CHAPTER-I INTRODUCTION
INTRODUCTION
sales force management often comes up in discussions between professional supervisors. Many times, questions such as “How can I boost my m y sales force management skills? or “!ales force management" who has time for it? are raised. However, Ho wever, rest assured that sales force management is an essential element in the world of selling, and there are some great ways wa ys for you to gain sales force management acumen without spending tons of time on the process. !ales #orce Management $ Make It a %leasure, &ot a %ain' #irst, take a hard look at how h ow you approach sales force management. manage ment. If you assume that all your sales force management endeavors are going to be painful and time(consuming, they probably will be' )fter all, it*s a self(fulfilling self(fulfilling prophesy. +n the other hand, if you envision sales force management as a way of becoming a better leader or growing closer to your employees, you might ust be able to put sales force management manag ement in a positive light. )nd your optimism toward sales force management will be contagious. !ales #orce Management $ -ead by /ample +ne of the secrets to successful sales force management is to always behave the way you want your employees to )01 . 1his means no surfing the Internet or using the old, “It*s #riday #riday afternoon2 why bother making prospect calls? phrase2 those actions will not equate to outstanding sales force management. 1o be a top(notch supervisor, you need to be someone to whom your staff can look up. 1hus, one of the most important elements of your sales force management is to be the type of seller you want your colleagues to become. !ales #orce Management $ 3evelop 4our 4our +wn !tyle +f course, there*s no reason why your sales force management should be the same as the sales force management strategies of the gal or fellow in the office down the hall. 1ruly, how you approach sales force management is completely unique u nique and should reflect your personal interests. #or e/ample, if you have a particular way of handling meetings 5say, you prefer to hold them offsite at a local doughnut shop6, by all means take your sales force management techniques and run with them' &ever be b e afraid to be yourself2 that*s one of the keys to great sales force management.
INTRODUCTION
sales force management often comes up in discussions between professional supervisors. Many times, questions such as “How can I boost my m y sales force management skills? or “!ales force management" who has time for it? are raised. However, Ho wever, rest assured that sales force management is an essential element in the world of selling, and there are some great ways wa ys for you to gain sales force management acumen without spending tons of time on the process. !ales #orce Management $ Make It a %leasure, &ot a %ain' #irst, take a hard look at how h ow you approach sales force management. manage ment. If you assume that all your sales force management endeavors are going to be painful and time(consuming, they probably will be' )fter all, it*s a self(fulfilling self(fulfilling prophesy. +n the other hand, if you envision sales force management as a way of becoming a better leader or growing closer to your employees, you might ust be able to put sales force management manag ement in a positive light. )nd your optimism toward sales force management will be contagious. !ales #orce Management $ -ead by /ample +ne of the secrets to successful sales force management is to always behave the way you want your employees to )01 . 1his means no surfing the Internet or using the old, “It*s #riday #riday afternoon2 why bother making prospect calls? phrase2 those actions will not equate to outstanding sales force management. 1o be a top(notch supervisor, you need to be someone to whom your staff can look up. 1hus, one of the most important elements of your sales force management is to be the type of seller you want your colleagues to become. !ales #orce Management $ 3evelop 4our 4our +wn !tyle +f course, there*s no reason why your sales force management should be the same as the sales force management strategies of the gal or fellow in the office down the hall. 1ruly, how you approach sales force management is completely unique u nique and should reflect your personal interests. #or e/ample, if you have a particular way of handling meetings 5say, you prefer to hold them offsite at a local doughnut shop6, by all means take your sales force management techniques and run with them' &ever be b e afraid to be yourself2 that*s one of the keys to great sales force management.
!ales #orce Management $ 7eward 4our 4our mployees )nother strategy that the best sales force management leaders employ is honoring their staff members. 8nfortunately, many people who could cou ld be great supervisors 5and should be practicing terrific sales force management techniques6 forget that saying, “1hank you or “4o “4ouu did a good ob sometimes isn*t enough. 1o 1o become truly savvy at sales force management, you really need to be big and bold in the way you reward your most talented workers. #or instance, a good sales force management technique is to offer weekly incentives to top sellers. 1his keeps everyone on their proverbial “toes. )nd you don*t have to break the bank to honor them2 offer to allow someone to leave an hour hou r or two early or, if you can, give a small bonus in that week*s paycheck. 1his sales force management strategy can pay off big(time and create some very healthy competition among sales people. !ales #orce Management $ !tay in 1ouch 1ouch !ometimes, sales managers are practically invisible, lending to poor sales force management. If you*re always on the road or in your office, it*ll be difficult to practice e/cellent sales force management. 1o be an effective sales force management leader, you need to have your fingers on the pulse of your sales operation, which means getting out there and working with and listening to employees. 9oin them for sales calls. %eriodically take them to lunch. )sk how people are doing 5and pay attention to the answers'6 :hen you know what*s going on, you*ll be able to practice sales force management in a way you might never have imagined. !ales #orce Management $ !top %roblems ;efore 1hey
need to ensure that your workers are not being thrust into the world without any ways of succeeding. +ne of the best sales force management tools you can give them is computer software such as %rophet. 1his program works with M! +utlook and can streamline prospecting, customer service, and reporting processes. 54ou can find this sales force management tool at )vidian.com6 1his way, your employees will be able to prosper" and your company will, too. !ales #orce Management $ 3o !ome 3irty :ork 1he person who embodies e/cellent sales force management is the one who rolls his or her sleeves up and “gets dirty. 1his means that you cannot ust walk out the door at >@> p.m. when everyone else is scrambling to put together some packages for an impromptu prospect presentation. 1o be a leader in sales force management, you need to put down your briefcase and become a helping hand. If you*re not able to put aside your own sense of, “I*m too good for this task, then great sales force management will forever elude you. !ales #orce Management $ -et +thers -ead #inally, one of the best ways to practice sales force management is to allow others to be leaders as well. )s a sales force management guru, you should be able to sit back and watch your employees take on leadership roles without feeling envious or concerned. 1oo often, many people who say they support sales force management don*t because they are worried that a worker might “outshine them. 3on*t think in that way. Instead, help your staff achieve greatness" if one of them surpasses you, then so be it. ;ut never hold them down2 that*s not good sales force management. Instead, applaud them as they climb the corporate ladder2 as a leader in sales force management, that*s what you are e/pected to do.
Need for the study
+rgani=ation Tata Motors Limited (TML) AUTO!IN LIMITED is competitive environment with relationship management of customer and they are attracting Tata Motors Limited (TML) AUTO!IN LIMITED the
customer with some effective sale promotions. ;ut
some organi=ations need to evaluate the purpose, utility, effectiveness of customer satisfaction. 1hey are fails to evaluate this customer relationship management. !o these study has been undertaken to assess the customer relationship management in the organi=ation. Increasing competition, ever growing market, easy availability of the finances and increasing population of young e/ecutives, with huge disposable incomes, over the past few years has substantially increased the sales in the automobile industry. )lso, the competition among the dealers of the products has increased with each trying to ma/imi=e their customer base. 1his makes it imperative for the dealers to provide the best of the services and e/ceed the customer e/pectations to achieve customer delight and loyalty.
!0+% +# 1H !1834 1he scope is confirmed only to e/amine the “0ustomer relationship management with reference to Tata Motors !7AI0! and to find possible remedies to counteract their competition. 1he study aims to measure satisfaction level of the dealers regarding Tata Motors industries. 1he area within which the study was conducted regarding the information the primary data is collected in the form of questionnaire collected from the dealers in 7anga reddy district. 1o sum up the proect had within the scope of the study in the area of “ "a#es !or$e Ma%a&eme%t of Tata Motors dealers in 7anga 7eddy district for a particular time 5BC@@6.
1he research measures the e/periences of customers. 3efines and analyses the e/periences based on key deliverables.
+;901IA! +# 1H !1834
1he broad obective is to study the perception of “!)-! #+70 M)&)<M&1 :I1H 7#7&0 1+ Tata Motors Limited (TML) AUTO!IN LIMITED .
1o find out the factors that influences the buy 1ata Motors Limited (TML) AUTO!IN LIMITED decision
of an Tata Motors Limited (TML) AUTO!IN LIMITED
services.
1o identify and study the problems faced by the consumers of Tata Motors Limited (TML) AUTO!IN LIMITED !7AI0!.
1o study the satisfaction level of e/ist Tata Motors Limited (TML) AUTO!IN LIMITED
consumer of
Tata Motors Limited (TML) AUTO!IN LIMITED
!7AI0!.
1o assess the role of brand image in the purchase Tata Motors Limited (TML) AUTO!IN LIMITED
decision of
Tata Motors Limited (TML) AUTO!IN
LIMITED !7AI0!.
7!)70H +;901IA •
1o study about the Tata Motors services.
•
1o study about the Tata Motors products.
•
1o know about why the customer like Tata Motors .
•
)re they happy with the service?
•
1o know about what customer needs and what the company is provide Tata Motors.
•
1o know about how they fulfil the needs of the customers.
•
1o know about the service.
1o study the obectives in detail the follow Tata Motors Limited (TML) AUTO!IN LIMITED research methodology is adopted.
7!)70H M1H)+3+-+<4 7esearch design “7esearch design is the plan, structure. )nd strategy of investigation conceived so as to obtain answers to research questions and to control variance D7- I0I0I7 1he research designs are both descriptive and e/ploratory in nature. 1he obectives of this study is to answer the “who, what, when, where and How “of the subect under investigation. !)M%- I0I0I %-)& )&3 !IE #+7 0+&!8M7!
!ample Tata Motors Limited (TML) AUTO!IN LIMITED plays a vital role in
decide Tata Motors the quality of any proect while do Tata Motors this survey it is felt to conduct the survey for consumers under convenient sample
Tata Motors
method.
0onvenience sample Tata Motors was adopted both for consumers where the sample unites are chosen primarily on the basis of the convenience of the investigators. 1he sample si=e was determined as @CC consumers
!)M%- 177I1+74
1he survey has been conducted and restricted to the city of Hyderabad in )&37) %7)3!H F !+870 +# 3)1) 3ata, which is to be used for the proect, has come both from primary sources as well as secondary sources %7IM)74 3)1) !+870! 1he cru/ of the report is based on the information collected from the respondents with the help of questionnaires. 1he primary source of information have been consumers who have filled up the questionnaire 0onsumer who interviewed separately and the respondents otted down in the questionnaire for the purpose. !0+&3)74 3)1) !+870! Information has also been borrow from both internal sources such as company records and e/ternal sources like ournal, maga=ines and book on market Tata Motors research 3)1) 0+--01I+& M1H+3 1he survey method was employed for primary data collection. 1he medium of date collection was through personal interviews. :here the respondents were questioned in face(to(face meet 1ata Motors the consumers were met either in their homes 5or6 place of work. !ome of respondents were questioned through telephones,
1++-! #+7 3)1) 0+--01I+&
1he data was collected through structured questionnaire. Guestions can be categori=ed into multi(choice and open(ended questions. Guestionnaires were designed for consumers. 0are was taken to ensure that the questions framed were compatible with research obectives. #irstly, by take 1ata Motors the sample questionnaires, a pilot survey have been conducted among the various sections of the people. :ord 1ata Motors and sequence 1ata Motors of
questions, choice of respondents, information sought and instruments clarity as a
whole, were tested. )fter take 1ata Motors the e/actness and correctness the final version of the questionnaire has been drafted and was taken up for field survey purposes. !1)!1I0)- 1++-! In the conte/t of the present study, the follow 1ata Motors statistical tools have been used #7G8&04 3I!17I;81I+& 1);- ) frequency distribution refers to data classified on the basis of some variable, which can be measured such as age, income etc. %70&1)<! %ercentages are used to describe relationships, since they reduce every the Tata Motors to a common base and there by allow mean Tata Motors full comparisons to be
made.
