...Customer Relationship Management (CRM) is directly related to the satisfaction of customers’ needs. CRM takes care of expectations of customers and what and how a product is presented to the customer. CRM is defined as a system that comprises large amount of customer data and presents it in a suitable manner. This information helps in retaining old customers and developing new potential customers. CRM plays a vital role in effective decision making in marketing management. CRM can also be defined as ✓ A process of creating and maintaining relationships with business customers/consumers, a holistic approach of identifying, attracting, differentiating and retaining customers. ✓ A process of integrating the firm’s value chain to create enhanced customer value at every step. ✓ An integrated cross functional focus on improving customer retention and profitability for a company/organization. Need of CRM In competitive times the challenge is to keep the customers in fold. Companies/organizations lose many loyal and profitable customers due to absence of CRM. There has been a great urgency of CRM in marketing management as best as possible to compete well in today’s innovative business world of high technology. So to create new customers and to retain old (loyal and profitable) customers, it is very much urgent to implement CRM in marketing management. To survive in today’s tough competitive business environment, CRM is very much necessary. CRM leads to customer retention...
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...OF MARUTHI SUZUKI SWIFT Introduction: 4 wheeler industry today is consider to be highly demanded industry as the population and the cost of living have increased. This reports highlights all the outcomes of 4 wheeler industry particularly referring to swift car which is the most popular ever demanding car of the recent years. Swift car is popular among the young generation because of its unique features such as style mileage comfort and price. This report highlights Micro macro Analysis, survey on purchase decision making process, Marketing mix strategies, STP strategies, and CRM practices Maruti Suzuki: Maruti Suzuki india limited, commonly referred to as Maruti is a subsidiary company of Japanese automaker Suzuki motor Corporation. It has a market share of 44.9% of the Indian passenger car market as of march 2011 Maruti Suzuki offers complete range of cars from entry level Maruti 800 and Alto, to hatchback Ritz, A-Star, swift, Wagon-R, Estillo and sedans Dzire,SX4, in the ‘C’ segment Maruti Eeco and Sports Utility vehicle Grand Vitara. 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, and on 17 September 2007, Maruti Udyog limited was renamed as Maruti Suzuki India limited. The company’s headquarters are located in new Delhi. In February 2012, the company sold its 10th million vehicle in india Maruti Swift: The...
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...University. The Survey was conducted at POPULAR VEHICLES AND SERVICES LTD .The topic for the study is “Comparative Study of Maruti A-star with Tata Indica Vista, Chevrolet Spark and Hyundai i10. The survey explains how well the customers are satisfied with performance of A-star,Tata Indica Vista, Chevrolet Spark and Hyundai i10. This survey compares these four vehicles in different aspects including Technical performance. SCOPE OF THE STUDY The study covers the analysis and interpretation of customer’s opinion about the A-star,Tata Indica Vista, Chevrolet Spark and Hyundai i10. The study aims at evaluation of customer satisfaction in these four models. This analysis shows main features that attract customers to the vehicle. The study mainly focused on the evaluation of overall performance of the vehicle in the hatch back segment. The study compares A-star,Tata Indica Vista, Chevrolet Spark and Hyundai i10 each and every aspect. OBJECTIVE OF THE SURVEY * To make a comparative survey of A-star,Tata Indica Vista, Chevrolet Spark and Hyundai i10 * To find out how well the customers are satisfied with these four vehicles. * To find out the sales potential for Maruti A-star * To find the demand for Maruti A-star in Hatch Back Segment. * To find out the unique selling proposition for Maruti A-star * To find out which Maruti A-star variant is most selling and which has high demand in the market as compared to the other Hatch Back vehicle like...
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...Customer Satisfaction Survey of Maruti Suzuki India Limited Maruti Suzuki India Ltd. Maruti Suzuki India limited (MARUTI SUZUKI INDIA LIMITED) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system. It was established with the objectives of - modernizing the Indian automobile industry, producing fuel efficient vehicles to conserve scarce resources and producing indigenous utility cars for the growing needs of the Indian population. A license and a Joint Venture agreement were signed with the Suzuki Motor Company of Japan in Oct 1983, by which Suzuki acquired 26% of the equity and agreed to provide the latest technology as well as Japanese management practices. Suzuki was preferred for the joint venture because of its track record in manufacturing and selling small cars all over the world. There was an option in the agreement to raise Suzuki¶s equity to 40%, which it exercised in 1987. Five years later, in 1992, Suzuki further increased its equity to 50% turning Maruti into a non-government organization managed on the lines of Japanese management practices. Maruti created history by going into production in a record 13 months. Maruti is the highest volume car manufacturer in Asia, outside Japan and Korea, having produced over 5 million vehicles by May 2005. Maruti is one of the most successful automobile joint ventures, and has made profits every...
