel wheels, and four-wheel brakes.

IN BRIEF
The origin of automobile is not certain. In this section of automobile history, we will only
discuss about the phases of automobile in the development and modernisation process
since the first car was shipped to India. We will start automotive history from this point of
time.
The automobile industry has changed the way people live and work. The earliest of modern
cars was manufactured in the year 1895. Shortly the first appearance of the car followed in
India. As the century truned, three cars were imported in Mumbai (India). Within decade
there were total of 1025 cars in the city.
The dawn of automobile actually goes back to 4000 years when the first wheel was used for
transportation in India. In the beginning of 15th century Portuguese arrived in China and the
interaction of the two cultures led to a variety of new technologies, including the creation of
a wheel that turned under its own power. By 1600s small steam-powered engine models
was developed, but it took another century before a full-sized engine-powered vehicle was
created.
The actual horseless carriage was introduced in the year 1893 by brothers Charles and
Frank Duryea. It was the first internal-combustion motor car of America, and it was followed
by Henry Ford's first experimental car that same year.
One of the highest-rated early luxury automobiles was the 1909 Rolls-Royce Silver Ghost
that featured a quiet 6-cylinder engine, leather interior, folding windscreens and hood, and
an aluminum body. It was usually driven by chauffeurs and emphasis was on comfort and
style rather than speed.
During the 1920s, the cars exhibited design refinements such as balloon tires, pressed-
steel wheels, and four-wheel brakes. Graham Paige DC Phaeton of 1929 featured an 8-
cylinder engine and an aluminum body.
The 1937 Pontiac De Luxe sedan had roomy interior and rear-hinged back door that suited
more to the needs of families. In 1930s, vehicles were less boxy and more streamlined than
their predecessors. The 1940s saw features like automatic transmission, sealed-beam
headlights, and tubeless tires.

10
The year 1957 brought powerful high-performance cars such as Mercedes-Benz 300SL. It
was built on compact and stylized lines, and was capable of 230 kHz (144 mph).
This was the Indian automobile history, and today modern cars are generally light,
aerodynamically shaped, and compact.

AUTOMOBILE INDUSTRY
India is the second-biggest market for small cars after Japan. It accounts for 60% of
the domestic market.

CURRENT SCENARIO
• India represents one of the largest two-wheeler markets in the world, with an
estimated size of 5.4 million units a year.
• India is the two-wheeler capital of Asia with an average of 27 two-wheelers per
thousand people, compared to China's 8 two-wheelers per thousand people.
• India became the fastest growing car market in the world in 2004, growth rate of
20%.

OVERVIEW
Snippets
• India is being recognized as potential emerging auto market.
• Foreign players are adding to their investments in Indian auto industry.
• Passenger vehicles sales crossed the mark of 1 million in 2004-05.
• Automobile industry expert predicts that by 2050 every sixth car in the world will be
for Indians.
• 2/3rd of auto component production is consumed directly by OEMs.

11
 FACTS & FIGURES
It seems that India has finally arrived in the big league of Asian car markets. Steady and
impressive annual growth rate, presence of international automakers, relaxation of
foreign exchange and equity regulations, reduction of tariffs on imports and few others
are the components of its booming auto market. The country has now come to be
recognized as a potential emerging auto market. The perception of foreign investors
has changed, everybody wanting to be here.
For the first time, in the financial year end in 2005, the total sales of passenger vehicles -
cars, utility vehicles and multi-utility vehicles - crossed the one-million mark to touch
1.06 million, with exports of 166,000 vehicles. Study says that by 2010 India will take
over Germany in sales volumes and Japan by 2012. And by 2050, Indians will buy
every sixth car produced in the world.
Apart from serving the domestic market, the auto sector has turned as a sourcing base for
the global auto majors. The auto component market is also in its full swing. As per the
research of RNCOS, one of the leading industry firms, the Indian automobile
component industry is estimated to triple from USD 63 billion to USD 190 billion within
a span of six years by 2012.

ADVENT OF CARS IN INDIA

From the singsong rhythm of the bullock cart to the jet-age, India has traveled a long way.
An average Indian’s dream car may not be the design-savvy Honda or the stately
limousine, but he sure can dream, and afford, the Maruti now.
It was in 1898 that the first motorcar rode down India’s roads. From then till the First World
War, about 4,000 cars were directly imported to India from foreign manufacturers. The
growing demand for these cars established the inherent requirements of the Indian market
that these merchants were quick to pounce upon.
The Hindustan Motors (HM) was set up in 1942 and in 1944, Premier Autobackmobile
(PAL) was established to manufacture automobiles in India. However, it was PAL who
produced the first car in India in 1946, as HM concentrated on auto components and could
produce their first car only in 1949.
It was left to another company, Mahindra and Mahindra (M&M) to manufacture sturdier
utility vehicles, namely the American Jeep.

12
In the 50s, the Government of India granted approval to only 7 car dealers to operate in
India - HM, API, ALL, SMPIL, PAL, M&M and Telco.
The protectionist policies continued to remain in place. The 60s witnessed the
establishment of the two-three wheeler industry in India and in the 70s, things remained
much the same.
Since the 80s, the Indian car Industry has seen a major resurgence with the opening up of
Indian shores to foreign manufacturers and collaborators.
The 90s have become the melting point for the car industry in India. The consumer is king.
He is being constantly wooed by both the Indian and foreign manufacturers. Though sales
had taken a dip in the first few months of 1999, it is back to boom time. New models like
Maruti’s Classic, Alto, Station Wagon, Ford’s Ikon, the new look Mitsubishi Lancer are all
being launched with an eye on the emerging market.
In these last years of the millennium, suffice it is to say that Indian cars will only grow from
strength to strength.

AUTOMOBILE INDUSTRY IN INDIA

A well developed transport network indicates a well developed economy. For rapid
development a well-developed and well-knit transportation system is essential. As India's
transport network is developing at a fast pace, Indian Automobile Industry is growing too.
Also, the Automobile industry has strong backward and forward linkages and hence
provides employment to a large section of the population. Thus the role of Automobile
Industry cannot be overlooked in Indian Economy. All kinds of vehicles are produced by the
Automobile Industry. India Automobile Industry includes the manufacture of trucks, buses,
passenger cars, defense vehicles, two-wheelers, etc. The industry can be broadly divided
into the Car manufacturing, two-wheeler manufacturing and heavy vehicle manufacturing
units.
The major Car manufacturer are Hindustan Motors, Maruti Udyog, Fiat India Private Ltd.,
Ford India Ltd ., General Motors India Pvt. Ltd., Honda Siel Cars India Ltd.,Hyundai Motors
India Ltd., Skoda India Private Ltd., Toyota Kirloskar Motor Ltd., to name a few.
The two-wheeler manufacturing is dominated by companies like TVS, Honda Motorcycle &
Scooter India (Pvt.) Ltd., Hero Honda, Yamaha, Bajaj, etc. The heavy motors like buses,
trucks, defense vehicles, auto rickshaws and other multi-utility vehicles are manufactured
by Tata-Telco, Ashok Leyland, Eicher Motors, Bajaj, Mahindra and Mahindra, etc.

13
INDIAN AUTOMOBILE INDUSTRY ESTIMATION
Estimated turnover USD 12 billlion, plus components revenue USD 3 billion, this is the
vastness of Indian automobile industry. Industry analysts predict this industry to touch USD
13000 million mark by 2010, a cumulative growth of 9.5% annually. It is said that for every
Re 1 spent, the auto sector returns Rs. 2.24 to the Indian economy.

ARS BY PRICE RANGE

• Maruti 800, Alto, Omni

Under Rs. 3 Lakhs
• Reva
• Ambassador
• Fiat Palio
• Hyundai Santro, Getz
• Chevrolet Opel Corsa
Rs. 3-5 Lakhs
• Maruti Zen, Wagon R, Versa, Esteem, Gypsy
• Ford Icon & Fiesta
• Tata Indica, Indigo
• Mahindra Bolero
• Chevrolet Swing, Optra, Tavera
• Hyundai Accent, Elantra
• Mahindra Scorpio
• Maruti Baleno
Rs. 5-10 Lakhs
• Toyota Corolla, Innova
• Tata Safari
• Mitsubishi Lancer, Lancer Cedia
• Honda City
• Ford Mondeo & Endeavour
• Chevrolet Forester
Rs. 10-15 Lakhs
• Skoda Octavia Classic & Combi
• Honda Civic & CR-V
Rs. 15-30 Lakh • Maruti Suzuki Grand Vitara
• Hyundai Sonata Embera, Terracan & Tucson

14
 • Mitsubishi Pajero
• Audi A4
• Opel Vectra
• Honda Accord
• Mercedes C Class
• Toyota Camry
• Audi A6, A8 & TT
• BMW X5, 5 Series & 7 Series
Rs. 30-90 Lakhs • Mercedes E Class, S Class, SLK, SL & CLS-Class
• Porsche Boxster, Cayenne, 911 Carrera & Cayman S
• Toyota Prado
• Bentley Arnage, Continental GT & Flying Spur
Above Rs. 1 Crore • Rolls Royce Phantom
• Maybach

The segregation is made on Ex-Showroom price of base models.

The following links will give you the complete picture of Indian Auto Industry:

The first auto vehicle rolled out in India at the end of 19th century.
Today, India is the the 2nd largest tractor and 5th largest commercial
Automobile History vehicle manufacturer in the world. Hero Honda with 1.7M
motorcycles a year is now the largest motorcycle manufacturer in the
world.
On the cost front, OEMs eyeing India in a big way to source products
and components at significant discounts to home market. On the
Industry Investment
revenue side, OEMs are active in the booming passenger car market
in India.
The passenger car and motorcycle segment in Indian auto market is
Industry Growth growing by 8-9 per cent. The two-wheeler segment will clock 11.5%
rise by 2007. Commercial vehicle to grow by 5.2 per cent.
India is the 11th largest Passenger Cars producing countries in the
world and 4th largest in Heavy Trucks. Maruti Udyog Ltd. is the leading
Vehicle Production
4-wheelers manufacturer. Hero Honda is the leading 2-wheelers
manufacturer.
15
 Passenger vehicle exports have grown over five times and two-
wheeler exports have reached more than double. Exports of auto
Auto Export
components, whose manufacturing costs are 30-40 per cent lower
than in the West, have grown at 25% a year between 2000 to 2005.
Hero Honda is the largest manufacturer of motorcycles. Hyundai
Motors India is the second largest player in passenger car market.
Auto Companies
Tata Motors is the fifth largest medium & heavy commercial vehicle
manufacturer in the world.
Know about the number of vehicles registered as Transport or Non-
Vehicle Distribution
Transport in the Indian states and Union Territories.
Get all the contact details of Automobile Association of Upper India
(AAUI), Automotive Research Association of India (ARAI),
Associations
Automobile Association of Southern India (AASI), Automotive
Component Manufacturers Association of India (ACMA) and more.