%I 3I)<7)M;)7 3I)<7)M
1here are pictorial representations of statistical data with several subdivisions in a circular from and column from respectively. M1H+3 +# :I
1ime is an important constraint. 1he whole study was conducted in a period of > days.
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1he !tudy is 7estricted to a limited region i.e., the twin cities of Hyderabad and !ecunderabad. !o, the inferences made by this study are not applicable to the entire market.
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1he data collection from the respondents is qualitative in nature i.e., views, opinions, etc., so it is not a convenient data for the study for a longer duration.
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1he 7espondents were very apprehensive while taking the telephone number and address.
•
I consulted only public, customers of 1)1) only. I collected only @CC samples.
CHAPTER-II INDU"TR' PRO!ILE COMPAN' PRO!ILE
Automoi#e i%dustry i% I%dia
1he automobile industry in India is the ninth largest in the world with an annual production of over B.J million units in BCCK In BCCL, India emerged as )sias fourth largest e/porter of automobiles, behind 9apan, !outh Dorea and 1hailand. #ollowing economic liberali=ation in India in @LL@, the Indian automotive industry has demonstrated sustained growth as a result of increased competitiveness and rela/ed restrictions. !everal Indian automobile manufacturers such as 1ata Motors, Maruti !u=uki and Mahindra and Mahindra, e/panded their domestic and international operations. Indias robust economic growth led to the further e/pansion of its domestic automobile market which attracted significant India( specific investment by multinational automobile manufacturers. In #ebruary BCCL, monthly sales of passenger cars in India e/ceeded @CC,CCC units. bryonic automotive industry emerged in India in the @LCs. #ollowing the independence, in @LN, the Cs and @LOCs due to nationali=ation and the license ra which hampered the Indian private sector. )fter @LNC, the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. 0ars were still a maor lu/ury. 9apanese manufacturers entered the Indian market ultimately leading to the establishment of Maruti 8dyog. ) number of foreign firms initiated oint ventures with Indian companies. In the @LKCs, a number of 9apanese manufacturers launched oint(ventures for building motorcycles and light commercial(vehicles. It was at this time that the Indian government chose !u=uki for its oint(venture to manufacture small cars. #ollowing the economic liberali=ation in @LL@ and the gradual weakening of the license ra, a number of Indian and multi(national car companies launched operations. !ince then, automotive component and automobile manufacturing growth has accelerated to meet domestic and e/port demands.
History C, Aolkswagen was the largest
automobiles electronically to driving speeds of B>C kilometres per hour 5@>> mph6 for safety reasons. #or factory(tuned models like Mercedes()M< from Mercedes ;en=, )udi 7! from quattro R. )n embryonic automotive industry started in India in the @LCs. However, for the ne/t >C years, the growth of the industry was hobbled by the !ocialist policies and the bureaucratic hurdles of the license ra. #ollowing economic liberalisation in India from @LL@, and the gradual easing of restrictions on industry, India has seen a dynamic @NR annual growth in automobile production and JCR annual growth in e/ports of automotive components and automobiles. India produces around B million automobiles currently. 1he -argest automotive companies in India are Maruti !u=uki, Hyundai Motor India, 1ata Motors and Mahindra S Mahindra. 1otal turnover of the Indian automobile industry is e/pected to grow from 8!3 J ;illion in BCCO to 8!3 @BB ;illion in BC@O. 1ata Motors has ust launched 1ata &ano, the cheapest car in the world at 8!3 BBCC. #oreign auto companies with assembly plants in India include,
switched to &issan in the @LKCs. It opened its first 8.!. plant in 1ennessee in the early @LKCs, and a 8.D. plant in @LKO. In the &orth )merican markets, its lu/ury models carry the brand Infiniti. Honda, which began with motorcycles, emerged after :orld :ar II. In the &orth )merican markets, its lu/ury vehicles are sold under the )cura brand. Ma=da was the only successful auto company to incorperate the unique rotary engine starting with the 7T series, later the company was partly bought by #ord during which time vehicles such as the m/ series, JBJ, OBO, LBL, as well as the ; series trucks were oint built with #ord, it wasnt until late LL Ma=da had bought back its sold shares from #ord, current models such as the Ma=da J have little to none ties with #ord. 1oyota began making cars in the @LJOs, and is now the worlds largest producer. 1he 1oyota 0orolla is the worlds best selling nameplate. Its lu/ury models carry the -e/us brand. 1oyota is famous for its innovative, quality(conscious management style, and its hybrid gas( electric vehicles, especially the %rius, which was launched in @LLN. In the early days of BC@C 1oyota was held accountable for many safety failures that had become a new calling card for the brand. 1his culminated in a visit of the operating boss to speak before congress. +ther maor companies include !ubaru, Mitsubishi, Ma=da, 3aihatsu, !u=uki, and Isu=u. 9apans production of cars increased from J.@NL million to N.CJK million between @LNC and @LKC, while demand for larger )merican cars was disastrously falling. 9apanese cars are often credited with superior reliability and dependability, efficiency, and advanced technology. #871H7 3A-+%M&1! Most of the developments during the early phase concentrated on three and four(wheeled design since it was comple/ enough to get the machines running with out having to worry about them falling over. 1he ne/t notable two(wheeler though was the Hildebrand S :olf Mueller, patented in Munich in @KL. In @KL>, the #rench firm of 3e3ion(button built and engine that was to make the mass production and common use of motorcycle possible. 1he first motorcycle with electric start and a fully modem electrical system2 the Hence special from the Indian Motorcycle 0ompany astounded the industry in @LJ@. ;efore :orld :ar @, IM0 was the largest motorcycle manufacturer in the world producing over BCCCC bikes per year.
I&07)!I&< %+%8-)7I14 1he popularity of the vehicle grew especially after @L@C, in @L@O2 the Indian motorcycle company introduced the model H racer, and placed it on sale. 3uring :orld :ar @, all branches of the armed forces in urope used motorcycles principally for dispatching. )fter the war, it enoyed a sport vogue until the cc model. !ince then, an increasing number of powerful bikes have bla=ed the roads.
Indian automobile companies &otable Indian automobile manufacturers )shok -eyland 0hinkara Motors ;eachster, Hammer, 7oadster @.K!, 7ockster, 9eepster , !ailster. #orce Motors Hindustan Motors )mbassador . Mahindra Maor , Tylo, !corpio. Maruti !u=uki KCC, )lto, :agon7 , stilo, )!tar , 7it=, !wift, !wift 3Eire, !T, +mni, Aersa,
)anta
&otable Multi(national automobile manufacturers -ocally manufactured )utomobiles of Multi(national 0ompanies )udi ), )O. ;M: J !eries, > !eries. 0hevrolet !park , ;eat, )veo 8(A), )veo, +ptra, 0ru=e, 1avera. #iat %alio,
Qkoda #abia, +ctavia, -aura. 1oyota 0orolla, Innova, #ortuner Aolkswagen 9etta, %assat, %olo. 0ars sold in India as 0;8 50ompletely ;uilt 8nits6 )udi )K, 11, 7K, G>, GN. ;entley )rnage, )=ure, ;rooklands, 0ontinental <1, 0ontinental #lying !pur , Mulsanne. ;M: O !eries, N !eries, TJ, T>, TO, MJ, M>, MO and E. 0hevrolet 0aptiva #iat &uova >CC. Honda 0ivic Hybrid, 07(A. Hyundai !anta #e. 9aguar T#, T9, TD . -amborghini N and OB. Mercedes(;en= 0-(0lass, 0-!(0lass, !(0lass, !-(0lass, !-D(0lass, M(0lass, Aiano. Mitsubishi %aero, Montero, +utlander . &issan 1eana, T(1rail, JCNE.
%orsche L@@, ;o/ter , %anamera, 0ayman, 0ayenne. 7olls 7oyce
COMPAN' PRO!ILE
COMPAN' PRO!ILE
1ata Motors -imited is Indias largest automobile company, with revenues of 7s. JB,BO crores 58!3 N.B billion6 in BCCO(CN. It is the leader by far in commercial vehicles in each segment, and the second largest in the passenger vehicles market with winning products in the compact, midsi=e car and utility vehicle segments. 1he company is the worlds fifth largest medium and heavy commercial vehicle manufacturer, and the worlds second largest medium and heavy bus manufacturer.