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...CASE STUDY TITLE: MARUTI UDYOG LIMITED – Managing competition successfully [pic] MARUTI UDYOG LIMITED – Managing competition successfully Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system. It was established with the objectives of - modernizing the Indian automobile industry, producing fuel efficient vehicles to conserve scarce resources and producing indigenous utility cars for the growing needs of the Indian population. A license and a Joint Venture agreement were signed with the Suzuki Motor Company of Japan in Oct 1983, by which Suzuki acquired 26% of the equity and agreed to provide the latest technology as well as Japanese management practices. Suzuki was preferred for the joint venture because of its track record in manufacturing and selling small cars all over the world. There was an option in the agreement to raise Suzuki’s equity to 40%, which it exercised in 1987. Five years later, in 1992, Suzuki further increased its equity to 50% turning Maruti into a non-government organization managed on the lines of Japanese management practices. Maruti created history by going into production in a record 13 months. Maruti is the highest volume car manufacturer in Asia, outside Japan and Korea, having produced over 5 million vehicles by May 2005. Maruti is one of the most successful automobile...
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...industry 9 Government regulation of Segement : Hatchbacks 9 Government regulation of Inputs used in Swift….metal/rubber 9 Government regulation of OIL/ DIESEL 9 Availability of substitutes 10 Plug-in hybrid 10 Price floors 11 Price Ceilings 11 Comparitive stats 11 Changes in demand and supply 11 Production Analysis 11 Production Function 11 Production 11 3: Aluminum 13 Short run 15 Long run 15 The 3 stages 15 The law of diminishing returns 15 Derived demand & the optimal level of variable input usage 15 Multiple Inputs 15 Cost Analysis 15 Introduction Second generation (2004–2010) the Maruti Suzuki Swift was launched in India in May 2005 with a 1.3-litre petrol engine. Later, in early 2007, Maruti introduced the Swift with a Fiat-sourced 1.3 L DDiS engine. In 2010, due to the new BS IV emission norms, Maruti replaced the 1.3 L petrol engine...
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...Maruti Suzuki CHALLENGE: LABOUR MANAGEMENT RELATIONS & PRODUCTION QUALITY Maruti has been in the news for almost a year now due to large number of strikes, also resulting in lock out of the factory sometimes due to labour unrest. The company says that soon afterwards, there are large scale incidents of sabotage—such as doors falling off completed cars. HRM REASONS WAGES & OTHER BENEFITS: Differential wages payment system for the similar work performed for almost similar number of hours. A contract worker is paid Rs 7000 a month and a permanent worker’s pay is around Rs 18,000; Other than salary, a contract worker is not entitled to medical benefits that a permanent worker gets, or the bus service, again which only the permanent worker can use. Yet, there is apparently little difference in the specific nature of the job for both categories. Discrimination is to the extent that even the dresses for both the categories of employees are different. This sense of discrimination hampers the working efficiency of the employees thus affecting the overall production quality of the maruti’s product WHAT NEEDS TO BE DONE: The Company can continue to keep the contract workers as it is in the benefit of the company as the company has not to worry about the labour in time of slump or even when there is a high demand for the labour. But the company HR Policies should enforce the system where there is no discrimination of the wages between both the categories of employee. As the...