16
17
 Maruti Udyog Ltd. India
Maruti Udyog Ltd

Type Public (BSE MARUTI, NSE MARUTI)

Founded 1981
Headquarters Gurgaon, Haryana, India
Shinzo Nakanishi, Chairman
Key people
Jagdish Khattar, MD
Industry Automotive
Maruti
Products
Suzuki
Revenue $2.5 billion (2005)
Employees 3,334
Slogan Count on us.
Website http://www.marutiudyog.com/

Maruti Udyog Limited is a publicly listed Automaker in India. It is a leading four-wheeler

automobile manufacturer in South Asia. Suzuki Motor Corporation of Japan and Indian
organizations jointly hold the company. It was the first company in India to mass-produce
and sell more than a million cars. It is largely credited for having brought in an automobile
revolution to India. It is the market leader in India. On 17 September, 2007, Maruti Udyog
was renamed to Maruti Suzuki India Limited. The company's headquarters remain in
Gurgaon, near New Delhi.

COMPANY FLASHBACK
Maruti Udyog Limited (MUL), established in 1981, had a prime objective to meet the
growing demand of a personal mode of transport, which is caused due to lack of efficient

18
public transport system. The incorporation of the company was through an Act of
Parliament.
Suzuki Motor Company of Japan was chosen from seven other prospective partners
worldwide. Suzuki was due not only to its undisputed leadership in small cars but also to
commitments to actively bring to MUL contemporary technology and Japanese
management practices (that had catapulted Japan over USA to the status of the top auto
manufacturing country in the world).
A licence and a Joint Venture agreement were signed between Government of India and
Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982.
The objectives of MUL then are as cited below:
• Modernization of the Indian Automobile Industry.
• Production of fuel-efficient vehicles to conserve scarce resources.
• Production of large number of motor vehicles which was necessary for economic
growth.
In 2001, MUL became one of the first automobile companies, globally, to be honoured with
an ISO 9000:2000 certificate. The production/ R&D are spread across 297 acres with 3
fully-integrated production facilities. The MUL plant has already rolled out 4.3 million
vehicles. The fact says that, on an average two vehicles roll out of the factory in every
single minute. The company takes approximately 14 hours to make a car. Not only this, with
range of 11 models in 50 variants, Maruti Suzuki fits every car-buyer's budget and any
dream

MARUTI UDYOG LIMITED

The company entered into collaboration with Suzuki Motor Corporation of Japan to
manufacture cars. Maruti is the highest volume car manufacturer in Asia, outside Japan and
Korea. Despite there being 11 companies now in the passenger car market in India, Maruti
holds about 60% of the total market share.
Maruti Udyog Limited, the largest Car selling company in India, has many unique Service
advantages for the customers. It has bagged the First Position in JD Power Customer
Satisfaction Index for the consecutive two years. The company has also ranked highest in
the India Sales Satisfaction Study.

MODELS OF MARUTI CARS

MODEL TYPE

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Maruti 800 Small
• Maruti 800 STD BS III
• Maruti 800 AC BS III
Omni Small
• 5 seater Maruti Omni
• 8 seater Maruti Omni
• LPG Maruti Omni
Maruti Alto Small
• Alto
• Alto Lx
• Alto Lxi
Maruti Zen Estilo Mid-Size
• Maruti Zen Estilo Lx
• Maruti Zen Estilo Lxi
• Maruti Zen Estilo Vxi
Wagon R Mid-Size
• WagonR Lx
• WagonR Lxi
• WagonR Vxi
• WagonR Ax
• WagonR Duo
Versa Mid-Size
• 5 seater
• 8 seater ( DX & DX2)
Maruti Esteem Mid-Size
• Maruti Esteem Lx
• Maruti Esteem Lxi
• Maruti Esteem Vxi
Baleno Mid-Size
• Baleno Sedan VXi
• Baleno Sedan LXi
Swift Mid-Size
• Swift LXi
• Swift VXi
• Swift ZXi
Maruti Zen Classic Mid-Size
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Maruti Gypsy SUV
• Hard top
• Soft top
Maruti SX4 Mid-Size
• Maruti SX4 Vxi
• Maruti SX4 Zxi
Grand Vitara SUV

Maruti Suzuki India Ltd.

BUSINESS DESCRIPTION
Maruti Suzuki India Ltd Formerly known as Maruti Udyog Limited. The Group's principal
activity is to manufacture, purchase and sale of Motor Vehicles and Spare parts. The Group
is a subsidiary of Suzuki Motor Corporation. The other activities of the Group comprises of
facilitation of Pre-Owned Car Sales, Fleet Management and Car Financing.
The Group also provides services like framing of customized car policies, economical
leasing of cars, maintenance management, registration and insurance management,
emergency assistance and accident management. The product range includes ten basic
models with more than 50 variants. The Group has operations in over 312 cities with more
than 500 outlets and also exports cars to other countries
December 1983 heralded a revolution in the Indian car industry. Maruti collaborated with
Suzuki of Japan to produce the first affordable car for the average Indian. At this time, the
Indian car market had stagnated at a volume of 30,000 to 40,000 cars for the decade
ending 1983. This was from where Maruti took over.
The sales figure for the year 1993 reached up to 1, 96,820. The company reached a total
production of one million vehicles in March 1994 becoming the first Indian Company to
cross this milestone. It crossed the two million mark in 1997.
India's largest automobile company, Maruti entered the Indian car market with the avowed
aim to provide high quality, fuel - efficient, low - cost vehicles. Its cars operate on Japanese

21
technology, adapted to Indian conditions and Indian car users. Maruti comes in a variety of
models in the 800 segment.
To fend off growing competition, Maruti has recently completed a Rs. 4 billion expansion
project at the current site, which has increased the total production capacity to over
3,20,000 vehicles per annum. It has further plans to modernize the existing facilities and to
expand its capacity by 1, 00,000 units in the year 1998-99. The total production of the
company will exceed 4, 00,000 vehicles per year.
In the small car segment it produces the Maruti 800 and the Zen.
The big car segment includes the Maruti Esteem and the Maruti 1000.
It also manufactures the Maruti Omni.
The latest addition to the Maruti stable is the Classic, billed as the car that will
lead the way to the next millennium. Other models on their way include
the Wagon R and the Baleno.

First Customer

Mr. Harpal Singh, Maruti’s first customer, proudly received the keys of the Maruti 800 car
from the Prime Minister Smt. Indira Gandhi on December 14, 1983.

Car Market Scenario

When Maruti began operations in 1983, there were only two other car companies in India
and the total size of the Indian passenger car market was a measly 40,000 units per year.
From the start, Maruti caught the imagination of Indian car customers and launched four
new models, including a hatchback, a mini multipurpose van, an entry sedan and a SUV,
over the next decade. Each of these models was an instant draw with the Indian
consumers. Suzuki Motor Corporation increased its stake on two occasions (26>> 40 >> 50
>> controlling stake and brought it to 50 per cent in the mid 1990s (and to 54% with
privatization in 2002).

22
Maruti Suzuki Today
More than half the cars sold in India are Maruti cars. The company is a subsidiary of Suzuki
Motor Corporation, Japan, which owns 54.2 per cent of Maruti. The rest is owned by the
public and financial institutions. We are listed on the Bombay Stock Exchange and National
Stock Exchange in India.
During 2006-07, Maruti Suzuki sold about 675,000 cars, of which 39,000 were exported. In
all, over six million Maruti cars are on Indian roads since the first car was rolled out on
December 14, 1983.
Maruti Suzuki offers 10 models, ranging from the people’s car, Maruti 800, for less than Rs
200,000 ($ 5000) ex-showroom to the premium sedan SX 4 and luxury SUV, Grand Vitara.
Suzuki Motor Corporation, the parent company, is a global leader in mini and compact cars
for three decades. Suzuki’s technical superiority lies in its ability to pack power and
performance into a compact, lightweight engine that is clean and fuel efficient.
Maruti is clearly an “employer of choice” for automotive engineers and young managers
from across the country. Nearly 75,000 people are employed directly by Maruti and its
partners.
The company vouches for customer satisfaction. For its sincere efforts it has been rated (by
customers) first in customer satisfaction among all car makers in India for seven years in a
row in annual survey by J D Power Asia Pacific.
Maruti Suzuki was born as a government company, with Suzuki as a minor partner, to make
a people’s car for middle class India. Over the years, the product range has widened,
ownership has changed hands and the customer has evolved. What remains unch
Partner for the Joint Venture
Pressure started mounting on Indira and Sanjay Gandhi to share the details of the progress
on the Maruti Project. Since country's resources were made available by mother to her
son's pet project. A delegation of Indian technocrats was assigned to hunt a collaborator for
the project. Initial rounds of discussion were held with the giants of the automobile industry
in Japan including Toyota, Nissan and Honda. Suzuki Motor Corporation was at that time a
small player in the four wheeler automobile sector and had major share in the two wheeler
segment. Suzuki's bid was considered negligible.
In the initial rounds of discussion the giants had their bosses present and in the later rounds
related to the technical discussions executives of these automobile giants were present.
Osamu Suzuki, Chairman and CEO of the company ensured that he was present in all the
rounds of discussion. Osamu in an article writes that it subtly massaged their (Indian
23
delegation) egos and also convinced them about the sincerity of Suzuki's bid. In the initial days
Suzuki took all steps to ensure the government about its sincerity on the project. Suzuki in
return received a lot of help from the government in such matters as import clearances for
manufacturing equipment (against the wishes of the Indian machine tool industry then and its
own socialistic ideology), land purchase at government prices for setting up the factory
Gurgaon and reduced or removal of excise tariffs.