1he companys BB,CCC employees are guided by the vision to be Pbest in the manner in which we operate, best in the products we deliver, and best in our value system and ethics.P 1ata Motors helps its employees realise their potential through innovative H7 practices. 1he companys goal is to empower and provide employees with dynamic career paths in congruence with corporate obectives. )ll(round potential development and performance improvement is ensured by regular in(house and e/ternal training. 1he company has won several awards recognising its training programmes. stablished in @L>, 1ata Motors presence indeed cuts across the length and breadth of India. +ver million 1ata vehicles ply on Indian roads, since the first rolled out in @L>. 1he companys manufacturing base is spread across India ( 9amshedpur 59harkhand6 in the east, %une 5Maharashtra6 in the west, and in the north in -ucknow 58ttar %radesh6 and %antnagar 58ttarakhand6. ) new plant is being set up in !ingur 5close to Dolkata in :est ;engal6 to manufacture the companys small car. 1he nation(wide dealership, sales, services and spare parts network comprises over B,CCC touch points. 1he company also has a strong auto finance operation, 1M- #inancial !ervices -imited, supporting customers to purchase 1ata Motors vehicles. 1ata Motors, the first company from Indias engineering sector to be listed in the &ew 4ork !tock /change 5!eptember BCC6, has also emerged as an international automobile company. In BCC, it acquired the 3aewoo 0ommercial Aehicles 0ompany, Doreas second largest truck maker. 1he rechristened 1ata 3aewoo 0ommercial Aehicles 0ompany has launched several new products in the Dorean market, while also e/porting these products to several international markets. 1oday two(thirds of heavy commercial vehicle e/ports out of !outh Dorea are from 1ata 3aewoo. In BCC>, 1ata Motors acquired a B@R stake in Hispano 0arrocera, a reputed !panish bus and coach manufacturer, with an option to acquire the remaining stake as well. Hispanos presence is being e/panded in other markets. In BCCO, it formed a oint venture with the ;ra=il(based Marcopolo, a global leader in body(building for buses and coaches to manufacture fully(built buses and coaches for India and select international markets. 1ata Motors also entered into a oint venture in BCCO with 1honburi )utomotive )ssembly %lant 0ompany of 1hailand to manufacture and market the companys pickup vehicles in 1hailand. In BCCO, 1ata Motors and #iat )uto formed an industrial oint venture at 7anangaon 5near %une in Maharashtra, India6 to produce both #iat and 1ata cars and #iat powertrains for the Indian and
overseas markets2 1ata Motors already distributes and markets #iat branded cars in India. In BCCN, 1ata Motors and #iat )uto entered into an agreement for a 1ata license to build a pick(up vehicle bearing the #iat nameplate at #iat in the 8D. 1M10 is engaged in design engineering and development of products, supporting 1ata Motors skill sets. 1ata 3aewoo 0ommercial Aehicle 0ompany and Hispano 0arrocera also have 7S3 establishments at
introducing new vehicles in the market, brings in greater discipline in proect e/ecution. 1he &%I process helped 1ata Motors create a new segment, in BCC>, by launching the 1ata )ce, India*s first indigenously developed mini(truck. 1he years to come will see the introduction of several other innovative vehicles, all rooted in emerging customer needs. ;esides product development, 7S3 is also focusing on environment(friendly technologies in emissions and alternative fuels. 1hrough its subsidiaries, the company is engaged in engineering and automotive solutions, construction equipment manufacturing, automotive vehicle components manufacturing and supply chain activities, machine tools and factory automation solutions, high(precision tooling and plastic and electronic components for automotive and computer applications, and automotive retailing and service operations. 1rue to the tradition of the 1ata
%owered by a pioneering spirit and a chain of constant innovations for over >C years, 1ata Motors -imited 51M-6 has redefined the art of building motor vehicles. 1oday, 1ata Motors -imited is the si/th largest medium and heavy commercial vehicle manufacturer in the world, with a significant presence in )sia, urope, )frica and -atin )merica. :orld(class auto components are the backbone of all world(class vehicles. Deeping this in mind, 1ata Motors -imited has collaborated with maor players in the )uto Industry. 1he 9oint Aenture with 0ummins, associations with companies like 9ohnson 0ontrols, 1oyo 7adiators, 0huo !prings, #icosa, 4a=aki, 4utaka(
acquisition of the 3aewoo 0ommercial Aehicles %lant in March BCC. 1he roboti=ed factory at
1ata Motors, a 0ompany that cares about the future... 1rue to the tradition of the 1ata
1ata Motors concern is manifested by a dual approach ( @6 7eduction of environmental pollution and regular pollution control drives B6 7estoration of ecological balance. +ur endeavors towards environment protection are soil and water conservation programmers and e/tensive tree plantation drives. 1ata Motors is committed to restoring and preserving environmental balance, by reducing waste and pollutants, conserving resources and recycling materials. Redu$i%& Po##utio%+
1ata Motors has been at the forefront of the Indian automobile industrys anti(pollution efforts by introducing cleaner engines. It is the first Indian 0ompany to introduce vehicles with uro norms well ahead of the mandated dates. 1ata Motors* oint venture with 0ummins ngine 0ompany, 8!), in @LLB, was a pioneering effort to introduce emission control technology for India. +ver the years, 1ata Motors has also made investments in setting up of an advanced emission(testing laboratory. :ith the intention of protecting the environment, 1ata Motors has upgraded the performance of its entire range of four and si/ cylinder engines to meet international emission standards. 1his has been accomplished with the help of world(renowned engine consultants like 7icardo and )A-. 1hese engines are used in 1ata Motors vehicles in the Indian market, as well as in over NC e/port markets. 1ata Motors is constantly working towards developing alternative fuel engine technologies. It has manufactured 0&< version of buses and followed it up with a 0&< version of its passenger car, the Indica. Restori%&E$o#o&i$a#,a#a%$e+
1ata Motors has set up effluent treatment facilities in its plants, to avoid release of polluted water into the ecosystem. In %une, the treated water is conserved in lakes attracting various species of birds from around the world thus turning the space into a green belt.
1ree plantation programmers involving villagers and 1ata Motors employees2 have turned acres of barren village green. 1ata Motors has planted as many as KC,CCC trees in the works and the township and more than B. million trees have been planted in 9amshedpur region. +ver half a million trees have been planted in the %oona region. 1ata Motors has directed all its suppliers to package their products in alternate material instead of wood. E%d of Life ehi$#e Treatme%t a%d Re$y$#i%&+
India is a recycling society with many people making value out the recovery of waste materials discarded from products at the end of their useful life. However, urope, and some other e/port markets, have recogni=ed that they have become a throwaway society in recent decades, and are now introducing waste prevention regimes in different industry sectors to collect and recycle valuable resource rather than it ending up in landfill. In the )utomotive sector, the uropean nd of -ife Aehicle 5-A6 3irective, points responsibility for this issue to vehicle manufacturers, and the scrap car recovery industry. !imilar regulations are being introduced in 9apan and Dorea. &aturally, 1ata Motors has already met the producer responsibility aspects of the -A 3irective, such as compliance to Heavy metals and other ha=ardous substance restrictions. )lso, material code marking of plastic parts has been introduced to aid achievement of demanding uropean recycling targets. 0entral to this uropean regulation is for manufacturers to provide free take(back networks for environmentally sound treatment of lves. -ast owner contacts for access to 1ata Motors subscribed take(back schemes can be found. +nly specially authori=ed vehicle dismantler and shredder operators are allowed to treat -As in urope, and they have access to 1ata Motors -A treatment information by registering on
COMMUNIT'DEELOPMENT+
1he 0ompanys 0ommunity !ervice 3ivision works through various societies to improve the conditions of neighbouring villages ( encouraging economic independence through self(initiated cottage industries and contributing to community and social forestry, road construction, rural health, education, water supply and family planning. 1ata Motors has been making numerous well(planned efforts in the area of rural development, with specific focus on the following Hea#th "a%itatio%+
Mobile health service staff provides preventive and curative health services under the PHealth for )llP programme. 1hey train village health workers in conducting the same. !afe drinking water facilities are provided to ensure health of the villagers. Em.#oyme%t *e%eratio%
1ata Motors encourages self(sufficiency with the aim to improving the confidence, morale and lives of its employees and their dependents. 1he 0ompany has worked on some novel ideas around its townships. mployees relatives at %une have been encouraged to form various industrial co(operatives engaged in activities such as re(cycling of scrap wood into crates and furniture, welding, steel scrap baling, battery cable assembly etc. 1he 1ata Motors
1hese centers are situated in various parts of 9amshedpur, %une and some of their neighboring towns. 1he centers regularly organi=e various programmers S neighboring populations are encouraged to participate in these activities. "ome of our "er/i$es+ •
0omprehensive )0 repairs conducted using modern )0 charging machines.
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0omprehensive accidental repairs done by e/perts in ;ody and %aint shop 1echnology
•
Aalue )dded !ervices ( 0ar 0are 1reatments, )nti 7ust )pplications, @K W @K @K W JC e/tended :arranty benefits, fuel additives, engine decarburi=ing, etc.
•
!ervice %ackages (
)vailability of “Aalue for Money 7econditioned aggregates like engines, power steering, )0 compressors 57econditioned by +Ms6 •
workshops
•
Gualified and trained 1echnicians, !ervice )dvisors and 0ustomer 7elationships +fficers.
•
8se of special tools and quality parameters for repairs.
•
;est in industry labour charges.
•
B hours helpline and a breakdown help line vehicle
•
@CCR assurance of usage of genuine 1ata Motors spare parts.
•
8sage of specially blended lubricants and long lasting paints
•
@ year warranty on workmanship on all kinds of repairs
Dear Customer
)s a valued 1ata Motors 0ustomer, you are entitled to get following support from this workshop 0 1ua#ity ser/i$i%& 2 re.airs of your $ar3 •
#ree repair of the complaint that reappears within JCCC kms or @ month 5whichever is earlier6 after being attended at this set(up.
0 1ua#ity 4ashi%& of your $ar3 •
If you are not satisfied with the washing quality of your car, we will clean it again to your satisfaction'
0 O%-time de#i/ery3 •
If you do not get your car back on the promised dayX2 we will waive off @CR on the labour bill of your car' XIn case of increase in ob content parts not available. !ervice )dvisor will intimate you the revised delivery date S time in advance
0 !o##o4-u. $a## after ser/i$e3 •
1his workshop wills contact you on the th day after the delivery of the vehicle, to ensure your satisfaction with the service. Hence, we request you to provide us your latest phone number.
RECOMMENDED PRODUCT
If you do not get the above services, please let us know through the P0ustomers AoiceP form kept near the drop bo/. It has been our obective and our ndeavour to introduce high quality lubricants and coolants time and again for the benefit of esteemed customers like you. 1hese quality lubricants are of superior quality and are rigorously tested at our ngineering 7esearch 0entre, %une. 8se of the same in your vehicles ensures superior engine and other aggregate performance and enhances its life. :e have tied up with Ms 0astrol India -td, Ms Hindustan %etroleum -td, Ms //on Mobil -ubricants %vt -td S Ms !00I India %vt -td for supply of these lubricants and 0oolants in the 3ealer 1ata )uthori=ed !ervice 0entre workshops. Our Part%ers i% this E%dea/our
OR*ANI5ATION PRO!ILE ,rief History of 6AUTO !IN LIMITED7 H'DERA,AD
1he )81+#I& -IMI13 was established in &ovember, C>, BCC>. 1hey are the authori=ed 3ealers for all kinds of 1)1) 0ars in the territory of )ndhra %radesh. 1he chairman of )81+#I& -IMI13 is
Medical Highway, ;owenpally, !ecunderabad.
!alem nagar colony, Malakpet, Hyderabad.
+pp%aradise Hotel, %aradise, !ecunderabad. 1he )81+#I& -IMI13 is Having @K,CCC !ft workshop of high standards is located in
;owen %ally. It is not only one of the largest in India, but also one of the most well equipped and modern workshops. Manned with a team of technicians with vast knowledge S e/perience, most of them are trained at 1)1) plant. )ll vehicles are repaired S subsequently pass through internal quality check for workmanship. 1hey are assured of genuine spares and timely deliveries. )nd one work shop is located at
Medical highway, ;owenpally, secunderabad.
1he average fiscal sales for the year BCCO(CN were appro/imately CCC vehicles and turnover of around @BC crores. 1hey received the following )wards for /cellence.
7ated as the best decorated show room for J times &o. @ in sales in !outh India.
)uto fin limited is today among the top @C 1)1) dealers in customer satisfaction and service.
HISTORY
It has been a long and accelerated ourney for 1ata Motors, Indias leading automobile manufacturer. !ome significant milestones in the companys ourney towards e/cellence and leadership. 89:; to 89;<
1ata ngineering and -ocomotive 0o. -td. was established to manufacture locomotives and other engineering products.
!team road roller introduced in collaboration with Marshall !ons 58D6.