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...Submission Working Capital Management of Maruti and its comparison to industry average Group-2: Shailesh Kumar Nirala- 36C Arjun Yadav- 9C Ajay Kumar Singh- 2C Ashley Thomas Abraham- 11C Navneet Menon- 23C Shanti Prakhar Awasthi- 38C Profile/Brief History The old logo of Maruti Suzuki India Limited on the left. Later in the new logo (on the right) the logo of Suzuki Motor Corp. was also added to it. Maruti Suzuki is India and Nepal's number one leading automobile manufacturer and the market leader in the car segment, both in terms of volume of vehicles sold and revenue earned. Until recently, 18.28% of the company was owned by the Indian government, and 54.2% by Suzuki of Japan. The BJP-led government held an initial public offering of 25% of the company in June 2003. As of 10 May 2007, the government of India sold its complete share to Indian financial institutions and no longer has any stake in Maruti Udyog. Maruti Udyog Limited (MUL) was established in February 1981, though the actual production commenced in 1983 with the Maruti 800, based on the Suzuki Alto kei car which at the time was the only modern car available in India, its only competitors- the Hindustan Ambassador and Premier Padmini were both around 25 years out of date at that point. Through 2004, Maruti Suzuki has produced over 5 Million vehicles. Maruti Suzukis are sold in India and various several other...
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...[pic] A Project Report on Customer Satisfaction Survey of Maruti Udyog Ltd. Final project report submitted in the fulfillment of requirements for the Postgraduate Diploma in Management (2007-09) Submitted To: Prof. Anita Saxena Submitted By: Ravindra Kumar Roll no-40 PGDM(2007-09) [pic] New Delhi Institute of Management, New Delhi. ACKNOWLEDGEMENT The research on “Customer Satisfaction Survey of Maruti Udyog Ltd.” has been given to me as part of the curriculum in the completion of 2-Years Post Graduate Diploma in Management. I have tried my best to present this information as clearly as possible using basic terms that I hope will be comprehended by the widest spectrum of researchers, analysts and students for further studies. I have completed this study under the able guidance and supervision of Dr. Manab Adhikari and my project guide Prof. Anita Saxena; I will be failed in my duty if I do not acknowledge the esteemed scholarly guidance, assistance and knowledge I have received from them towards fruitful and timely completion of this work. Mere acknowledgement may not redeem the debt I owe to my parents for their direct/indirect support during the...
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...1. ABSTRACT In highly competitive markets, customer satisfaction is a key driver of performance, making its measurement and management crucial. Most studies on customer satisfaction take an aggregate standpoint and do not consider segment-specific differences in attribute importance. In this article, the authors report on customer satisfaction with ambal auto (p) Ltd. They hypothesize that personal, situational, and product factors moderate the relationship between attribute performance and overall satisfaction. The “service-dominant logic” focuses on the firm and the customer co creating value, as defined by the customer. Achieving this orientation requires firms to understand which components of the service concept are most important to different subsets of customers. However, research on the relative importance to customers of core and peripheral service components has produced mixed results. The results show that these factors indeed influence Attribute—Performance—Satisfaction Relationship The present study investigates this relationship for salespeople in a business he theoretical justification for a positive impact of salespeople’s job satisfaction on customer satisfaction is based on the concept of emotional contagion. The analysis is based on a dyadic data set that involves judgments provided by salespeople and their customers collected across multiple manufacturing and services industries. Results indicate the presence of a positive relationship between salespeople’s...
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...Impact of recession In this article we assume recession as significant decline in economic activity of a nation for considerable amount of time based on parameters such as production, demand, employment, real income and real GDP. In this part we try to argue position of Indian four wheeler auto sector in effect of global recession around 2008 and current recession (2012-13) caused by local macroeconomic issues. Global recession (2008 onwards) Though global recession took roots in 2007 itself, Indian auto industry could see its real impact only in 2008 quarters. Global auto industry was in tatters due to loss of credit and reduced liquidity. US sales were fallen by 32%. In India, though the situation wasn’t as grim as US, passage care sales dropped from 1,15,481 in 2007 to 1,13,822 in 2008. Some of the reasons of these impacts were high finance cost and fuel prices. Looking on the lines of industry growth in previous years, Indian auto players were investing in increasing production facilities. Where sudden recessionary situation forced SIAM (Society of Indian Automobile Manufacturer) to reduce growth forecast from 12.5% to 9.5%. The result was to run the auto manufacturing plants on low production capacity than installed, increasing overheads and reducing margin. Impact in India was not as severe as it was in US and European markets. Mainly because local Indian macroeconomic indexes were still in good shape plus government act quickly to lower the interest rates and infused...