24
Joint Venture Related Issues

An aerial view of the Gurgaon Facility

Relationship between the Government of India, under the United Front (India) coalition and
Suzuki Motor Corporation over the joint venture was a point of heated debate in the Indian
media till Suzuki Motor Corporation gained the controlling stake. This highly profitable joint
venture that had a near monopolistic trade in the Indian automobile market and the nature
of the partnership built up till then was the underlying reason for most issues. The success
of the joint venture led Suzuki to increase its equity from 26% to 40% in 1987, and further to
50% in 1992. In 1982 both the venture partners had entered into an agreement to nominate
their candidate for the post of Managing Director and every Managing Director will have a
tenure of five years
Initially R.C.Bhargava, was the managing director of the company since the inception of the
joint venture. Till today he is regarded as instrumental for the success of Maruti Udoyog.
Joining in 1982 he held several key positions in the company before heading the company
as Managing Director. Currently he is on the Board of Directors. After completing his five
year tenure, Mr. Bhargava later assumed the office of Part-Time Chairman. The
Government nominated Mr. S.S.L.N. Bhaskarudu as the Manging Director on August 27,
1997. Mr. Bhaskarudu had joined Maruti in 1983 after spending 21 years in the Public
sector undertaking Bharat Heavy Electricals Limited as General Manager. Later in 1987 he
was promoted as Chief General Manager, 1998 as Director, Productions and Projects,
1989 Director, Materials and in 1993 as Joint Managing Director.
The Suzuki Motor Corporation didn't attend the Annual General Meeting of the Board with
the reason of it being called on a short notice. Later Suzuki Motor Corporation went on
record to state that Mr. Bhaskarudu was "incompetent" and wanted some one else.
However the Ministry of Industries, Government of India refuted the charges. Media stated
from the Maruti sources that Bhaskarudu was interested to indigenise most of components
for the models including gear boxes especially for Maruti 800. Suzuki also felt that
Bhaskarudu was a proxy for the Government and would not let it increase its stake in the
25
venture. If Maruti would have been able to indigenise gear boxes then Maruti would have
been able to manufacture all the models without the technical assistance from Suzuki. Till
today the issue of localization of gear boxes is highlighted in the press.
The relation strained when Suzuki Motor Corporation moved to Delhi High Court to bring a
stay order against the appointment of Mr. Bhaskarudu.The issue was resolved in an out-of-
court settlement and both the parties agreed that R S S L N Bhaskarudu would serve up to
December 31, 1999, and from January 1, 2000, Jagdish Khattar, Executive Director of
Maruti Udyog Limited would assume charges as the Managing Director. Many politicians
believed, and had stated in parliament that the Suzuki Motor Corporation is unwilling to
localize manufacturing and reduce imports. This remains true, even today the gear boxes
are still imported from Japan and are assembled at the Gurgaon facility anged, then and
now, is Maruti’s mission to motorise India.

Industrial relations
For most of its history, Maruti Udyog had relatively few problems with its labour force. Its
emphasis of a Japanese work culture and the modern manufacturing process, first
instituted in Japan in the 1970s, was accepted by the workforce of the company without any
difficulty. But with the change in management in 1997, when it became predominantly
government controlled for a while, and the conflict between the United Front Government
and Suzuki may have been the cause of unrest among employees. A major row broke out
in September 2000 when employees of Maruti Udyog Ltd (MUL) went on an indefinite
strike, demanding among other things, revision of the incentive scheme offered and
implementation of a pension scheme. Employees struck work for six hours in October 2000,
irked over the suspension of nine employees, going on a six-hour tools-down strike at its
Gurgaon plant, demanding revision of the incentive-linked pay and threatened to fast to
death if the suspended employees were not reinstated. About this time, the NDA
government, following a disinvestments policy, proposed to sell part of its stake in Maruti in
a public offering. The Staff union opposed this sell-off plan on the grounds that the
company will lose a major business advantage of being subsidised by the Government.
The standoff with the management continued to December with a proposal by the
management to end the two-month long agitation rejected with a demand for reinstatement
of 92 dismissed workers, with four MUL employees going on a fast-unto-death. In
December the company's shareholders met in New Delhi in an AGM that lasted 30 minutes.
At the same time around 1500 plant workers from the MUL's Gurgaon facility were agitating
26
outside the company's corporate office demanding commencement of production linked
incentives, a better pension scheme and other benefits. The management has refused to
pass on the benefits citing increased competition and lower margins.

Services Offered
Sales of automobiles

The largest selling car from Maruti's stable, Maruti 800

In the order they were launched:
1Maruti 800: Launched 1983. Largest selling car in India, until 2004.
2Maruti Omni: Launched 1984.
3Maruti Gypsy: Launched 1985.
4Maruti 1000: Launched 1990
5Maruti Zen: Launched 1993 with a facelift in 2003.Production ended in 2006.
6Maruti Esteem:Launched 1994
7Maruti Wagon-R:Launched 1999 Modified 2006
8Maruti Baleno:Launched 1999. Production ended late 2006/early 2007.
9Maruti Alto:Launched 2000. Currently the largest selling car in India
10Maruti Grand Vitara:Launched 2003
11Maruti Grand Vitara XL-7
12Maruti Versa: Launched 2004
13Maruti Swift: Launched 2005
14Maruti Zen Estilo Launched in 2006
15Maruti Swift Diesel Launched in 2007
16Maruti Suzuki SX4 Launched in May 2007
27
17Maruti Grand Vitara Sports Utility Vehicle Launched in July 2007

AUTHORIZED SERVICE STATIONS

Maruti is one of the companies in India which has unparalleled service network. To ensure
the vehicles sold by them are serviced properly Maruti had 1545 listed Authorized service
stations and 30 Express Service Stations on 30 highways across India.
Service is a major revenue generator of the company. Most of the service stations are
managed on franchise basis, where Maruti trains the local staff. Other automobile
companies have not been able to match this benchmark set by Maruti. The Express Service
stations help many stranded vehicles on the highways by sending across their repair man
to the vehicle.

MARUTI INSURANCE
Launched in 2002 Maruti provides vehicle insurance to its customers with the help of the
National Insurance Company, Bajaj Allianz, New India Assurance and Royal Sundaram.
The service was set up the company with the inception of two subsidiaries Maruti Insurance
Distributors Services Pvt. Ltd and Maruti Insurance Brokers Pvt. Limited
This service started as a benefit or value addition to customers and was able to ramp up
easily. By December 2005 they were able to sell more than two million insurance policies
since its inception.

MARUTI FINANCE
To promote its bottom line growth, Maruti launched Maruti Finance in January 2002. Prior to
the start of this service Maruti had started two joint ventures Citicorp Maruti and Maruti
Countrywide with Citi Group and GE Countrywide respectively to assist its client in securing
loan. Maruti tied up with ABN Amro Bank, HDFC Bank, ICICI Limited, Kotak Mahindra,
Standard Chartered Bank, and Sundaram to start this venture including its strategic
partners in car finance. Again the company entered into a strategic partnership with SBI in
March 2003 Since March 2003, Maruti has sold over 12,000 vehicles through SBI-Maruti
Finance. SBI-Maruti Finance is currently available in 166 cities across India.
"Maruti Finance marks the coming together of the biggest players in the car finance
business. They are the benchmarks in quality and efficiency. Combined with Maruti

28
volumes and networked dealerships, this will enable Maruti Finance to offer superior
service and competitive rates in the marketplace".
— Jagdish Khattar, Managing director of Maruti Udyog Limited in a press conference
announcing the launch of Maruti Finance on January 7, 2002
Citicorp Maruti Finance Limited is a joint venture between Citicorp Finance India and Maruti
Udyog Limited its primary business stated by the company is "hire-purchase financing of
Maruti vehicles". Citi Finance India Limited is a wholly owned subsidiary of Citibank
Overseas Investment Corporation, Delaware, which in turn is a 100% wholly owned
subsidiary of Citibank N.A. Citi Finance India Limited holds 74% of the stake and Maruti
Udyog holds the remaining 26%. GE Capital, HDFC and Maruti Udyog Limited came
together in 1995 to form Maruti Countrywide. Maruti claims that its finance program offers
most competitive interest rates to its customers, which are lower by 0.25% to 0.5% from the
market rates.
MARUTI TRUEVALUE
Maruti True Value is a service offered by Maruti Udyog to its customers. It is a market place
for used Maruti Vehicles. One can buy, sell or exchange used Maruti vehicles with the help
of this service in India.

N2N FLEET MANAGEMENT

N2N is the short form of End to End Fleet Management and provides lease and fleet
management solution to corporates. Its impressive list of clients who have signed up of this
service include Gas Authority of India Ltd, DuPont, Reckitt Benckiser, Sona Steering,
Doordarshan, Singer India, National Stock Exchange and Transworld. This fleet
management service include end-to-end solutions across the vehicle's life, which includes
Leasing, Maintenance, Convenience services and Remarketing.

ACCESSORIES
Many of the auto component companies other than Maruti Udyog started to offer
components and accessories that were compatible. This caused a serious threat and loss
of revenue to Maruti. Maruti started a new initiative under the brand name Maruti Genuine
Accessories to offer accessories like alloy wheels, body cover, carpets, door visors, fog
lamps, stereo systems, seat covers and other car care products. These products are sold
through dealer outlets and authorized service stations throughout India.

29
MARUTI DRIVING SCHOOL
As part of its corporate social responsibility Maruti Udyog launched the Maruti Driving
School in Delhi. Later the services were extended to other cities of India as well. These
schools are modelled on international standards, where learners go through classroom and
practical sessions. Many international practices like road behaviour and attitudes are also
taught in these schools. Before driving actual vehicles participants are trained on
simulators.
"We are very concerned about mounting deaths on Indian roads. These can be brought
down if government, industry and the voluntary sector work together in an integrated
manner. But we felt that Maruti should first do something in this regard and hence this
initiative of Maruti Driving Schools."
— Jagdish Khattar, at the launch ceremony of Maruti Driving School, Bangalore

EXPORTS
Maruti Exports Limited is the subsidiary of Maruti Udyog Limited with its major focus on
exports and it does not operate in the domestic Indian market. The first commercial
consignment of 480 cars were sent to Hungary. By sending a consignment of 571 cars to
the same country Maruti crossed the benchmark of 3,00,000 cars. Since its inception export
was one of the aspects government was keen to encourage. Every political party expected
Maruti to earn foreign currency.
Angola, Benin, Djibouti, Ethiopia, Europe, Kenya, Morocco, Sri Lanka, Uganda, Chile,
Guatemala, Costa Rica and El Salvador are some of the markets served by Maruti Exports

THE CUSTOMER
Our client Maruti Udyog Limited (MUL) does not need a formal introduction, a subsidiary of
Suzuki Motor Corporation of Japan, has been the leader of the Indian car market for about
two decades.