89;8 to 89=<
0ollaboration with 3aimler ;en= )<, :est
7esearch and 3evelopment 0entre set up at 9amshedpur.
89=8 to 89><
/ports begin with the first truck being shipped to 0eylon, now !ri -anka.
!etting up of the ngineering 7esearch 0entre at %une to provide impetus to automobile 7esearch and 3evelopment.
89>8 to 89?<
Introduction of 3I engines.
#irst commercial vehicle manufactured in %une.
89?8 to 899<
Manufacture of Heavy 0ommercial Aehicle commences.
#irst hydraulic e/cavator produced with Hitachi collaboration.
%roduction of first light commercial vehicle, 1ata CN, indigenously designed, followed by 1ata OCK. .
8998 to @<<< •
-aunch of the @st indigenous passenger car 1ata !ierra.
•
1)0 BC crane produced.
•
+ne millionth vehicle rolled out.
•
-aunch of the 1ata state.
•
9oint venture agreement signed with 0ummins ngine 0o. Inc. for the manufacture of high horsepower and emission friendly diesel engines.
•
-aunch of 1ata !umo ( the multi utility vehicle.
•
-aunch of -%1 NCL ( a full forward control, light commercial vehicle.
•
9oint venture agreement signed with Ms 3aimler ( ;en= Mercedes ( ;en= for manufacture of Mercedes ;en= passenger cars in India.
•
9oint venture agreement signed with 1ata Holset -td., 8D for manufacturing turbochargers to be used on 0ummins engines.
•
Mercedes ;en= car BBC launched.
•
1ata !umo delu/e launched.
•
1ata !ierra 1urbo launched.
•
@CC,CCCth 1ata !umo rolled out.
•
1ata !afari ( Indias first sports utility vehicle launched.
•
B millionth vehicles rolled out.
•
Indica, Indias first fully indigenous passenger car launched.
•
@@>,CCC bookings for Indica registered against full payment within a week.
•
0ommercial production of Indica commences in full swing.
•
#irst consignment of @OC Indicas shipped to Malta.
•
Indica with ;harat !tage B 5uro II6 compliant diesel engine launched.
•
8tility vehicles with ;harat B 5uro II6 compliant engine launched.
•
Indica BCCC 5uro II6 with multi point fuel inection petrol engine launched. .
@<<8 to @<<: •
Indica AB launched ( Bnd generation Indica.
•
@CC,CCCth Indica wheeled out.
•
-aunch of 0&< Indica.
•
-aunch of the 1ata !afari T
•
Indica AB becomes Indias number one car in its segment.
•
/its oint venture with 3aimler 0hrysler.
•
8nveiling of the 1ata !edan at )uto /po BCCB.
•
%etrol version of Indica AB launched.
•
-aunch of the T series in 0ommercial vehicles.
•
-aunch of the 1ata BCN 3I.
•
B,CC,CCCth Indica rolled out.
•
>,CC,CCCth passenger vehicle rolled out.
•
-aunch of the 1ata !umoW !eries
•
-aunch of the 1ata Indigo.
•
1ata ngineering signed a product agreement with M< 7over of the 8D.
•
-aunch of the 1ata !afari -imited dition.
•
1he 1ata Indigo !tation :agon unveiled at the
•
+n BLth 9uly, 9. 7. 3. 1atas birth anniversary, 1ata ngineering becomes 1ata Motors -imited.
•
J millionth vehicle produced.
•
#irst 0ity 7over rolled out
•
@J> %! 1ata !afari Ti %etrol launched
•
1ata !#0 CN T 1urbo launched
•
1ata Motors unveils new product range at )uto /po C.
•
•
&ew 1ata Indica AB launched 1ata Motors and 3aewoo 0ommercial Aehicle 0o. -td. sign investment agreement
•
Indigo )dvent unveiled at
•
1ata Motors completes acquisition of 3aewoo 0ommercial Aehicle 0ompany
•
1ata -%1 LCL T launched
•
1ata 3aewoo 0ommercial Aehicle 0o. -td. 5130A6 launches the heavy duty truck &+A8! , in Dorea
•
!umo Aicta launched
•
Indigo Marina launched
•
1ata Motors lists on the &4!
@<<; •
1ata Motors rolls out its >CC,CCCth %assenger Aehicle
•
1he 1ata Tover unveiled at the N>th
•
;randed buses and coaches ( !tarbus and
•
1ata Motors acquires B@R stake in Hispano 0arrocera !), !panish bus manufacturing 0ompany
•
1ata )ce, Indias first mini truck launched
•
1ata Motors wins 973 GA award for business e/cellence.
•
1he power packed !afari 3icor is launched
•
Introduction of Indigo !T series ( lu/ury variant of 1ata Indigo
•
1ata Motors launches Indica AB 1urbo 3iesel.
•
+ne millionth passenger car produced and sold
•
Inauguration of new factory at 9amshedpur for &ovus
•
1ata 1- T, Indias first !ports 8tility 1ruck 5!816 is launched -aunch of 1ata &ovus
•
-aunch of &ovus range of medium trucks in Dorea, by 1ata
•
3aewoo 0ommercial
•
Aehicle 0o. 5130A6
@<<= •
1ata Motors unveils new long wheel base premium Indigo S T(over concept at )uto /po BCCO
•
Indica AB Teta launched
•
%assenger Aehicle sales in India cross one(million mark
•
1ata Motors and Marco polo, ;ra=il, announce oint venture to manufacture fully built buses S coaches for India S markets abroad
•
1ata Motors first plant for small car to come up in :est ;engal
•
1ata Motors e/tends 0&< options on its hatchback and estate range
•
130A develops !outh Doreas first -&<(%owered 1ractor( 1railer
•
1ata Motors and #iat
•
1ata Motors introduces a new Indigo range
@<<>
1ata Motors launches the long wheel base Indigo T-, Indias first stretch limousine
1ata Motors integrated 0ustomer 7elationship Management 507M6( 3ealer Management !ystem 53M!6 initiative crosses the significant milestone of covering @CCC locations in India and abroad.
1ata Motors introduces Magic S :inger ( creates new segments in urban and rural passenger transportation.
FEATURES
Mission, vision and values 1ata Motors constantly looks for ways to offer the customer the best value for money. ;eginning with a single truck model way back in the @L>Cs, today we have over @>C models and variants of vehicles, designed to transport goods and passengers. +ur commercial vehicles can haul loads ranging from B tonnes to C tonnes. -ikewise we have mini buses that can seat @B people and buses that can accommodate as many as OC. 1ippers, 1ractor(trailers, / off road vehicles, multi(utility vehicles(our range are vast. ) significant breakthrough has been the development and commerciali=ation of the truly Indian cars( 1ata Indica and 1ata Indigo. +ur vehicles are capable of meeting stringent uro norms. )nd we have been able to do so by using technology, which is environmentally sustainable. ;rowse through our product range below to know more about our International market models. Pre/ious %e4s a$hie/eme%ts
@<88 •
1ata Motors unveils )ssembly %lant in !outh )frica
•
9aguar -and 7over inaugurates new vehicle assembly plant in %une India
•
9aguar celebrates >C years of iconic (1ype
•
9aguar c(/N> scoops -ouis Auitton award in %aris
•
1ata %i/el, new city car concept for urope, displayed at the K@st
•
7ange 7over voque wins 0ar 3esign of 1he 4ear
•
1ata Motors introduces the new 1ata Indica eAB, the most fuel efficient car in India with B> kmpl mileage
•
1ata Motors launches the 1ata Magic I7I!, a J( seater (wheel passenger carrier for public transportation
•
1ata Motors launches the 1ata )ce Eip, a OCC(kg micro truck for deep(penetration goods movement
•
9aguar -and 7over inaugurates new vehicle assembly plant in %une India
•
1ata &ano begins international ourney with !ri -anka, as 1ata Motors celebrates >Cth year of its International ;usiness @<8<
•
1ata )ce becomes Indias first @(lakh brand in goods commercial vehicles.
•
)ppointment of Mr. 0arl(%eter #orster as Managing 3irector of 1ata Motors.
•
9aguar -and 7over announces opening of its 3ealership in &ew 3elhi.
•
1ata Motors to construct heavy truck plant in Myanmar under
•
1ata Motors declared as the 0ommercial Aehicle Maker of the 4ear.
•
1ata Motors %assenger 0ar 3ivision launches F1ata Motors !ervice dge for leading edge customer service.
•
1ata Motors displays 1ata &ano A at the KCth
•
0hief Minister of %unab inaugurates 1ata Motors supported !tate Institute of )utomotive and 3riving !kills.
•
9aguar -and 7over announces 3r. 7alf !peth as 0hief /ecutive +fficer.
•
1ata Motors appoints Mr. 0arl(%eter #orster as
•
1ata Motors launches Magic Iris.
•
+n BOth )pril BC@C, 1ata Motors sold its millionth 0ommercial Aehicle. @<<9
•
1ata Marcopolo Motors, 3harwad plant begins production.
•
1ata Motors launches &ano ( 1he %eoples 0ar.
•
Introduction of &ew :orld standard truck range.
•
-aunch of premium lu/ury vehicles ( 9aguar T#, T#7 and TD7 and -and 7over 3iscovery J, 7ange 7over !port and 7ange 7over from 9aguar and -and 7over in India.
•
1ata &ano wins the Indian 0ar of the 4ear 5I0+146 )ward.
•
1ata Motors launches the !umo
•
1ata Motors begins distribution of %rima :orld truck.
•
1ata Motors acquires remaining NLR in Hipo 0arrocera.
•
1ata Motors launches the ne/t generation all(new Indigo Man=a.
•
#7-)&37 B launched in India.
•
1ata Motors introduces the all new 1ata CN %ickup, 1ata !uper )ce and 1ata )ce T.
•
#irst 9aguar -and 7over showroom opens in India.
•
Mr. 7avi Dant to become &on(e/ecutive Aice(0hairman of 1ata Motors on retirement, Mr.%.M. 1elang to become Managing 3irector (India +perations.
•
1ata &ano draws over B.CJ lakh bookings.
A4ards-@<88 1ata Motors has received the prestigious
the )wards 9ury, under the 0hairmanship of 9ustice
% & ;hagwati, former 0hief 9ustice of India and Member, 8& Human 7ights 0ommission. 1he Institute of 3irectors introduced the award, in @LLB, to celebrate and honour best organi=ations and recogni=e unique achievements in brand building. 1he
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3irector PRODUCT DETAIL" !our mode#s for Tata I%di$a @+ I%di$a @ DL+
%ower steering, 0entral locking system, four power window. )bout convenience of driving, HA)0 system provides good cooling effect. 3oor handles, body colored bumpers, +7AM and wheel arch flair are few more advantages.
I%di$a @ DL*+
1his model have body colored bumpers, the wheel arch flairs, internally adustable +A7M and central locking system. #ront windows are power windows. 1o avoid the scorching heat in a summer days, HA)0 HA)0 system of cooling can soothe anybody an ybody inside the car.
I%di$a @ DL"+
%ower steering and other features like internally adustable +A7M, sill valence, body colored bumpers, and the wheel arch flair have made this car comfortable and secured for driving.