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...Follow-up on MSIL Gujrat deal after the Board Meeting that happened on 15th March, 2014 On 31 january, two days after Maruti Suzuki India’s (MSIL) board decided to let its parent, Suzuki Motor Corporation (SMC), set up a 100 per cent subsidiary in Gujarat, a suburban five-star hotel in Mumbai witnessed a spectacle not many would associate with Indian shareholders and company officials. While it was way short of what many would want to describe as fireworks, it certainly ended up as a heated argument between fund managers and top Maruti Suzuki officials. Maruti Suzuki had acquired 1,190 acres of land in Gujarat’s Mehsana district in 2011 from the state government soon after it announced its intention to set up a third manufacturing unit (besides Gurgaon and Manesar in Haryana) in the state. It planned to invest Rs 3,000 crore on a greenfield plant. However, the announcement that the plant would be set up by a 100 per cent subsidiary of SMC (which owns 56.21 per cent in Maruti Suzuki) — and not by Maruti Suzuki — left shareholders, investors and fund houses, who collectively own the remaining 43.79 per cent, stunned. Under the new proposal, Maruti Suzuki will be buying all of the plant’s production and selling it in the domestic market for a profit. Shareholders feared SMC was shortchanging Maruti Suzuki shareholders for its own gains. Maruti Suzuki’s call to review its decision came only after the Securities and Exchange Board of India (Sebi) took note of the controversy...
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...Organisational Behavior Study Maruti Suzuki India Ltd. A Brief About the Organisation Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system. Suzuki Motor Company was chosen from seven prospective partners worldwide. This was due not only to their undisputed leadership in small cars but also to their commitment to actively bring to MUL contemporary technology and Japanese management practices (which had catapulted Japan over USA to the status of the top auto manufacturing country in the world). A licence and a Joint Venture agreement was signed between Govt of India and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982. The vision of the company is “to be the leader in the Indian automobile Industry, creating customer delight and shareholders wealth. A pride of India”. Maruti Suzuki India Ltd. has always been a leader in the Indian automobile industry & we have studied the attitudes and behaviours that prevail within the organisation which are a major contributor to the success of the organisation. Understanding of the organizations parameters Leadership Leaders can make a difference. They have the ability to influence a group towards the achievement of vision or a set of goals and hence are needed to create vision for the future, and to inspire organizational members to want to achieve...
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...volume growth remained buoyant on the back of positive consumer sentiment and heavy discounts offered by OEMs and dealers to clear their year-end inventory. Among the majors, Maruti, Hero Honda, TVS Motor and Ashok Leyland reported better-than-expected numbers for the month. Going ahead, however, hikes in product prices, increased fuel price along with higher interest rates would be the major headwinds that could impact performance of the players. Tata Motors (TML) reported 10.9% yoy (7.5% mom) growth in total volumes, led by better-than-expected numbers in the commercial vehicles (CV) segment. Growth in the CV segment was led by a bounce back in M&HCV and LCV sales, which registered strong growth of 11.8% (30.6% mom) and 23.1% yoy (15.7% mom), respectively. In the PV segment, TML reported a 0.4% yoy (12.9% mom) drop in offtake, largely due to a 40.3% yoy (30.9% mom) decline in Indica dispatches. Nano volumes remained strong, posting 84.9% yoy growth. Ashok Leyland (ALL) posted better-than-expected numbers during the month, registering a strong 20.9% yoy (24.2% mom) increase in volumes to 12,168 units. Volume growth during the month was aided by strong performance from the M&HCV goods segment. Overall domestic M&HCV vehicle volumes grew by 20.5% yoy, while exports posted healthy 11.5% yoy growth. Maruti reported better-than-expected 28.2% yoy (strong 9.2% mom) volume growth to 121,952 units, backed by strong performance in domestic markets. Domestic volumes increased by impressive...
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...Submitted To: Submitted By: Prof. R. Srinivasan Gulshan Sharma FPG1113/021 Impact of working capital on the profitability of the firm | Table of Content Topic.............................................................................................................................Page No. Acknowledgement........................................................................................................ 3 Executive Summary...................................................................................................... 4 Company Profile........................................................................................................... 5 Introduction.................................................................................................................. 10 Objective...................................................................................................................... 19 Research Methodology................................................................................................ 19 Limitation..................................................................................................................... 19 Data Analysis............................................................................................................... 20 Findings............................................................................................
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