30
THE BACKGROUND
To facilitate the corporate sales of MUL cars using the relationship management approach
through Leasing and Fleet Management as two products, MUL launched a service named
N2N Fleet Management Solution.
Through tie ups with other service providers like insurance company, replacement car
service provider, and manpower service provider MUL presented a common face to the end
client with a whole gamut of services.
End-to-end backups/solutions across the vehicle’s life like: Leasing, Maintenance,
Convenience services and Remarketing are some of the key services being offered by
MUL. MUL choose Binary Semantics to provide necessary IT support for their N2N Fleet
Management solution.

THE CHALLENGES
MUL needed a complete B-2-B solution, in the form of a common platform, for all the
partners, clients and respective MUL departments. And because this service included
interaction and data exchange between multiple organizations, safety and security of data
became vital - not only with regards to MUL, but also for partners and customers.
Furthermore, stringent performance criteria and deadlines were the other challenges
involved in the project.

THE SOLUTION
After a rigorous requirement and business process analysis, Binary’s Automobile Fleet
Management System came into shape.
The system was based on a modular architecture so that different users [customers,
partners, vendors and MUL] can use the modules as per their requirements. Scalability,
security and flexibility were the key issues kept in mind while designing and developing of
the system.

31
THE BENEFITS
Binary’s Fleet Management system has provided the company with comprehensive
monitoring capabilities for its fleet of vehicles, including acquisition, maintenance,
insurance, accident, rescue, and remarketing.

32
MILESTONE
2005
The fiftieth lakh car rolls out in April, 2005

33
 Growth in overall sales by 15.8%

2004
New (non A/C) variant of Alto
Alto becomes India's new best selling car
LPG variant of 'Omni Cargo'
Versa 5-seater, a new variant
Baleno LXi, a new variant
Maruti closed the financial year 2003-04 with an
annual sale of 472122 units, the highest ever since
the company began operations 20 years ago
2003
New Suzuki Grand Vitara XL-7
Redesigned and all-new Zen
New upgraded WagonR
Enters into partnership with State Bank of India
Production of 4 millionth vehicles. Listed on BSE
and NSE after a public issue oversubscribed 10
times

2002
WagonR Pride
Esteem Diesel. All other variants upgraded
Maruti Insurance. Two new subsidiaries started:
Maruti Insurance Distributor Services and Maruti
Insurance Brokers Limited
Alto Spin LXi, with electronic power steering
Special edition of Maruti 800, India’s first colour-
coordinated car
Maruti True value in Mumbai
Maruti Finance in Mumbai with 10 finance
companies
Suzuki Motor Corporation (SMC) increases its stake
in Maruti to 54.2 percent

2001
Zen LXi
Maruti True Value launched in Bangalore and Delhi
Maruti Versa, India’s first luxury MPV
Alto Spin LXi, with electronic power steering
Alto Vxi

34
 Customer information centers launched in
Hyderabad, Bangalore and Chennai
Launch of versa

2000
First car company in India to launch a Call Center
New Alto
Alturas, a luxury estate car
IDTR (Institute of Driving Training and Research)
launched jointly with the Delhi government to
promote safe driving habits

1999
Maruti 800 EX ( 796cc, hatchback car)
Zen LX (993cc, hatchback car)
Zen VXi (993cc, hatchback car with power steering)
Omni XL ( 796cc, MUV, high roof)
Baleno (1600cc, 3 Box Car)
Wagon R
Launch of Maruti - Suzuki innovative traffic beat in
Delhi and Chennai as social initiatives

1998
Maruti launches website as part of CRM initiatives
Zen D (1527 cc diesel, hatchback car)
Zen VX & Zen VX Automatic
New (Omni & Omni E) (796cc, MUV)
Launch of website as part of CRM initiatives

1997
1998 Esteem (1299cc, 3 box car) LX, VX and AX
New Maruti 800 (796cc,hatchback Car) Standard
and Deluxe
Produced the 2 millionth vehicle since the
commencement of production

1996
Gypsy (E) (970cc, 4WD 8 seater)
Omni (E) (796cc, MUV, 8 seater)
Gypsy King (1298cc, 4WD, off road vehicle)
Zen Automatic (993cc, hatchback car)
Esteem 1.3L (1298 cc, 3 box Car)AX
Launch of 24-hour emergency on-road vehicle service
35
1995
Esteem 1.3L (1298 cc, 3 box car)VX
With the launch of second plant, installed capacity
reached 200,000 units

1994
Esteem1.3L (1298cc, 3 box car)LX
Produced the 1 millionth vehicle since the
commencement of production

1993
Zen(993cc, hatchback Car), which was later
exported in Europe and elsewhere as the Alto

1992
SMC increases its stake in Maruti to 50 percent

1991
Reaches cumulative indigenization of 65 percent for
all vehicles produced

1990
Maruti 1000(970cc, 3 box), India’s first contemporary
sedan

1988
Installed capacity increased to 100,000 units

1987
Exported first lot of 500 cars to Hungary

1986
Maruti 800 ( New Model-796cc, hatchback Car)

Produced 100,000 vehicles (cumulative production)

1985
Launch of Maruti Gypsy (970cc, 4WD off-road
vehicle)

1984
36
 Omni, a 796cc MUV
Installed capacity reached 40,000 units

1983
Maruti 800, a 796 cc hatchback, India’s first
affordable car.
Production was started under JVA

1982
License and JV agreement signed between Maruti
Suzuki India Ltd. and SMC of Japan

1981
Maruti Suzuki India Ltd was incorporated under the
provisions of the Indian Companies Act, 1956

37
OUR VISION
"The Leader in the India Automobile Industry,
Creating customer Delight and Shareholder’s Wealth; A pride of India”

OUR CORE VALUES

 Customer Obsession.

 Fast, Flexible and First Mover

 Innovation and Creativity

 Networking and Partnership

 Openness and Learning

AWARDS
2006
JD Power CSI: 1st Rank, 7 years in a row 2000 – 2006
JD Power SSI: 1st Rank, 3 years in a row 2004 – 2006
Tops TNS TCS Survey in key segments, 5 years in a row 2002 – 2006
Among Top 5 car companies in the Forbes list of the Worlds Most Reputed
Companies – Nov 06
Features in Business Today’s annual list of “20 companies to look for in 2007” –
Nov 06
The only automobile manufacturer to feature in Business Today’s list of “India’s
Best 10 Marketers – Nov 06 Ranks 1st for Corporate Social Responsibility by
TNS Automotive

2005
Ranks 1st among Automobile companies in the Corporate Image Monitor (CIM)
Study 2005 conducted by AC Nielsen ORG-MARG
Receives a commendation from Ministry of Economy, Trade and Industry (MITI)
of Japan – Sept 05
Number one in JD Power SSI for the second consecutive year
Number one in JD Power CSI for the sixth time in a row - the only car to win it
so many times M800, WagonR and Swift topped their segments in the TNS
Total Customer Satisfaction Study
Leadership in the JD Power Initial Quality Study - Alto number one in its
segment for the 2nd time in a row, Esteem number one in its segment for
the 3rd year in a row, Swift number one in the premium compact segment

38
WagonR and Esteem top their segments in the JD Power APEAL study
Ranks 1st in Auto sector for Corporate Reputation Strength (CSR) study – Feb
05 TNS ranks Maruti 4th in the Corporate Reputation Strength (CSR) study (#1
in Auto sector)-Feb 05
Maruti bagged the "Manufacturer of the year" award from Autocar-CNBC
( 2nd time in a row)-Feb 05
First Indian car manufacturer to reach 5 million vehicles sales
Business World ranks Maruti among top five most respected companies in
India-Oct 04
Maruti ranked among top ten (Rank7) greenest companies in India by
Business Today - Sep '04

2004
Maruti Suzuki was No. 1 in Customer Satisfaction, No. 1 in Sales Satisfaction
No.1 in Product Quality (Esteem and Alto) and No. 1 in Product Appeal
(Esteem and Wagon R)
No. 1 in Total Customer Satisfaction (Maruti 800, Zen and Alto)
Business World ranked us among the country's five most respected companies
Business World ranked us the country's most respected automobile company
Voted Manufacturer of the year by CNBC
Voted one of India's Greenest Companies by Business Today-AC Nielson
ORG-MARG.

2003
Maruti 800, Maruti Zen and Maruti Esteem make it to the top 10 automotive
brands in "Most Trusted Brand survey 2003"
J D Power ranked 3 models of Maruti on top: Wagonr, Zen and Esteem
Maruti 800 and Wagonr top in NFO Total Customer Satisfaction Study 2003.
MUL tops in J D Power CSI (2001) for 4th time in a row

2001
MUL tops in J D Power CSI (2001) for 2nd time in a row: another international
first

2000
Maruti bags JD Power CSI - 1st rank; unique achievement by market leader
anywhere in the world

1999
MSM launched as model workshop in India; achieves highest CSI rating.
Central Board of Excise & Customs awards Maruti with "Samman Patra", for
39
contribution to exchequer and being an ideal tax assessee

1998
CII's Business Excellence Award

1996
Maruti wins INSSAN award for "Excellence in Suggestion Scheme"
Awarded the Star Trading House status by Ministry of Commerce

1994-95
Engineering Exports Promotion Council's award for export performance

1994
Best Canteen award among Haryana Industries as part of employee welfare

1992-93
Engineering Exports Promotion Council's award for export performance

1991-92
Engineering Exports Promotion Council's award for export performance
WHY MARUTI SUZUKI
The Quality Advantage
Maruti Suzuki owners experience fewer problems with their vehicles than any other car
manufacturer in India (J.D. Power IQS Study 2004). The Alto was chosen No.1 in the
premium compact car segment and the Esteem in the entry level mid - size car segment
across 9 parameters.
The J.D. Power APEAL Study 2004 proclaimed the Wagon R no. 1 in the premium compact
car segment and the Esteem No.1 in the entry level mid - size car segment. This study
measures owner in terms of design, content, layout and performance of vehicles across 8
parameters.