I%di$a @ DLE+
)dustable internally +A7M on the drivers side, sill valence, grey wheel arch flairs add a new touch in terms of security as well as elegance.
I%di$a @ eta *L+
0entral locking system, %ower steering , #our power p ower windows. HA)0 HA)0 system gives nice cold feelings. ;ody colored bumpers, +A7Ms, door handles and the wheel arch flairs. I%di$a @ eta *L*+
:ith the different different looks and almost with the alike features of o f the <-T. It has front power window facility. I%di$a @ eta *L"+
%ower steering, ;ody colored bumpers, Internally adustable +A7M, sill valence, wheel arch flairs. I%di$a @ eta *LE+
!ill valence, grey wheel arch flairs and internally adustable +A7M on the side of the driver. !our mode#s for Tata Tata I%di$a @ Turo+ I%di$a @ Tu Turo ro DL*
3-< with its power steering and front power windows is a very comfortable car with its HA) HA )0 system of cooling and, is reliable car with its central locking system. I%di$a @ Tu Turo ro DL+
3-T is the most advanced version of Indica AB 1urbo for its added few features along with the features of 3-<. Its leathered wrapped steering, lu/urious seats and adustable headrest provide total comfort of long(driving. I%di$a @ eta
1he new Indica Teta. Its e/tra fficiency 1orque )dvantage petrol engine delivers @B. kgm torques, for a smoother and more responsive drive. :ith instant pick up and fewer gear changes in stop(start city traffic. 1he technologically superior M%#I engine comes with a JB(bit microprocessor, and sports @B sensors, including a knock control sensor to reduce damage from adulterated fuel. 1he result? ven more enoyable long drives, with a frugal fuel consumption at @ kmpl. I%di$a @
8niquely styled and innovatively packaged, the Indica is designed and engineered to meet the highest standards of international quality and also to stand up to the tough demands of Indian roads and weather conditions. very feature of the car reflects a deep understanding of the Indian market and promises much more than any other car in its category. 1he Indica is brought to you by 1)1) Motors, the people who know India like no one else does. !o when you get behind the wheel of an Indica, you can feel proud about driving one of the finest cars in the country. I%di$a Turo
1he new Indica AB 1urbo is the only car in the ; segment to offer a 1urbo charger. 1he car features a 1urbo diesel engine that delivers an improved top speed and an enhanced output of OK%! Y >CC rpm. :hile the increased torque of @JC&m Y B>CC rpm is the highest in its class. )part from the changes in the engine, the car also features @P wheels among other class leading features. It is available in J(colour options including •
1he e/clusive 0herry 7ed colour, which is available in the uropean market.
•
1he Indica AB 1urbo is available in 3-< and
•
3-T models, at an incremental cost to the consumers.
PRODUCT PICTURE" PRODUCT" O! TATA MOTOR"
INDICA @
"A!ARI DICOR
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INDICA L
TUR,O
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CHAPTER-III REIE O! LITERATURE
REIE O! LITERATURE
Marketing Management is a business discipline which is focused on the practical application of marketing techniques and the management of a firms marketing resources and activities. 7apidly emerging forces of globali=ation have compelled firms to market beyond the borders of their home country making International marketing highly significant and an integral part of a firms marketing strategy. Marketing managers are often responsible for influencing the level, timing, and composition of customer demand accepted definition of the term. In part, this is because the role of a marketing manager can vary significantly based on a business si=e, corporate culture, and industry conte/t. #or e/ample, in a large consumer products company, the marketing manager may act as the overall general manager of his or her assigned product 1o create an effective, cost(efficient Marketing management strategy, firms must possess a detailed, obective understanding of their own business and the market in which they operate. In analy=ing these issues, the discipline of marketing management often overlaps with the related discipline of strategic planning. "a#es for$e ma%a&eme%t systems are information systems used in crm marketing and
management that help automate some sales and sales force management functions. 1hey are frequently combined with a Marketing Information !ystem, in which case they are often called 0ustomer 7elationship Management 507M6 systems. !ales force management systems are essentially the same thing as Sales Force Automation System (SFA). !#) systems are a type of program that automates business tasks such as inventory
control, sales processing, and tracking of customer interactions, as well as analy=ing sales forecasts and performance. ;usinesses may have a custom version developed specifically for their needs, or choose from among the increasing number of sales automation software products, such as Interact 0ommerces )01' and
system which tracks all contact that has been made with a given customer, the purpose of the contact, and any follow up that might be required. 1his ensures that sales efforts are not duplicated, reducing the risk of irritating customers. !#) also includes a sales lead tracking system, which lists potential customers through paid phone lists, or customers of related products. +ther elements of an !#) system can include sales forecasting, order management and product knowledge. More developed !#) systems have features where customers can actually model the product to meet their required needs through online product building systems. 1his is becoming more and more popular in the automobile industry, where patrons can customi=e various features such as color and interior features such as leather vs. upholstered seats. )n integral part of any !#) system is company wide integration among different departments. If !#) systems aren*t adopted and properly integrated to all departments, there might be a lack of communication which could result in different departments contacting the same customer for the same purpose. In order to mitigate this risk, !#) must be fully integrated in all departments that deal with customer service management. Making a dynamic sales force links strategy and operational actions that can take place within a department. the !#) relies upon obectives, plans, budget, and control indicators under specific conditions. In order to perform the obectives correctly specific procedures must be implemented Ide%tifia#e sa#es for$e ma%a&eme%t .ro$esses •
!etting targets and obectives based on inputs 5usually via a command center6
•
)ssigning actors responsible for achieving obectives
•
0ontrol processes for ensuring obectives are being achieved within
•
o
a given time frame
o
a given constrained conte/t 5customers andor markets6
!ystem management to handle uncertain environments
1he process usually starts from specific sales targets. 1he command center analy=es the inputs and outputs established from a modeled control process and the sales force. 1he control process enables the sales force to establish performance standards, measuring actual performance, comparing measured performance against established standards and taking corrective action. 1he sales managers adust their actions based upon the overall process. )side from the control process, the following metrics are implemented •
1ime Management( )ccurately measures the tasks and the percentage of time for each task.
•
0all Management( %lan for customer interaction takes into account the percentage of command center reps that comply with the process and have successful calls.
•
+pportunity Management( If the process is followed correctly then you will have a sales opportunity. 1he percentage of command center reps that utili=e the tools, comply with the pobective are all measured.
•
)ccount Management( #or multiple opportunities with a customer the account is measured by the tools, process, and obectives.
•
1erritory Management( #or monitoring the account the territory is measured by the number of account reps and perspective versus active customers
•
!ales #orce Management( %rocess shared across several people and departments. 1he process includes training, I1 systems, control, and coaching.
Com.o%e%ts of "a#es !or$e Automatio% "ystem
:hen looking for !ales #orce )utomation !ystems not all are created equal. 1hey are like selecting a new car. 1he systems can vary dependent upon what information the organi=ation is looking for. 1he application also has implications based upon their si=e, organi=ation rollup, demand of new system, sales processes, and number of users.
3ependent upon what youre looking for, services can fall into B categories +n(%remise !oftware and +n(3emand !oftware. :ith on premise software, the customer manage and purchase the application. +n(%remise software has some advantages and disadvantages dependent upon what a customer is really looking for. 1he disadvantage of on(premise to some is the higher cost of the software along with maintenance. 0ustomi=ation is also required for some who utili=e additional processes outside of the normal out of the bo/ solution. 1ime is also a factor. Many on(premise software takes longer implementation times along with numerous testing and training sessions. 1he overall advantage of on(premise software is looking at the overall return on investment. 8tili=ation of the application for three to five years becomes more cost effective. )nother advantage can be the based upon the amount of data. :ith on(demand you are held to a certain volume restriction, but with on(premise your data restrictions are based upon the storage si=e of your local hardware. 1he on(demand solution on the other hand takes shorter implementation time, less cost, and tailored to meet the customers need. 1he maor players in the !ales #orce )utomation !ystem includes @. +racle !iebel B. !alesforce.com J. Microsoft 3ymanics . +racle ;! 5(business suite6 >. Eoho 07M O. %eoplesoft "!A .a$a&es ty.i$a##y i%$#ude a :eb(ready database, an e(mail package, and customi=able
templates. ) three(tiered architecture is typically used to separate the database, server, and application to reduce programming demands on clients. ) module(based design is generally used, to allow users to customi=e the package to suit their needs. O.e% "our$e "a#es !or$e Automatio%
1here are so many !#) solutions out in the market. !mall to medium si=e business and individual users have the choice of using the +pen !ource !#) solutions, online or cloud !#) solutions, and licensed !#) software solution. +pen !ource solutions regardless of application have become e/tremely popular over years. ;elow is a list of +pen !ource solutions available for sales force automation systems. !ugar07M Inc. :as founded in BCC by 9ohn 7oberts, 0lint +ram and 9acob 1aylor, the !ugar open(source code has been downloaded more than J million times. 1he company has received
ZBO million in venture financing and employs more than @CC people. !ome maor companies like Honeywell, !tarbucks etc use !ugar0rm applications. 0entric07M50oncursive6 has been around for a long period and over the years has increased its stability in the market. 1he company received investment funding from Intel 0apital, the venture capital arm of Intel 0orp. 0entric07M like most +pen !ource softwares are aimed at small to medium si=e companies. 1his list of +pen !ource solution also includes !plendid07M !oftware Inc*s, Hipergate, 0ompiere Inc, Atiger 07M, 0entraAiew Inc, T7M! 07M, 0ream 07M, 1ustena 07M, etc. In )ugust BCCC, +racle released a free 07M software package, +racle!ales+nline.com which makes information ( such as contacts, schedules, and performance tracking ( available online through the included database program. 1he package is designed for medium(to(large enterprises with mobile work forces. )ll data and storage are based at an +racle facility, similar to the application service provider 5 )!% 6 model, which means that data can be accessed from any Internet connection and that the client doesnt need special hardware or software. 1he +racle package also includes online staff training. hat maes a &ood sa#es for$e automatio% soft4are
1he term sales force automation refers to a system designed to track and manage sales activities for individuals and even large sales forces. ( )n integral part of any !#) system is company(wide integration among different departments. If !#) systems aren*t adopted and properly integrated to all departments, there might be a lack of communication that could result in different departments contacting the same customer for the same purpose. In order to mitigate this risk, !#) must be fully integrated in all departments that deal with customer service management. ( ) good sales force automation system allows information about sales opportunities to be easily accessible so it can be reviewed. 1his information stored in a sales force automation system may relate to individuals, companies, and even specific transactions. (
() good sales force automation system should provide a company with the means to identify the sales trends that affect the business. (!ales force automation software should provide comprehensive information on how each team member is performing. (!hould allow the company to accurately forecast future trends and company profits. If these forecasts are not up to e/pectations the sales force automation software can help make improvements. (1he sales force automation software should be able to automatically send out personali=ed e( mails to individuals or companies to make sure contact is maintained. (
) huge number of sales managers are always on the go. 1he e/pansion of !martphones has reignited the creation of Mobile !ales #orce )utomation !ystems. Most companies I1 department are aware that adopting new capabilities require e/tensive testing. 3espite the required time to test such a new product, it will payoff in the future for the sales department. !martphone appeals to salespeople, a part of a companys department that is e/tremely resistant to new technology implementation. !martphones are easy to carry and easy to use, great interface design, touchscreens and fast wireless network capabilities like < and J< phones.more than >>R of global BCCC organi=ation will deploy mobile !#) proect by BC@@ and newer !martphone platforms, such as )pples +!T and
Ad/a%ta&es to the mareti%& ma%a&er •
8nderstanding the economic structure of your industry
•
Identifying segments within your market
•
Identifying your target market
•
Identifying your best customers in place
•
3oing marketing research to develop profiles 5demographic, psychographic, and behavioral6 of your core customers
•
8nderstanding your competitors and their products
•
3eveloping new products
•
stablishing environmental scanning mechanisms to detect opportunities and threats
•
8nderstanding your companys strengths and weaknesses
•
)uditing your customers e/perience of your brand in
•
3eveloping marketing strategies for each of your products using the marketing mi/ variables of price, product, distribution, and promotion
•
0oordinating the sales function with other parts of the promotional mi/ 5such as advertising, sales promotion, public relations, and publicity6
•
0reating a sustainable competitive advantage
•
8nderstanding where you want your brands to be in the future, and providing an empirical basis for writing marketing plans on a regular basis to help you get there
•
%roviding input into feedback systems to help you monitor and adust the process
"trate&i$ ad/a%ta&es
!ales force automation systems can also create competitive advantage •
)s mentioned above, productivity will increase. !ales staff will use their time more efficiently and more effectively. 1he sales manager will also become more efficient and more effective 5see above6. 1his increased productivity can create a competitive advantage in three ways it can reduce costs, it can increase sales revenue, and it can increase market share.