A BUYING EXPERIENCE LIKE NO OTHER

Maruti Suzuki has a sales network of 307 state-of -the-art showrooms across 189 cities,
with a workforce of over 6000 trained sales personnel to guide our customers in finding the
right car. Our high sales and customer care standards led us to achieve the No.1
nameplate in the J.D. Power SSI Study 2004.

40
QUALITY SERVICE ACROSS 1036 CITIES
In the J.D. Power CSI Study 2004, Maruti Suzuki scored the highest across all 7 parameters:
least problems experienced with vehicle serviced, highest service quality, best in-service
experience, best service delivery, best service advisor experience, most user-friendly service
and best service initiation experience.
92% of Maruti Suzuki owners feel that work gets done right the first time during service. The
J.D. Power CSI study 2004 also reveals that 97% of Maruti Suzuki owners would probably
recommend the same make of vehicle, while 90% owners would probably repurchase the
same make of vehicle.

ONE STOP SHOP

At Maruti Suzuki, you will find all your car related needs met under one roof. Whether it is
easy finance, insurance, fleet management services, exchange- Maruti Suzuki is set to
provide a single-window solution for all your car related needs.

THE LOW COST MAINTENANCE ADVANTAGE

The acquisition cost is unfortunately not the only cost you face when buying a car. Although
a car may be affordable to buy, it may not necessarily be affordable to maintain, as some of
its regularly used spare parts may be priced quite steeply. Not so in the case of a Maruit
Suzuki. It is in the economy segment that the affordability of spares is most competitive,
and it is here where Maruti Suzuki shines.

LOWEST COST OF OWNERSHIP

The highest satisfaction ratings with regard to cost of ownership among all models are all
Maruti Suzuki vehicles: Zen, Wagon R, Esteem, Maruti 800, Alto and Omni.
We are proud to have the lowest cost of operation/km (among petrol vehicles) - the top 5
models are all Maruti Suzuki models: Maruti 800, Alto, Zen, Omni and Wagon R.

MARUTI SUZUKI TODAY

More than half the cars sold in India are Maruti cars. The company is a subsidiary of Suzuki
Motor Corporation, Japan, which owns 54.2 per cent of Maruti. The rest is owned by the
public and financial institutions. We are listed on the Bombay Stock Exchange and National
Stock Exchange in India.

41
During 2006-07, Maruti Suzuki sold about 675,000 cars, of which 39,000 were exported. In
all, over six million Maruti cars are on Indian roads since the first car was rolled out on
December 14, 1983.
Maruti Suzuki offers 10 models, ranging from the people’s car, Maruti 800, for less than Rs
200,000 ($ 5000) ex-showroom to the premium sedan SX 4 and luxury SUV, Grand Vitara.
Suzuki Motor Corporation, the parent company, is a global leader in mini and compact cars
for three decades. Suzuki’s technical superiority lies in its ability to pack power and
performance into a compact, lightweight engine that is clean and fuel efficient.
Maruti is clearly an “employer of choice” for automotive engineers and young managers
from across the country. Nearly 75,000 people are employed directly by Maruti and its
partners.
The company vouches for customer satisfaction. For its sincere efforts it has been rated (by
customers) first in customer satisfaction among all car makers in India for seven years in a
row in annual survey by J D Power Asia Pacific.
Maruti Suzuki was born as a government company, with Suzuki as a minor partner, to make
a people’s car for middle class India. Over the years, the product range has widened,
ownership has changed hands and the customer has evolved. What remains unchanged,
then and now, is Maruti’s mission to motorise India.

QUALITY SYSTEMS
ISO 9001 :2000
At Maruti, our approach to quality is in keeping with the Japanese practice--"build it into the
product". Technicians themselves inspect the quality of work. Supervisors educate and
instruct technicians to continually improve productivity and quality. The movement of quality
indicators is reviewed in weekly meetings by the top management.
In 2001, Maruti Suzuki India Ltd became one of the first automobile companies anywhere in
the world to get an ISO 9001:2000 certification. AV Belgium, global auditors for
International Organization for Standardization(ISO), certified Maruti after a four day long
audit, covering varied parameters like Customer Focused organization, Leadership,
Involvement of people, Process approach, System approach to Management, Continual
improvement, etc.

42
In May 1995, Maruti got ISO 9002 certification. The audit for this covered quality
assurance in production, installation, marketing and sales as well as after sales services.
We were also one of the first companies in the world to pioneer ISO 9000 certification for
our dealers.
In October 1993, MUL passed the Conformity Of Production (COP) Audit, which is
based on a European Union Directive. This authenticated our quality systems and testing
facilities for export to Europe.
Our emphasis on total quality has meant that today we are in a position to guide vendors
and dealers in establishing and consolidating their individual quality systems. This
commitment to quality has ensured a consistently satisfying product and world-class sales
and after-sales services.

TS 16949: 2002
A new feather was added recently in Maruti’s cap in the field of quality when the Quality
Management System of its Press Shop & associated functions (collectively termed as Press
Function) got certification for conformance to the requirements of TS16949:2002 standard.
The need for TS certification of Press Function had its genesis in the prestigious project
that Maruti earned for the supply of stamped panels to General Motors India for one of its
forthcoming models.
As a part of Quality system requirements, GM requires all its suppliers to be certified to
either ISO TS 16949 or QS 9000.

43
These standards address Quality System requirements, which are particularly specific to
the automotive industry and requires an organization to be in compliance with ISO 9000
systems as a basic requirement. However, whereas QS 9000 would become defunct and
cease to exist after Dec 2006, TS 16949 is going to be the standard of the future.
The TS 16949 standard, brought out by ISO in the year 1999, is an extension of the ISO
9001:2000 standard that prescribes Quality management system requirements that are
specifically applicable to the automotive industry.
TS 16949 has gained high popularity and almost all major automobile players across the
globe including GM, Ford, Daimler Chrysler, Nissan, Honda are embracing & promoting it.

EMPLOYEE QUALITY MEASURES

Kaizen is based on the concept of making incremental improvements in our products. It
incorporates a series of continuous small and simple improvements, which aim at involving
employees at all levels.
The Suggestion Scheme is based on the same principle. Under this scheme, employees are
encouraged to make suggestions for improvement in any area of our operation. Over 50,000
suggestions are received from employees every year.
Maruti has won the First place in "Excellence in Suggestion Scheme Contest 2003",
which is the 6th consecutive award won in as many years. This contest is organized by
Indian National Suggestion Schemes Association (INSSAN). Since 1998 Maruti has won
this award 10 times.
"Quality Circles" are groups of five to eight members from a particular work area who work
as a team to identify priorities and solve work related problems in the area.
44
We believe that it is this unwavering commitment to quality that will lead to the further
growth of the organization as competition increases.

MARUTI IS PRODUCING THE FOLLOWING MODELS OF CARS

Car models Variant #1 Variant #2 Variant #3 Variant #4
AC Metallic AC Non-metallic Std Metallic Std Non-metallic
Maruti 800
Rs 2,16,555 Rs 2,14,079 Rs 1,95,243 Rs 1,92,767
Lxi Metallic Lxi Non-metallic Lx Metallic Std Metallic
Maruti Alto
Rs 2,87,932 Rs 2,84,545 Rs 2,69,404 Rs 2,35,887
VXi Bharat III LXi Bharat III
Maruti Baleno Metallic Metallic
Rs 6,67,791 Rs 5,86,578
Vxi Metallic Lxi Metallic Lx Bharat III
Maruti Esteem
Rs 5,12,073 Rs 4,76,862 Rs 4,46,680
Maruti Grand
Vitara

Hard Top Non- Soft top Non-

Hard Top Metallic Soft top Metallic
Maruti Gypsy metallic metallic
Rs 5,19,796 Rs 5,00,138
Rs 5,16,907 Rs 4,97,249

LPG metallic 8 seat metallic Cargo metallic Cargo LPG metallic

Maruti Omni
Rs 2,33,750 Rs 2,24,846 Rs 2,17,325 Rs 1,98,246
Maruti Suzuki ZXi Swift VXi (ABS) Swift VXi Swift LXi Swift
Swift Rs 5,03,122 Rs 4,46,832 Rs 4,27,409 Rs 3,99,422
Maruti Swift Swift Diesel VDi Swift Diesel LDi
Diesel Rs 4,95,885 Rs 4,67,898
Maruti Zen Zen Estilo Vxi ABS Zen Estilo Vxi Zen Estilo Lxi Zen Estilo Lx
Estilo Rs 4,00,386 Rs 3,77,285 Rs 3,47,285 Rs 3,18,404
DX2 Metallic DX2 Non Metallic DX Metallic Std Metallic
Maruti Versa
Rs 4,73,844 Rs 4,70,213 Rs 4,35,732 Rs 3,62,517
Maruti Automatic Metallic VXi ABS Metallic VXi Metallic LXi Metallic
WagonR Rs 4,49,532 Rs 4,07,874 Rs 3,77,876 Rs 3,54,390
All prices are approximate (please check with your dealer) ex Gurgaon as on 9th February,

45
2007

46
PRODUCTION \ R&D
Production Milestones

1st vehicle produced, December 1983

1,00,000 vehicles produced by August, 1986

5,00,000 vehicles produced by June, 1990

10,00,000 vehicles produced by March, 1994

15,00,000 vehicles produced by April, 1996

20,00,000 vehicles produced by October, 1997

25,00,000 vehicles produced by March, 1999

30,00,000 vehicles produced by June, 2000

35,00,000 vehicles produced by December 2001

40,00,000 vehicles produced by April, 2003

45,00,000 vehicles produced by April, 2004

47
RESEARCH
METHODOLOGY

3. RESEARCH METHDOLOGY
DEFINATION

48
Research methodology is a way to systematically solve the research problem. It may be
understood as science of studying how research is done scientifically.
According to Clifford woody “Research Comprises defining and redefining problem
formulating hypothesis or suggested solution Collecting, Organizing and evaluating data
making deductions and reaching Conclusion at Carefully testing the Conclusion to
determine whether they fit the formulating hypothesis”.

SAMPLE DESIGN

Sample design refers to the technique or the procedure the researcher would adopt in
selecting item for the Sample. Sample design may be well lay down the number of items to
be included in the sample that is the size of the sample design is determined before data
are collected. There are many Sample designs from which a researcher can choose some
designs are relatively more precise and easier to apply than other researcher must select a
sample design which should be reliable and appropriate for his research study.
Here we have used random sampling and the sample size was 300. We have
made a questionnaire through personal interview filled the questionnaire.

Data Collection

Data collection is a very important step in any research. It’s the pivot along which the whole
research revolves. If the data collected is not appropriate then the whole research will be of
no use.
Data Collection basically involves collecting the relevant data from various sources may be
primary or secondary and then sorting the information so that meaningful information can
be gathered from the sorted data.
Data can be collected from two sources:

Sources of Data Collection

49
 Primary sources Secondary Sources

Primary Sources: Primary sources include the data, which are first handed. They are
collected directly from the respondents using the data collection methods like the
questionnaires, survey interviews, direct observation, or tabulation.

Secondary Sources: Secondary sources are the sources in which data has already been
collected by some other person or organization for their use and is used by the researcher
for his purpose. These include websites, trade associations, journals, books etc.

My research is based on the mixture of both primary and secondary sources. I have
collected the information with the help of Questionnaire, journals and websites.
Questionnaires have helped me to know about the needs of the individual investors.
Journals and websites have provided me the information about the banking industry, its
past and future performance.

3.1 Title of the Study

The title of the study is Customer Relationship Management in Maruti Suzuki India Ltd.

50
CUSTOMER RELATIONSHIP MANAGEMENT IN AUTOMOBILES
COMPANY

Customer Relationship Management: The Concept

Customer Relationship Management is the establishment, development, maintenance and

optimization of long-term mutually valuable relationships between consumers and the
organizations. Successful customer relationship management focuses on understanding
the needs and desires of the customers and is achieved by placing these needs at the heart
of the business by integrating them with the organization's strategy, people, technology and
business processes.

At the heart of a perfect CRM strategy is the creation of mutual value for all the parties
involved in the business process. It is about creating a sustainable competitive advantage
by being the best at understanding, communicating, and delivering, and developing existing
customer relationships in addition to creating and keeping new customers. So the concept
of product life cycle is giving way to the concept of customer life cycle focusing on the
development of products and services that anticipate the future need of the existing
customers and creating additional services that extend existing customer relationships
beyond transactions.

Introduction
51
Traditionally, few people changed their Company unless serious problems occurred. In the
past there was, to certain extent, a committed, often inherited relationship between a
customer and his/her company. The philosophy, culture and organization of financial
institutions were grounded in this assumption and reflected in their marketing policies,
which were product and transaction-oriented, reactionary, focused on discrete rather than
continuous activities.

Today, Automobiles Company can no longer rely on these committed relationships or

established marketing techniques to attract and retain customers. As markets break down
into heterogeneous segments, a more precisely targeted marketing technique is required,
which creates a dialogue with smaller groups of customers and identifies individual needs.

Also, before the Internet revolution, consumers largely selected their Automobile Company
based on how convenient the location of overall Jamu Automobiles company was to their
homes or offices. With the advent of new technologies in the business of automobiles.
Thus, the customer base of automobiles company has increased, and so has the choices of
customers for selecting the automobiles.

This situation coupled with the pressures of competitive and dynamic markets has
contributed to the growth of CRM in the Financial Services Sector.

Need of CRM in the Automobiles Company

A Relationship-based Marketing approach has the following benefits: -

 Over time, Automobiles company customers tend to increase their holding of the other
products from across the range of products / services available.

 Long-term customers are more likely to become a referral source.

 The longer a relationship continues, the better a Automobiles company can understand
the customer and his/her needs & preferences, and so greater the opportunity to tailor
products and services and cross-sell the product / service range.

 Customers in long-term relationships are more comfortable with the service, the
organization, methods and procedures. This helps reduce operating cost and costs arising
out of customer error.

52
With increased number of Automobiles company , products and services and practically nil
switching costs, customers are easily switching banks whenever they find better services
and products. Automobiles company are finding it tough to get new customers, and more
importantly, retain existing customers.

According to a research by Reichheld and Sasser in the Harvard Business Review, 5%

increase in customer retention can increase profitability by 35% in Automobiles company,
50% in insurance and brokerage, and 125% in the consumer credit card market. Therefore,
Automobiles company are now stressing on retaining customers and increasing market
share.

Automobiles Companies and CRM

Automobiles company have traditionally viewed themselves as exceedingly 'Customer

Centric' offering what they believe to be highly personalized services to the High Net Worth
Customers. However, changes in the customer behavior and accumulation of wealth are
resulting in the needs of HNW customers becoming more diverse and complex in terms of
the sorts of products they want, the channels through which they want to access them and
the associated range of advice.

The wealthier the customers, the more demanding they are - and the clients expect more
and more from their banks. Competition for "Supremely elite" is increasing

Customer Experiences

The first step towards successfully winning, retaining and growing the profitability of
Automobiles company customers is to understand what their wants and needs are, so that
the organization can be built around serving those needs. Only when an organization has
done this and incorporated this into its strategy can it start to design its value proposition
and a customer experience that will enable it to achieve a differentiated competitive position
in the private banking market, and more importantly, do so in an economically viable way.

The Basic Customer Experience

53
There is a basic 'generic' customer experience that many private banking customers are
seeking. To be a credible player in the market, a private bank must be able to deliver this
'base' experience. This represents a common set of needs that are shared by most HNW
customers. Therefore, the private bank must have the capabilities required to meet these
needs for the majority of its customer base.

All customers, regardless of wealth levels, have similar emotional needs, which drive their
need for advice and their purchase of products. Different wealth levels impose different
priorities on meeting these needs and open up new avenues for doing so.

Take a simple example, HNW customers can afford on it to fund their retirement, so their
priorities may be associated with growing wealth, rather than preserving it, allowing them to
choose a product option with a higher risk/reward ratio.

If this is true, it means all HNW customers start with a basic, common set of what they want
and need from a bank, which might include: -

 Personal, long-term relationship

 Advice combining industry expertise and knowledge of personal circumstances

 High quality, consistent quality

 Security, privacy, confidentiality

54
At this basic level, grouping together these core wants and needs produces a set of generic
characteristics that an HNW individual seeks from an organization before he or she will
even consider placing any of his or her wealth with it.

Underlying these generic characteristics is a set of capabilities covering organization,

process and technology, which the private bank must process to operate in the high net
worth market.

The Segment-Specific Experience

To build this 'base' experience, private banks also need to consider the segment-specific
needs of their target customers. This in itself requires a capability to identify and justify
target customers and understand their needs beyond banking, to ensure that their
emotional needs are met. It is here that the customer is made to feel like an individual, but it
is also at this point that costs and infrastructure spiral, as customers' needs start to diverge.

The segmentation process identifies groups of customers with similar wants and needs,
who are seeking a similar experience from the provider. Importantly, from the organizations'
viewpoint, this means that they can also be served by similar sets of capabilities.

The experience at this level is made up of: -

 The channel preferences of each segment and associated channel experience - for
example, a self-directed group of customers will use internet for transacting, information

55
gathering and even some advice, whereas advice seekers and less financially sophisticated
segments require more access to an adviser / relationship manager and a more basic
experience over the Internet.

 The product and service preferences of that segment - for example, the more
sophisticated customers are more likely to demand more complex products such as
alternative investments, whilst others may prefer discretionary portfolio management.

The new components are added to the experience and the 'base' experiences elements
become defined in more depth, according to the specific needs of the customer segment.

Once the segment experiences have been defined, the associated capabilities must again
be identified. The hierarchical approach to defining customer experiences helps filter these
capabilities as: -

 it is possible to identify experience elements that are common to more than one
segment - this will carry a higher priority for development as they will benefit more
customers;

 the segmentation exercise will provide comparative sizings for the target segments.

Capabilities required for the larger, more profitable segments take precedence over those
needed for smaller segments.

The Organisation-Specific Experience

Having identified the base and segment specific elements of HNW customer experience,
the final step is to identify how the experience that each organization offers its customers is
distinct from other banks. Now this would mean that one has to distinctly identify the
components of the experience that are not only associated with a particular bank but also
be the key differentiator.

This process will define: -

 Elements of the organization style and culture.

 Products and Services to be provided.

In the same way, every brand is different, so is the experience.

56
 CRM In Automobiles Company

Executive Summary

CRM has been in India for over seven years now. But its penetration in the Industry in
general and that in the financial services market in particular has been rather uninspiring.
The surprising aspect that came out from the study was that though the Automobiles
company were aware of the CRMs' benefits, they are skeptical about its applicability to
their organization. The root cause for this is the astonishing growth that the banks are
experiencing at the moment.

The study involved delving deeper into the CRM retail banking application and finding
out any hidden undercurrent that have been affecting the CRM adoption in the said
segment. Additionally, an effort has been made to present a relative weightage among
various factors that goes into making the vendor selection decision which can
additionally be used by software vendors for benchmarking purposes.

The study is presented in the form of results and its analysis and methodology used for
the arriving at the same has not been detailed herein.

Banks And Technology: A Symbiotic Association

57
 Worldwide, Automobiles company have been in the forefront of technology adoption.
This behavior can be attributed to a range of operational characteristics that banks
inherently work with. Some of them being:

• Huge volume of operations

• Geographically scattered nature of its networks
• Security concerns
• Scattered workforce
• Customer centric competitive business landscape

The above factors apply to banks in general irrespective of nation of operations. Some
India specific factors that lead to an explosive growth in technology spending since
'opening up' of the sector are:

• Increased competition
• Advent of cutting edge technologies and competition aggressively adopting
them
• Penetration of the Internet
• Realization that technology adoption is cost effective in the long run
• Tremendous growth in scale of operations - the Automobiles company have
been expanding at a rapid pace - in terms of customer base, range of offering as well as in
geographical penetration

And in the recent past, guided by the philosophy of placing customer first, one key area
of technology investments by the banks has been Customer Relationship Management
(CRM).