•
#ield sales staff will send their information more frequently. 1ypically information will be sent to management after every sales call 5rather than once a week6. 1his provides management with current information, information that they will be able to use while it is still valuable. Management response time will be greatly reduced. 1he company will become more alert and more agile.
•
1hese systems could increase customer satisfaction if they are used with wisdom. If the information obtained and analy=ed with the system is used to create a product that matches or e/ceeds customer e/pectations, and the sales staff use the system to service customers more e/pertly and diligently, then customers should be satisfied with the company. 1his will provide a competitive advantage because customer satisfaction leads to increased customer loyalty, reduced customer acquisition costs, reduced price elasticity of demand, and increased profit margins.
Disad/a%ta&es
3etractors claim that sales force management systems are •
difficult to work with
•
require additional work inputting data
•
dehumani=e a process that should be personal
•
require continuous maintenance, information updating, and system upgrading
•
costly
•
difficult to integrate with other management information systems
E%$oura&i%& use
#or all the reasons stated above many organisations have found it difficult to persuade sales people to enter data into the system. #or this reason many have questioned the value of the investment. 7ecent developments have embedded sales process systems that give something back to the seller within the 07M screens. ;ecause these systems help the sales person plan and structure their selling in the most effective way they give a reason to use the 07M. ) Mareti%& I%formatio% "ystem can be defined as a system in which marketing information is formally gathered, stored, analysed and distributed to managers in accordance with their informational needs on a regular basis 59obber, BCCN6 Marketing Information !ystem is a computer based system intended for use by particular marketing personnel at any functional level for the purpose of solving Marketing %roblems. It helps firms to solve problems relating to Marketing of #irms product 5
) Mareti%& I%formatio% "ystem can be defined as %eople, equipment and procedures to gather, sort, analy=e, evaluate and distribute needed, timely and accurate information to marketing decision makers 5
) marketing information system 5MI!6consists of people, equipment and procedures to gather, sort, analy=e, evaluate and distribute needed, timely and accurate information to marketing decision makers. 1he MI! begins and ends with marketing managers. #irst, it interacts with these managers to assess their information needs. &e/t, it develops the needed information from internal company records, marketing intelligence activities and the marketing research process. Information analysis processes the information to make it more useful. #inally, the MI! distributes information to managers in the right form at the right time to help them in marketing planning, implementation and control. DEELOPIN* IN!ORMATION
1he information needed by marketing managers comes from internal company records, marketing intelligence and marketing research. 1he information analysis system then processes this information to make it more useful for managers. Internal Records
Information gathered from sources within the company to evaluate marketing performances and to detect marketing problems and opportunities. Most marketing managers use internal records and reports regularly, especially for making day(to(day planning, implementation and control decisions. Internal records information consists of information gathered from sources within the company to evaluate marketing performance and to detect marketing problems and opportunities. Eam.#e
+ffice :orld offers shoppers a free membership card when they make their first purchase at their store. 1he card entitles shoppers to discounts on selected items, but also provides valuable information to the chain. !ince +ffice :orld encourages customers to use their card with each purchase, it can track what customers buy, where and when. 8sing this information, it can track the effectiveness of promotions, trace customers who have defected to other stores and keep in touch with them if they relocate.
Information from internal records is usually quicker and cheaper to get than information from other sources, but it also presents some problems. ;ecause internal information was for other purposes, it may be incomplete or in the wrong form for making marketing decisions. #or e/ample, accounting department sales and cost data used for preparing financial statements need adapting for use in evaluating product, sales force or channel performance. Marketing Intelligence
veryday information about developments in changing marketing environment that helps managers prepares marketing plans. 1he marketing intelligence system determines the intelligence needed, collects it by searching the environment and delivers it to marketing managers who need it. Marketing intelligence comes from many sources. Much intelligence is from the companys personnel ( e/ecutives, engineers and scientists, purchasing agents and the sales force. ;ut company people are often busy and fail to pass on important information. 1he company must sell its people on their importance as intelligence gatherers, train them to spot new developments and urge them to report intelligence hack to the company. 1he company must also persuade suppliers, resellers and customers to pass along important intelligence. !ome information on competitor*s conies from what they say about themselves in annual reports, speeches, press releases and advertisements. 1he company can also learn about competitors from what others say about them in business publications and at trade shows. +r the company can watch what competitors do ( buying and analy=ing competitors products, monitoring their sales and checking for new patents. 0ompanies also buy intelligence information from outside suppliers. !ome companies set up an office to collect and circulate marketing intelligence. 1he staff scans relevant publications, summari=e important news and send news bulletins to marketing managers. 1hey develop a file of intelligence information and help managers evaluate new information. 1hese services greatly improve the quality of information available to marketing managers. 1he methods used to gather competitive information range from the ridiculous to the illegal. Managers routinely shred documents because wastepaper baskets can be an information source.
Customer re#atio%shi. ma%a&eme%t is a broadly recogni=ed, widely(implemented strategy for
managing and nurturing a company*s interactions with clients and sales prospects. It involves using technology to organi=e, automate, and synchroni=e business processes[principally sales activities, but also those for marketing, customer service, and technical support. 1he overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the costs of marketing and client service. +nce simply a label for a category of software tools, today, it generally denotes a company(wide business strategy embracing all client(facing departments and even beyond. :hen an implementation is effective, people, processes, and technology work in synergy to increase profitability, and reduce operational costs. ,e%efits
1hese tools have been shown to help companies attain these obectives •
!treamlined sales and marketing processes
•
Higher sales productivity
•
)dded cross(selling and up(selling opportunities
•
Improved service, loyalty, and retention
•
Increased call center efficiency
•
Higher close rates
•
;etter profiling and targeting
•
7educed e/penses
•
Increased market share
•
Higher overall profitability
•
Marginal costing
•
0reates communication
Cha##e%&es
1ools and workflows can be comple/ to implement, especially for large enterprises. %reviously these tools were generally limited to contact management monitoring and recording interactions and communications. !oftware solutions then e/panded to embrace deal tracking, territories, opportunities, and at the sales pipeline itself. &e/t came the advent of tools for other client( facing business functions, as described below. 1hese technologies have been, and still are, offered as on(premises software that companies purchase and run on their own I1 infrastructure. %erhaps the most notable trend has been the growth of tools delivered via the :eb, also known as cloud computing and software as a service 5!aa!6. In contrast with traditional on(premises software, cloud(computing applications are sold by subscription, accessed via a secure Internet connection, and displayed on a :eb browser. 0ompanies don*t incur the initial capital e/pense of purchasing software2 neither must they buy and maintain I1 hardware to run it on.
3espite all this, many companies are still not fully leveraging these tools and services to align marketing, sales, and service to best serve the enterprise. +ften, implementations are fragmented2 isolated initiatives by individual departments to address their own needs. !ystems that start disunited usually stay that way !iloed thinking and decision processes frequently lead to separate and incompatible systems, and dysfunctional processes. Ty.es2/ariatio%s "a#es !or$e Automatio%
) sales force automation 5!#)6 system provides an array of capabilities to streamline all phases of the sales process, minimi=ing the time that sales representatives need to spend on manual data entry and administration. 1his allows them to successfully pursue more clients in a shorter amount of time than would otherwise be possible. )t the heart of !#) is a contact management system for tracking and recording every stage in the sales process for each prospective client, from initial contact to final disposition. Many !#) applications also include insights into opportunities, territories, sales forecasts and workflow automation, quote generation, and product knowledge. &ewly(emerged priorities are modules for :eb B.C e(commerce and pricing. Mareti%&
!ystems for marketing 5also known as marketing automation6 help the enterprise identify and target its best clients and generate qualified leads for the sales team. ) key marketing capability is tracking and measuring multichannel campaigns, including email, search, social media, and direct mail. Metrics monitored include clicks, responses, leads, deals, and revenue. )s marketing departments are increasingly obliged to demonstrate revenue impact, today*s systems typically include features for measuring the 7+I of campaigns. Customer "er/i$e a%d "u..ort
7ecogni=ing that service is an important differentiator, organi=ations are increasingly turning to technology platforms to help them improve their clients* e/perience while aiming to increase efficiency and minimi=e costs. ven so, a BCCL study revealed that only JLR of corporate
e/ecutives believe their employees have the right tools and authority to solve client problems. “1he core for these applications has been and still is comprehensive call center solutions, including such features as intelligent call routing, computer telephone integration 501I6, and escalation capabilities. A%a#yti$s
7elevant analytics capabilities are often interwoven into applications for sales, marketing, and service. 1hese features can be complemented and augmented with links to separate, purpose( built applications for analytics and business intelligence. !ales analytics let companies monitor and understand client actions and preferences, through sales forecasting, data quality, and dashboards that graphically display key performance indicators 5D%Is6. Marketing applications generally come with predictive analytics to improve segmentation and targeting, and features for measuring the effectiveness of online, offline, and search marketing campaign :eb analytics have evolved significantly from their starting point of merely tracking mouse clicks on :eb sites. ;y evaluating “buy signals, marketers can see which prospects are most likely to transact and also identify those who are bogged down in a sales process and need assistance. Marketing and finance personnel also use analytics to assess the value of multi( faceted programs as a whole. 1hese types of analytics are increasing in popularity as companies demand greater visibility into the performance of call centers and other support channels, in order to correct problems before they affect satisfaction levels. !upport(focused applications typically include dashboards similar to those for sales, plus capabilities to measure and analy=e response times, service quality, agent performance, and the frequency of various issues. I%te&rated2Co##aorati/e
3epartments within enterprises[especially large enterprises[tend to function in their own little worlds. 1raditionally, inter(departmental interaction and collaboration have been infrequent and rivalries not uncommon. More recently, the development and adoption of the tools and services has fostered greater fluidity and cooperation among sales, service, and marketing. 1his finds
e/pression in the concept of collaborative systems which uses technology to build bridges between departments. #or e/ample, feedback from a technical support center can enlighten marketers about specific services and product features clients are asking for. 7eps, in their turn, want to be able to pursue these opportunities without the time(wasting burden of re(entering records and contact data into a separate !#) system. 0onversely, lack of integration can have negative consequences system isn*t adopted and integrated among all departments, several sources might contact the same clients for an identical purpose. +wing to these factors, many of the top(rated and most popular products come as integrated suites. "ma## ,usi%ess
;asic client service can be accomplished by a contact manager system, an integrated solution that lets organi=ations and individuals efficiently track and record interactions, including emails, documents, obs, fa/es, scheduling, and more. 1his kind of solution is gaining traction with even very small businesses, thanks to the ease and time savings of handling client contact through a centrali=ed application rather than several different pieces of software, each with its own data collection system. In contrast these tools usually focus on accounts rather than individual contacts. 1hey also generally include opportunity insight for tracking sales pipelines plus added functionality for marketing and service. )s with larger enterprises, small businesses are finding value in online solutions, especially for mobile and telecommuting workers.