CRM: Introduction

In this competitive world order, companies strive to attain a competitive edge vis-à-vis
their competitors. A firm can gain competitive advantage by:

• Becoming a low cost player

• Achieving operational efficiency
• By cultivating customer loyalty
58
For obvious reasons of margins involved, the last option is most profitable for any firm.
Furthermore, the low cost and operational efficiency can provide competitive edge only
in the short to medium run.

Once someone comes up with matched/ better proposition the customers don't think
twice before switching over. In this backdrop, it's no wonder that companies, large and
small, strive to turn themselves into customer-driven enterprise. A loyal and happy
customer is difficult for competition to wean away even if there are some cost
differentials etc. But, fostering a sense of relatedness in customers is at best a daunting
task. The customers have become more and more informed and, as an obvious
extension, much more demanding regarding what he expects. As a means of satisfying
the ever-increasing customer expectation and as a tool for retaining existing customers
and appropriating new customers, the CRM philosophy was conceived. It is not a tool or
a technology but a way of thinking that has developed and which keeps customer at the
forefront of every strategy/action.

CRM is a comprehensive approach that aligns business strategy, corporate culture and
organization and supporting information technology, so that the customer relationship
proves mutually beneficial to both customer and enterprise. Through widespread
implementation of sales, customer service, marketing, field support and other customer
touching functions, CRM integrates people, process and technology to maximize
relationships with all customers

The ultimate objective is to enhance the customer experience whenever there is

interaction with him at one of numerous possible touch-points. This enhanced customer
experience translates into happy and loyal customer and thereby, into a greater wallet
share.

What is going against CRM

CRM has been in India for over seven years now. But its penetration in the Industry in
general and that in the financial services market has been rather uninspiring despite its
professed advantages. The surprising aspect that came out from the study was that
though the banks were aware of the CRMs' benefits, they are skeptical about its
applicability to their organization. The root cause for this is the astonishing growth that
the banks are experiencing at the moment. Most of the Retail banks are witnessing a

59
tremendous expansion in their customer base: one bank even claim to be adding over
100% customer on y-on-y basis.

Apart from this, there are many other factors that have undermined the acceptance of
CRM. The chart shown below enlists the various factors (and their relative weightages
on a scale of 5) that are believed to have played a role in the sluggish penetration of
CRM in the retail-banking sector:

The above chart clearly shows that it is the implementation time that has had affected
the way people in banks look at CRM the most. In order to further CRM in this segment,
it is of paramount importance to reduce the implementation time to minimum possible.
This factor makes CRM on Demand (web based CRM services offered by service
providers) a particularly attractive alternative. The second important parameter that came
out from the study was the cost. To sum up, Indian retail banking players want less risk
and faster returns at lesser costs.

Hence, from a CRM service providers' view, there is a need to find means to enhance
the appeal of CRM to these prospective firms. There can be many factors, which when
properly fine-tuned, can go a long way in convincing retail-banking institutions to
embrace CRM. But not all factors are similar: changes in cost incurred can't be expected
to have the same appeal to the customer as the changes in the implementation time.
And more often than not, these factors are mutually contradictory. So, software service
providers need to prioritize their specific offerings depending upon the relative weightage
accorded to these factors by the interested firms. The retail industry, on an average,

60
believes that the following are the parameters changes in which will have most
prominent bearing on the CRM adoption. The percentage values give the relative
weightages of the individual factors.

Since, companies generally cant do with an investment that takes a long time to get
running, implementation time figures as the top-most criteria closely followed by initial
costs and training required. Training requirement factor figures prominently in the case of
mid-market banks due to the fact that these firms generally make do with just the
required amount of manpower and it is very difficult for them to spare them. That will
immediately start affecting their operations. Current customer attrition level is surprisingly
lowest in priority. This might be due to the fact that most of the banks surveyed are
undergoing tremendous expansion in terms of customer base and hence are really not
that concerned about customer attrition.

Vendor Selection

Since the CRM software is tool that needs a lot of customization and fine-tuning to
conform to the client requirements, implementation, training etc are very important.
Infact, a recent study showed that initial cost of software is just 20% of the total initiative
cost- the rest being those pertaining to implementation, training, maintenance etc.
Additionally, since the success of the initiative depends primarily on these other factors,
these are critical to the success of the CRM drive and hence utmost care should be
taken in selection of the vendors.

61
Presently, all big players like IBM, Accenture, Infosys, Wipro, i-flex are into CRM
implementation. All have varying strengths and competencies. IBM, Accenture and ilk
are known for their domain expertise and strong brand names while the Indian firms
score on cost and business understanding part.

Depending on the relative weightages that a firm attaches to different vendor selection
parameters (like domain expertise, cost of implementation, relationship with the vendor
etc.) and also on the individual strengths of various vendors, an objective basis for
vendor selection can be obtained by using Analytical Hierarchy processing. This tool is
well known in quality circle but its applicability in vendor selection hasn't yet been
explored completely. Furthermore, it can provide a benchmarking tool to the software
vendors to enhance their appeal.

Based on the average prospective client preferences (in retail banking in particular), the
various factors and the relative weightages that they attach to these vendor selection
criterions are shown in the following chart.

Success Recipe

The optimal environment would be one where everyone in the organization shares the
same accurate, up-to-date, relevant and reliable information - where customer
intelligence is available at his or her fingertips and available for everyone to make the
right decision at the right time. What is needed to accomplish this is an effective means
of data gathering, access and integration enabling you to provide the highest quality
products and services.

62
 But this doesn't mean that just technological aspects are the only important aspect. In
fact, the CRM philosophy revolves around three aspects: strategy, people and
technology. Most of the CRM implementation's failure can be attributed to over-emphasis
on technical aspects and on neglect of other two equally critical concepts. The choice of
technology should be derived from the strategy that the firm has visualized and who are
going to use it. The work culture should be developed to reflect customer first
philosophy. The processes involved in customer management are also very important.
They need to be aligned to the best in practice.

Additionally, the firms start implementing CRM without even deciding upon the objectives
to be achieved through the exercise. There should be proper performance measurement
mechanism and control methodology that can give insight (and control) into the status of
the implementation process as well as on its success. Owing to CRMs' high initial costs
as well as high implementation costs, the downtime requirements, lack of clear ROI
measurements, long gestation period before the profits start showing up etc have also
served as important factors in slow and gradual penetration of CRM in various
institutions.

3.2 Duration of the Project

The duration of the project was from 21st June To 5th August

3.3 Objective of the Study

Training is key for success in career path. My working in training is base for me to show my
energy or efforts to company. If I do work with concentration then I will get success in
career path. If I achieve my given target then it is good remark for me in final placement.
Training is the key of success. I am giving my 100% for achieving all these targets. I get
knowledge from our faculty guide, company guide, all faculties of SEC and all colleagues of
my company. They all guide and help me to achieve these targets.

 To create awareness of strengths and weaknesses in the work environment.

 To get a platform to take up on-the-job Executive Training and develop a network which
will be useful in enhancing our career prospects.
63
 To get an opportunity to learn real-life situations.
 To get exposed to the corporate culture, professional experience and implementing the
theoretical concepts learnt in the classroom in developing managerial skills along with other
skills.
 The main objective of Maruti Suzuki India Ltd. is to building relationship, maintaining
relationships and enhancement of relationship.

3.4 Types of Research

 Descriptive Research
 Analytical Research
 Quantitative Research
 Qualitative Research
 Conceptual Research
 Empirical Research
 Applied Research
 Fundamental Research
 Scientific Research
 Exploratory Research

DESCRIPTIVE RESEARCH
I Used Descriptive Types of Research to obtain The Detail Information About The Products
And Services of MARUTI SUZUKI INDIA LTD. This Research Design Helps the Researcher
TO Get the Depth Knowledge about Anything with Minimum Expenditure of Efforts & Time.

TYPES OF RESEARCH
Descriptive research is also called Statistical Research. The main goal of this type of
research is to describe the data and characteristics about what is being studied. The idea
behind this type of research is to study frequencies, averages, and other statistical

64
calculations. Although this research is highly accurate, it does not gather the causes behind
a situation.

Exploratory research is a type of research conducted because a problem has not been
clearly defined. Exploratory research helps determine the best research design, data
collection method and selection of subjects. Given its fundamental nature, exploratory
research often concludes that a perceived problem does not actually exist .
3.5 Sample Size and method of selecting sample
SAMPLE DESIGN
There are various types of sample design that are in following manner
1. Deliberate Sampling
2. Simple /Random Sampling
3. Systematic Sampling
4. Quota Sampling
5. Stratified Sampling
6. Area /Cluster Sampling
7. Sequential Sampling

POPUATION AND SAMPLE SIZE

Throughout my study, I included 500 customers and get the sample size of 100 people out
of these 500 hundreds customers. In this process I used the simple random sampling and
got the sample size out of the total population.

DATA COLLECTION
Basically there are two main method of data Collection primary data and Secondary data.
Primary data are those which are Colleted freshly and the first time and thus happen to be
original in character. Other hand Secondary data are those which have already been
collected by someone else and which have already been passed through the Statistical
granting.

A. PRIMARY DATA

65
B. SECONDARY DATA

TOOLS OF DATA COLLECTION:-

1. INFORMATION FROM EMPLOYEES
2. COMPANY PAST DATA
3. COMPANY’S WEBSITE

3.6 Scope of Study

1. Technical knowledge of automobiles
2. Position of Maruti’s product in the Market
3. At present, car penetration in India is about 7 cars per 1000 people, which is even less
than some of our neighboring countries. There is also a large population of two wheeler
owners, who would naturally upgrade to an entry-level car. Therefore there is large latent
demand for passenger cars waiting to be tapped. The compact cars will continue to
dominate the passenger car industry in India.
4. The highway and road construction projects, such as the Golden Quadrilateral Project, a
highway connecting the four metropolitan areas of Kolkata, New Delhi, Mumbai and
Chennai. Availability of better road infrastructure will also affect demand for cars.
5. Passenger car sales account for over 77% of total passenger vehicle market and UV’s
account for the balance. In fact, UV’s have a higher share than what they did in the earlier
years. It is still lower compared to some of the developed countries. In USA for instance,
UV’s account for 50% of the total Passenger vehicles market and in Indonesia they account
for 80% of the market. Hence in the future there will be more and more demand for UV’s
hence an opportunity for MUL.
6. The enabling factors for Indian passenger car industry are all in place namely, robust
economic growth, favourable regulatory framework, availability of affordable finance and
improvements in road infrastructure. However, there are some uncertainties like the
growing higher oil prices, which could impact the auto industry. Hence the Indian auto
market is at an interesting juncture where both challenges and opportunities are immense.