"o$ia# Media
!ocial media sites like 1witter and #acebook are greatly amplifying the voice of people in the marketplace, and are predicted to have profound and far(reaching effects on the ways companies manage their clients. 1his is because people are using these social media sites to share opinions and e/periences on companies, products, and services. )s social media isn*t moderated or censored, individuals can say anything they want about a company or brand, whether pro or con.
Increasingly, companies are looking to gain access to these conversations and take part in the dialogue. More than a few systems are now integrating to social networking sites. !ocial media promoters cite a number of business advantages, such as using online communities as a source of high(quality leads and a vehicle for crowd sourcing solutions to client(support problems. 0ompanies can also leverage client stated habits and preferences to personali=e and even “hyper( target their sales and marketing communications. !ome analysts take the view that business(to(business marketers should proceed cautiously when weaving social media into their business processes. 1hese observers recommend careful market research to determine if and where the phenomenon can provide measurable benefits for client interactions, sales, and support. No%-.rofit a%d Memershi.-ased
!ystems for non(profit and membership(based organi=ations help track constituents and their involvement in the organi=ation. 0apabilities typically include tracking the following fund( raising, demographics, membership levels, membership directories, volunteering and communications with individuals. Many include tools for identifying potential donors based on previous donations and participation. In light of the growth of social networking tools, there may be some overlap between socialcommunity driven tools and non(profitmembership tools.
"trate&y
0hoosing and implementing a system is a maor undertaking. #or enterprises of any appreciable si=e, a complete and detailed plan is required to obtain the funding, resources, and company( wide support that can make the initiative successful. ;enefits must be defined, risks assessed, and cost quantified in three general areas •
%rocesses 1hough these systems have many technological components, business processes lie at its core. It can be seen as a more client(centric way of doing business, enabled by technology that consolidates and intelligently distributes pertinent information about clients, sales, marketing effectiveness, responsiveness, and market trends. 1herefore, before choosing a technology platform, a company needs to analy=e its
business workflows and processes2 some will likely need re(engineering to better serve the overall goal of winning and satisfying clients. Moreover, planners need to determine the types of client information that are most relevant, and how best to employ them. •
%eople #or an initiative to be effective, an organi=ation must convince its staff that change is good and that the new technology and workflows will benefit employees as well as clients. !enior e/ecutives need to be strong and visible advocates who can clearly state and support the case for change. 0ollaboration, teamwork, and two(way communication should be encouraged across hierarchical boundaries, especially with respect to process improvement.
•
1echnology In evaluating technology, key factors include alignment with the company*s business process strategy and goals2 the ability to deliver the right data to the right employees2 and sufficient ease of use that users won*t balk. %latform selection is best undertaken by a carefully chosen group of e/ecutives who understand the business processes to be automated as well as the various software issues. 3epending upon the si=e of the company and the breadth of data, choosing an application can take anywhere from a few weeks to a year or more.
Im.#eme%tatio% Im.#eme%tatio% Issues
3ramatic increases in revenue, higher rates of client satisfaction, and significant savings in operating costs are some of the benefits to an enterprise. %roponents emphasi=e that technology should be implemented only in the conte/t of careful strategic and operational planning. Implementations almost invariably fall short when one or more facets of this prescription are ignored •
%oor planning Initiatives can easily fail when efforts are limited to choosing and deploying software, without an accompanying rationale, conte/t, and support for the workforce. In other instances, enterprises simply automate flawed client(facing processes rather than redesign them according to best practices.
•
%oor integration #or many companies, integrations are piecemeal initiatives that address a glaring need improving a particular client(facing process or two or automating a favored sales or client support channel. !uch “point solutions offer little or no integration or alignment with a company*s overall strategy. 1hey offer a less than complete client view and often lead to unsatisfactory user e/periences.
•
1oward a solution overcoming siloed thinking. /perts advise organi=ations to recogni=e the immense value of integrating their client(facing operations. In this view, internally( focused, department(centric views should be discarded in favor of reorienting processes toward information(sharing across marketing, sales, and service. #or e/ample, sales representatives need to know about current issues and relevant marketing promotions before attempting to cross(sell to a specific client. Marketing staff should be able to leverage client information from sales and service to better target campaigns and offers. )nd support agents require quick and complete access to a client*s sales and service history.
Ado.tio% Issues
Historically, the landscape is littered with instances of low adoption rates. In BCCJ, a participating companies had end(user adoption rates above LC percent. In a BCCN survey from the 8.D., four(fifths of senior e/ecutives reported that their biggest challenge is getting their staff to use the systems they*d installed. #urther, J percent of respondents said they use less than half the functionality of their e/isting system2 NB percent indicated they*d trade functionality for ease of use2 >@ percent cited data synchroni=ation as a maor issue2 and ON percent said that finding time to evaluate systems was a maor problem. :ith e/penditures e/pected to e/ceed Z@@ billion in BC@C, enterprises need to address and overcome persistent adoption challenges. !pecialists offer these recommendations for boosting adoptions rates and coa/ing users to blend these tools into their daily workflow
•
0hoose a system that*s easy to use )ll solutions are not created equal. !ome vendors offer more user(friendly applications than others, and simplicity should be as important a decision factor as functionality.
•
0hoose the right capabilities mployees need to know that time invested in learning and usage will yield personal advantages. If not, they will work around or ignore the system.
•
%rovide training 0hanging the way people work is no small task, and help is usually a requirement. ven with today*s more usable systems, many staffers still need assistance with learning and adoption. %rovide consistent support. %rompt, e/pert, always(accessible technical support goes a long way to facilitate use and confidence with a new system
!uccessful 07M implantation •
;reak your 07M proect down into manageable pieces by setting up pilot programs and short(term milestones.
•
!tarting with a pilot proect that incorporates all the necessary departments and groups that gets proects rolling quickly but is small enough and fle/ible enough to allow tinkering along the way.
•
Make sure your 07M plans include a scalable architecture framework.
•
3ont underestimate how much data you might collect 5there will be -+1!6 and make sure that if you need to e/pand systems youll be able to.
•
;e thoughtful about what data is collected and stored. 1he impulse will be to grab and then store A74 piece of data you can, but there is often no reason to store data. !toring useless data wastes time and money.
•
7ecogni=e the individuality of customers and respond appropriately. ) 07M system should, for e/ample, have built(in pricing fle/ibility.
07M proect to run 1he biggest returns come from aligning business, 07M and I1 strategies across all departments and not ust leaving it for one group to run. I1*s role in 07M 1hree general types of e07M packages $ Marketing )utomation !ystems 5M)!6 \ 0ustomer database creation \ )nalysis of customer attributes \ )utomate several marketing functions $ !ales #orce )utomation 5!#)6 \ Intended to automate many functions performed by salespeople \ If completely successful, it will eliminate the “personal touch . e07M package types $ 0ustomer !ervice )utomation systems \ )ugments call center personnel \ !ome can respond to e(mails on their own \ 1ies(in to e/isting company software, including other e07M packages 5generally"6 !electing the right 07M packages $ !tep @ !i=e the package to your firm $ !tep B
$ !tep J 8sing a standard formula, evaluate the packages and make a choice 07M and 7% $ 3etermine if a package can be tied(in to the enterprise*s 7% system before making a purchase decision $ Inventory, order processing, and accounts receivable features can be used to augment the 07M program $
7esearch S 3evelopment $ !pecifications that define requirements -ogistics $ Dnowledge of customer service requirements %roduction $ Manufacturing strategy %urchasing $ !ourcing strategy #inance $ 0ustomer %rofitability 7eports 0ustomer 7elationship Management :rap(8p
CHAPTER-I DATA ANAL'"I" INTERPRETION
1);- @ @. :hich ;rand car you are using? @.
! &+
%7+3801
7!%+&3&1!
R
@
1)1)
OC
OC
B
Hyundai
BC
BC
J
1oyota ;mw
@> >
@> >
0H)71
RESPONDENTS
5% 15%
20%
60%
Interpretation #rom above it can be stated that the general satisfaction level of for 1)1) in twin cities of Hyderabad and !ecunderabad is OCR.
B. !+870! +# ):)7&!!
1he customer was enquired about the sources of awareness with regard the 1)1). 1his will help to know us to which sources is playing a maor role in creating awareness among the customers. ! .&+ @ B
)3A71I!M&1
7!%+&3&1!
R
1.A
J>
J>
&:!%)%7!
B>
B>
#7I&3!
@B
@B
3)-7!
BK
BK
J
Interpretation +ut of the responses obtained from @CC customers BKR said that they became aware of the #riends. )nd through the friends J>R of the customers are aware from the 1.A. )nd another B>R are aware of by the &:! %)%7!. )nd only @BR are aware by the 3)-7!.
J. -A- +# !)1I!#)01I+& 1he customer was enquired about the level of satisfaction with regard to the 1)1). ! &+
!)1I!#)01I+&
7!%+&3&1!
R
@ B J
T0--&1 <++3 )A7)< %++7
JC @C >C @C
O> BC @C >
Interpretation +ut of the responses obtained from @CC customers O>R said that they are T0--&1 satisfied and BCR were <++3 and @CR were )A7)< and >R were vehicle is poor. 1his data is obtained by most of members were satisfied by 1)1) services.
. :hat are the voluble attributes you normally look while purchasing an account?
! &+
)117I;81!
7!%+&3&1!
R
@
!7AI0!
>C
>C
B
%7I0
@C
@C
J
!)#14
JC
JC
+1H7!
@C
@C
S ERVICES
PRICE
S AFETY
OTHERS
10%
30%
50%
10%
Interpretation #rom the above it can be stated that general normally any one while purchasing a four wheeler most of the members are seeing >CR of members are seeing !7AI0! and JCR of members are seeing !)#14 )nd @CR of members are seeing %7I0 and @CR of members are others.
>. !8<<!1I&< 1+ #7I&3! 1he following table is regarding the customer likeliness in suggesting this brand to other friends. 1his is an indicator of customer satisfaction also. -et*s see the responses.
! &+
!8<<!1 #7I&3!
7!%+&3&1!
R
@
4!
LC
LC
B
&+
@C
@C
0H)71(>
100 90 80 70 60 50 40 30 20 10 0
Interpretation
RESPONDENTS
) look at the chart shows that LCR of the members are suggesting and @CR of the members are not suggesting. O6 !)-! T081IA %7#+7M&! 1he following table shows “sales e/ecutive role in e/plaining the features of the cat to customer. 1his helps to know how effective he is in his ob let*s seeing the response.
! &+
T%-)&)1I+&
I& &8M;7!
R
@
T0--&1
NC
NC
B
A74 <++3
B>
B>
J
%++7
>
>
RESPONDENTS
Interpretation +ut of @CC respondents OC R of them felt the e/planation to be “T0--&1. )nd J>R of them “A74 <++3 and rest of >R felt to be “%++7. )ccording to them sales
e/ecutives does knotty e/plain all feature %++7 this kind of responses need to be considered with serious ness. N6 7!%+&! 17M! +ne of the maor factors, which has great role in “07M, is the response terms with regard to customer query or grievance.
7!%+&! 17M!
I& &8M;7! NC
1IM-4%7+M%1-4 !)#-4
B>
I&0+&3I1I+&
> 0H)71(N
80 70 60 50 40 TIMELY/PROMPTLY
SAFELY
INCONDITION
30 20 10 0 IN NUMBERS
Interpretation #rom the above chart we conclude that most of the customer that is NCR of found the delivery process is to be “1IM-4 and B>R of delivery process to be “!)#-4 and >R of delivery process to “I&0+&3I1I+&.
K6 :hat is your opinion about 1)1)?
! &+
+%I&I+&
7!%+&3&1!
R
@
T0--&1
>C
>C
B
<++3
JC
JC
J
)A7)<
@>
@>
%++7
>
>
POOR
AVERAGE
GOOD
EXCELLENT
0
10
20
30
40
50
60
70
80
90
100
Interpretation +ut of the @CC respondents >CR of them told “T0--&1 and JCR of them told “<++3 and @>R of them told “)A7)< and >R of them told “%++7.
L6 )M;I&0 +# 1)1) 1he other factor, which has much influence on the customer, is the “)M;I&0 of the show room. 1his will help to know how the customer perceives this particular show room in comparison with the other showroom.
!.&+
!0)- 7)1I&<
7!%+&3&1!
R
@
!H+:7++M )M;I&0
>>
>>
B
3I!1)&0
B>
B>
J
)%%)-
@C
@C
+1H7!
@C
@C
1+1)-
@CC
@CC
Interpretation
#rom the above graph we can conclude that out of @CC customers interviewed CR were telling that the ambience of showroom is “%-)!)&1* and JKR was telling as “T0--&1 and BBR says “)%%)- is very good.
@C6 Is the appointment system useful to you?
@6 0ompletely B6 8seful
"LFN O 8 @ G
+%1I+&!
J6 &ot useful
7!%+&!]
0ompletely B> 8seful NJ &ot useful B !ource customer survey 5primary data6 )ppointment system
2 25 73
Interpretation2
)mong the @CC customers when a question was raised regarding the usefulness of service appointment system B>R of the respondent said completely useful, NJR said useful and BR said not useful.
@@6 )re you satisfied with the courtesy and friendliness of service personal? @6 0ompletely satisfied B6 !atisfied J6 &ot satisfied
"LFN O 8 @ G
+%1I+&!
7!%+&!]
0ompletely satisfied JO !atisfied > &ot satisfied @C !ource customer survey 5primary data6 0ourtesy and friendliness of service personal
10 36
54
Interpretation
#rom the above analysis we conclude that JOR of the customers are completely satisfied, >R of the customers are satisfied and @CR of the customers are not satisfied regarding the courtesy and friendliness of the service personnel.
@B6 )re you satisfied with infrastructure and customer lounge facilities? @6 0ompletely satisfied B6 !atisfied J6 &ot satisfied "LFN O 8 @ G
+%1I+&!
7!%+&!]
0ompletely satisfied !atisfied > &ot satisfied B !ource customer survey 5primary data6 Infrastructure and customer lounge
2 44 54
Interpretation
#rom the above analysis we conclude that among @CC respondents R of the customers are completely satisfied, >R of the customers are satisfied and BR of the customers are not satisfied regarding the infrastructure and customer lounge facilities.
@J6 )re you shuffled from one sales person to another at the time of purchase? @6 4es
"LFN O 8 @
B6 &o
+%1I+&!
7!%+&!]
4es C &o @CC !ource customer survey 5primary data6 !huffled form one sales person to another
100
Interpretation #rom the above analysis we conclude that @CCR of the customers responded that they have not been shuffled one sales person to another at the time of purchase.
8:) 3o
you get the information from service advisor on the services to be
performed? 8)
0ompletely B6 )dequately J6 %artially
"LFN O 8 @ G
+%1I+&!
7!%+&!]
0ompletely JN )dequately > %artially L !ource customer survey 5primary data6 Information from service advisor
I%ter.retatio%+
#rom the above analysis we come to conclusion that JNR of the customers are getting complete information from service advisor and >R are getting adequately and LR of the customers are getting partial information regarding the services to be performed.
8;) )re
you getting clear e/planation of the service performed and charges at the
time of delivery? 8) "LFN O 8 @ G
4ess all the time B6 Mostly J6 !ometime 4e +%1I+&!
7!%+&!]
4es all the time BL Mostly >O !ometime @> !ource customer survey 5primary data6 /planation from the service person
I%ter.retatio%+
#rom the above analysis we conclude that out of @CC customers BLR of the customers said all the time they are getting cleared e/planation and >OR said mostly and @>R of the customers are getting only sometime about the services performed and charges at the time of delivery.
CHAPTER-
#I&3I&
;I;-I+<7)%H4
!INDIN*"
@. Most Most of the respon respondent dentss were were aware aware by the friends friends and relati relatives ves 5KR6.) 5KR6.)dver dverti tisem sements ents 5BKR6 also helped in providing information to the respondents. B. KBR of the responde respondents nts were were aware of 1) 1)1) Motors. Motors. J. In advertiseme advertisement nt media newspapers newspapers 5>OR6 5>OR6 were were much affective affective and and motor 5JKR6 5JKR6 was also a maor advertising media. . Many Many fact factor orss like like fami family ly memb member erss adve advert rtis isin ingg we were re resp respons onsib ible le for for infl influe uenci ncing ng the the customers custo mers to buy 1)1 1)1) Motors. >. OR of the the custo custome mers rs we were re very very much much sati satisf sfie iedd with with 1)1) Motor Motors. s. :h :her erea eass >KR was satisfied satisfie d with w ith 1)1 1)1) Motors. O. JLR of the respondents respondents were satisfi satisfied ed with the service service of the 1)1 1)1) Motors. Motors.
N. )fter sales sales service service at door door step JKR was was one of the factor factorss which help help the purchaser purchaser to buy a 1)1) Motors. %rompt service >BR also help to attract the purchaser. K. >R of the respondents respondents considere consideredd the price of the 1)1 1)1) Motors. Motors. )s )s higher where where as only KR considered as economical and JKR of the respondent said it as reasonable.
"U**E"TION"
@. 1he most important media for consumer durables is 1)1) Motors. !o, they should go for television advertisements rather going for newspaper, the television advertisements influences more on the people. 1hey should spend some e/penditure for 1.A. advertisements. B. ;eing the price of the 1)1) Motors is high they should try to reduce prices because there are many other 1A*s which can be purchased at lower cost, and then these people are selling. If not, the sales may decrease. J. More features should be added to the television according to the needs of the customer, because their competitors are coming with new models. )ccording to the competitors changing models also these people should change the models also these people should change the models or change the technology. . 0ompany should give some incentives to the dealers for promoting the products of 1)1) Motors. 1hey should not neglect dealers. 1hey should select good dealers, b which they can give customer satisfaction. >. 0ompany should setup service centres at dealer level itself. 1hey should train some personnel for e/clusive maintenance of these 1elevisions. 1hey should provide home service to the customers. 1he personnel should be appointed by company to the dealers. 1he service should be accurate.
O. nough spare parts for the latest models should be stocked, so as to meet sudden break down calls. 1o enable the customers to get in touch with the service personal more easily, the number of direct phones should be increase or provide the toll free number. N. %eriodically, review meetings with the customers in different areas should be convinced, to have a general consensus regarding problems being faced by them. CONCLU"ION
a study was useful in understanding the customer relationship management of ing among a various customers launching new formulations can make Automoi#e to the pioneer in many market segments. Automoi#e was
inferred that most customers of high(income group preferred the supply
about NCR of customers is aware of Automoi#e . Most of the customers agree that 1)1) is best quality with reasonable price the attitude >CR of customers towards price of )00+8&1 is reasonable. ;ut @CR of the customers of asking for improvement in the quality.
ANNETURE
&ame of 7espondent ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ 3esignation ^^^^^^^^^^^^^^^^^^^^^^^^ Income ^^^^^^^^^^^^^^^^^^^^^^^^^^^ )ddress ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ %hone &o.^^^^^^^^^^^^^^^^^ mail id ^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^^ Introduction S purpose I*m ^^^^^^^^^^^^^^^^^^ from ^^^^^^^^^^^^^ on !ales #orce Management. )s part of curriculum I am doing this survey for the award of Master of ;usiness )dministration. Dindly, co(operate, the information given by you will be used for academic purpose only. """"""""""""""(oCo(""""""""""""""""""
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@C. :hy did you choose this specific dealer? _ ` @6 0onvenient location B6 !peedy service J6 +pen on convenient hours @@. )re you satisfied with the courtesy and friendliness of service personal? _ ` @6 0ompletely satisfied B6 !atisfied J6 &ot satisfied @B. )re you satisfied with infrastructure and customer lounge facilities?_ ` @6 0ompletely satisfied B6 !atisfied J6 &ot satisfied @J.)re you shuffled from one sales person to another at the time of purchase?_ ` @6 4es
B6 &o
@.3o you get the information from service advisor on the services to be performed?_ ` @6 0ompletely B6 )dequately J6 %artially @>.)re you getting clear e/planation of the service performed and charges at the time of delivery?_ ` 8)
4es all the time B6 Mostly J6 !ometime
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1hanking 4ou