66
3.7 Limitation of Study

1. The survey is conducted to in very short time. Hence shortest of time is a big limitation
for the survey.
2. We use questionnaires tool for data collection. People do not give correct answer about
automobile industry and services.
3. People do not provide correct information about cars & automobile industry.
4. Being an opinion survey the personal bases of he respondents might have entered into
their responses.
5. The selected sample might have affected the results of the Study Therefore
6. Market survey for huge sample size requires huge economic involvement which a big
constraints that restricts the sample to100 only.
7. Sample was chosen according to convenience & judgment sampling & not according to
random sampling.

67
 4. FACTS AND FINDINGS

1. From the survey it was find out 60% of customers know about Maruti Suzuki cars.
While 30% Customer are not aware with Maruti Suzuki cars and rest of the customers they
have no idea about the Maruti Suzuki cars.
2. In the survey it was find out that 60% customer having the Maruti Suzuki cars and
40% customer have no cars of Maruti Suzuki.
3. In the survey 65% customers told us that they have satisfied with the Maruti Suzuki
service and 20% customer told us that they are not satisfied with the Maruti Suzuki service.
Remaining 15% customer told us they have not yet satisfied with the Maruti Suzuki service.
4. From the survey I was found that 60% of customers are satisfied with the Maruti
Suzuki ltd.While 40% Customers are not satisfied with the Maruti Suzuki ltd.
5. In the survey it was found out that 55% customer’s think that Maruti Suzuki provide
good service & satisfaction and 25% customer think that the Maruti Suzuki not provide good
service & satisfaction Remaining 20% customer have no idea.
6. In the survey it was find out 60% customers like to use the Maruti Suzuki cars and
40% customer don’t like to use the Maruti Suzuki cars.

68
 5. ANALYSIS AND INTERPRETATION

The summer training which is complete by me in the month of July& August in Maruti
Suzuki Ltd. India at Jamu Automobiles pvt.ltd. Sikar. I did a survey in the Sikar are about
the management dealership & services in Maruti Suzuki India ltd.
(A) Management
(B) Strategy
(C) Services
(D) Customer need & satisfaction
When I conduct a survey in management, services customer need & satisfaction
.according to the questioner & I select a area and conduct survey and find out the Positive
result about the Maruti Suzuki Ltd. During the survey I meet the following

Persons. Who are given below?

(A) Management
(B) Employees.
(C) Customer.
 business persons

 farmers

 drivers

 government employees

69
Q.1.What is the environment & services of Maruti Suzuki?

(a) very good [ ]

(b) good [ ]

(c) bad [ ]

working environment

5%
19%
very good
good

76% bad

INTERPRETATION

Out of total respondents 76% people found very good environment & services and 19%
people found good and rest are not found adequate environment & services.

70
2.. Do you know about the Maruti Suzuki cars?

70%

60%

50%

40%

30% 60%

20%
30%
10%
10%
0%
YES NO SOME WHAT

INTERPRETATION
From the survey it was find out 60% of customers know about Maruti Suzuki cars. While
30% Customer are not aware with Maruti Suzuki cars and rest of the customers they have
no idea about the Maruti Suzuki cars.

71
3. Have you any car of Maruti Suzuki?

60%
60%

50%
40%
40%

30%

20%

10%

0%
YES NO

YES NO

INTERPERTATION: - In the survey it was find out that 60% customer having the Maruti
Suzuki cars and 40% customer have no cars of Maruti Suzuki.

72
4. Are You Satisfied With the service of Maruti Suzuki ?

65%
70%

60%
50%
40%

30% 20%
15%
20%
10%

0%
SATISFIED NOT SARISFIED NOT YET

SATISFIED NOT SARISFIED NOT YET

INTERPERTATION: - In the survey 65% customers told us that they have satisfied with the
Maruti Suzuki service and 20% customer told us that they are not satisfied with the Maruti
Suzuki service. Remaining 15% customer told us they have not yet satisfied with the Maruti
Suzuki service.

73
5. Are You Satisfied With The Products And Services Offered By The Maruti Suzuki
ltd.?

60%

50%

40%
60%
30%
40%
20%

10%

0%
YES NO

YES NO

INTERPRETATION
From the survey, I was found that 60% of customers are satisfied with the Maruti Suzuki ltd.
While 40% Customers are not satisfied with the Maruti Suzuki ltd.

74
5. Do You Think That Maruti Suzuki Provide good service & satisfaction in camper to
other?

55%

60%

50%
25%
40% 20%

30%

20%

10%

0%
YES NO NOT IDEA

YES NO NOT IDEA

INTERPERTATION: - In the survey it was found out that 55% customer’s think that Maruti
Suzuki provide good service & satisfaction and 25% customer think that the Maruti Suzuki
not provide good service & satisfaction Remaining 20% customer have no idea.

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7. Would you like to use the Maruti Suzuki cars?

40%

60%

YES NO

INTERPERTATION: - In the survey it was find out 60% customers like to use the Maruti
Suzuki cars and 40% customer don’t like to use the Maruti Suzuki cars.

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 6.SWOT ANALYSIS

Strength-

 Good services

 Effective customer communication system

 All Services are secure

 Brand loyalty Diversity, resilience and flexibility

.
 Multinational automobiles company with a good financial backup

 Good infrastructure & good incentives for the result oriented employees.

 Large number of branches .

Weakness-
8. The survey is conducted to in very short time. Hence shortest of time is a big limitation
for the survey.
9. We use questionnaires tool for data collection. People do not give correct answer about
automobile industry and services.
10. People do not provide correct information about cars & automobile industry.
11. Being an opinion survey the personal bases of he respondents might have entered into
their responses.
12. The selected sample might have affected the results of the Study Therefore
13. Market survey for huge sample size requires huge economic involvement which a big
constraints that restricts the sample to100 only.
14. Sample was chosen according to convenience & judgment sampling & not according to
random sampling.

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Opportunities:
Today one of the complex task of finance manager is to identify the present market
opportunities to make a edge on competitors.

Threats:
Threats always created from external market in Maruti Suzuki India Ltd. increasing
competion small car segment.

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 7. CONCLUSION

I having Conclusion in my project Study customer’s Relationship level towards the Maruti
Suzuki ltd. After the analysis of the those products I was found 74% customer are fully
satisfied with Maruti Suzuki ltd.while 26% not satisfied with Maruti Suzuki ltd.. Because of
following reason…….
1. Maruti providing product and services according customer needs by conducting
surveys.
2. Maruti provides the products according to every segment of the market needs.
3. Maruti service centers appearance.
4. 4 Maruti majorities in car segment as customer expectations.

Automobiles Company can be mysterious for consumers and how they interact with their
finances can be a complex matter. The challenges faced by Automobiles Company can and
their customers are many but the trick lies in de-mystifying complex financial relationships.

Technical solutions deployed by banks today are flexible, user-friendly and meant to
facilitate specific workflow and requirements in implementation processes. In order to
simplify lives, Automobiles Company can have begun to implement end-to-end
technologies through all departments with the intention of removing human error from
processes. Previously existing manual environments could not have been adequate for
future visions, growth plans and strategies.

In this day and age, customers enjoy complete luxury in terms of customized technical
solutions and banks use the same to cement long-term, mutually-beneficial relationships

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 8. RECOMMENDATION AND SUGGESTIONS

1. The basic pre-requisite of CRM is "enterprise wide consistent and uniform customer
knowledge".

2. The Company should locate more offices in the time to come so that the customers living
at different areas and not reachable to the main areas would be able to access through sub
offices or centers.

3. Neglect of the business process issues surrounding CRM implementations has

impacted efficiency gains achieved post implementation. And hence, though technical
aspects needs to be given due importance, other strategic aspects should not be
compromised upon.

4. Periodical surveys to know the level of customer Relationship to be conducted.

5.New information to be sent to the customer through e-mails /letter

6.Products Information Should Be Readily Accessible With In A Central Application

7.There is should be strong distribution channel for the availability of the product.
The next suggestion would be to do frequent advertising. Round the year advertising rather
than seasonal advertising is recommended.

8.Should have strong brand building exercise to enter into this highly monopolistic market.
9. Identified Profile Of The Customer

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 9. APPENDIX

1. Do you know about the Maruti Suzuki cars?

(a) YES (b) NO (c) SOME WHAT

2. Have you any car of Maruti Suzuki?

(a) YES (b) NO (c) SOME WHAT

3. Are You Satisfied With the service of Maruti Suzuki ?

(a) Satisfied (b) Not Satisfied

4. Are You Satisfied With The Products And Services Offered By The Maruti

Suzuki ltd.?

(a) YES (b) NO (c) SOME WHAT

5. Do You Think That Maruti Suzuki Provide good service & satisfaction in camper to

other?

(a) YES (b) NO (c) No Idea

6. Would you like to use the Maruti Suzuki cars?

(a) YES (b) NO (c) No Idea

7. How are the after sell services of the Maruti Suzuki?

(a) Well (b)good (c) Bed (d) No Idea

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 BIBLIOGRAPHY

WEBSITES

 www.wikipedia

 www.yahoo

 www.marutiudyog.com

 www.globalsuzuki.com/gcm/index.html

BOOKS

 Kothari C.R.: Research Methodology, New Delhi, new age international (p) Ltd. 1985

 Phillip Kotler: Marketing Management New Delhi Tata Dorling Kindersley Publishing
Inc.2006

 Rajan Sexena : Marketing Management New Delhi Tata Mc Graw Hill publishing
company limited.1997

 4p of Marketing

 The business today

 Auto car

 Automobile books

OTHER SOURCES
 MATERIALS PROVIDE BY THE ORGANISATION & JAMU AUTOMOBILES.

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