Project.docx

CHAPTER 1 INTRODUCTION

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1.1 INTRODUCTION Satisfaction is consumer’s fulfillment response. It is a judgment that a product or a service feature or the product or service itself provides pleasurable level of consumption related fulfillment. Customer’s satisfaction influenced by specific product are service features and by perceptions of quality. It is also influenced by specific service attributions, and their perceptions MARKETING ORGANIZATION CEO

MANAGING DIRECTOR

TRANSFER MANAGER WORK MANAGER SERVICE

EXECUTIVE MANAGER

SALE

&

MANAGER

Customer Satisfaction is the pillar of the marketing concept. Satisfaction is consumer’s fulfillment response. It is a judgment that a product or a service feature or the product or service itself provides pleasurable level of consumption related fulfillment. Customer’s satisfaction influenced by specific product are service features and by perceptions of quality. It is also influenced by specific service attributions, and their perceptions The telling factor in the company’s long run fortunes will be the amount of customer satisfaction that it managers to generate. But it doesn’t not mean the company’s sole aim is to maximize Customer Satisfaction. If that where the case, it should simply put out the best product and service in the world and price is below cost. There by it would be creating substantial customer satisfaction. But in the long run it would be also be out of business. Customer Satisfaction like happiness bet achieved by rendering substantial forma of assistance to others rather than by direct pursuit. Companies that move towards adopting the market concept benefit themselves and The society. It leads the society’s recourse to move in the direction of social needs, there by bringing the interests of business firms and the interest of society in to harmonious relationship. Thus the third pillory of the marketing concept aims to achieve good profits by giving the customer genuine values in the satisfaction. 2

Customer satisfaction, a business term, is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part of the four perspectives of a Balanced Scorecard. In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. Increasing competition (whether for-profit or nonprofit) is forcing businesses to pay much more attention to satisfying customers. (It may help the reader to notice the role of customer satisfaction in the overall context of product or service development and management. Measuring customer satisfaction Organizations are increasingly interested in retaining existing customers while targeting non-customers;[2] measuring customer satisfaction provides an indication of how successful the organization is at providing products and/or services to the marketplace. Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organization's products. Because satisfaction is basically a psychological state, care should be taken in the effort of quantitative measurement, although a large quantity of research in this area has recently been developed. Work done by Berry, Brooder between 1990 and 1998[3] defined ten 'Quality Values' which influence satisfaction behavior, further expanded by Berry in 2002 and known as the ten domains of satisfaction. These ten domains of satisfaction include: Quality, Value, Timeliness, Efficiency, Ease of Access, Environment, Inter-departmental Teamwork, Front line Service Behaviors, Commitment to the Customer and Innovation. These factors are emphasized for continuous improvement and organizational change measurement and are most often utilized to develop the architecture for satisfaction measurement as an integrated model. Work done by Parasuraman, Zeithaml and Berry between 1985 and 1988 provides the basis for the measurement of customer satisfaction with a service by using the gap between the customer's expectation of performance and their perceived experience of performance. This provides the measurer with a satisfaction "gap" which is objective and quantitative in nature. Work done by Cronin and Taylor propose the "confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman, Zeithaml and Berry as two different measures (perception and expectation of performance) into a single measurement of performance according to

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expectation. According to Garbrand, customer satisfaction equals perception of performance divided by expectation of performance. The usual measures of customer satisfaction involve a survey [4] with a set of statements using a Likert Technique or scale. The customer is asked to evaluate each statement and in term of their perception and expectation of the performance of the organization being measured.

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1.2 COMPANY COMPANY PROFILE The TVS Group is one of India's largest industrial conglomerates. TV Sundram Iyengar and Sons Limited, established in 1911, is the parent and holding company of the TVS Group. TVS Motor Company is the third largest two-wheeler manufacturer in India and one among the top ten in the world, with annual turnover of more than USD 1 billion in 2008-2009, and is the flagship company of the USD 4 billion TVS Group. With a workforce of over 5000, the company has 4 plants - located at Hosur and Mysore in South India, in Himachal Pradesh, North India and one at Indonesia. The company has a production capacity of 300 thousand units a year. TVS and Sons also distribute Heavy Duty Commercial Vehicles, Jeeps and Cars. It represents premier automotive companies like Ashok Leyland, Mahindra and Mahindra Ltd., Fiat and Honda. It also distributes automotive spare parts for several leading manufacturers. TVS & Sons has grown into a leading logistics solution provider and has set up stateof-the-art warehouses all over the country. It has also diversified into distributing Garage equipment that ranges from paint booths to engine analyzers and industrial equipment products. TVS Motor Company Limited, part of the TVS Group, is one of India's leading twowheeler manufacturers. With a turnover of over Rs.2700 crores, the Company manufactures a wide range of motorcycles, scooters, mopeds and scooterettes. Little wonder, it boasts of more than 7 million happy customers. The year was 1980. And it is a year to remember for the Indian two-wheeler industry. For it was this year that saw India's first two-seater moped, TVS 50, rolling out on the Indian roads. For some it was freedom to move. For some, shorter distances to span. For the Indian Automobile sector, a breakthrough to be etched in history. With the joint venture with Suzuki Motor Corporation in 1983, TVS-Suzuki became the first Indian company to introduce 100 cc Indo-Japanese motorcycles in September 1984. Through an amicable agreement the two companies parted ways in September 2001. 5

Unmatched Performance Today TVS Motor Company has the largest market share in the moped category with a whopping 65.3% and is also the undisputed leader in the scooterette segment with 34.3% share. It also holds 18.3% market share in motorcycles. Graph

Wide Network With a strong sales and service network of 500 Authorized Dealerships, 1018 Authorized Service Centers and over 864 Certified Service Points, TVS is growing from strength to strength.

World Class Facilities The company manufactures its motorcycles, scooterettes and mopeds at its state-of-theart factories in Mysore and Hosur.

Product Range TVS offers a wide range of two-wheelers - Motorcycles - TVS Centra / TVS Victor / TVS Fiero F2/ TVS Max 100/ TVS Max 100 R - Scooterettes - TVS Scooty Pep/ TVS Scooty 2S - Mopeds - TVS XL Super/ TVS XL Super HD

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Chapter 2 REVIEW OF LITERATURE

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REVIEW OF LITERATURE While there are many different models used within the literature to conceptualise customer satisfaction measurement, at its most basic level customer satisfaction measurement involves an assessment of the difference between a customer’s expectation of a product or service and a customer’s experience of a product or service. Quite simply, customer satisfaction measurement involves the collection of data that provides information about how satisfied, or otherwise, customers are with a service. In general, customer satisfaction measurement utilises quantitative questionnaires to elicit information from service users about the level of satisfaction with aspects of the service experience. This can involve structured survey questions where service users are asked to rank their levels of satisfaction using predetermined scales or open-ended questions where a respondent can provide rich detail about their satisfaction with various aspects of a service experience. At a more advanced level, customer satisfaction measurement is part of a service improvement process. The act of administering a customer satisfaction survey is only one part of a larger process in which a service provider uses data collected from service customers to refine and improve the experience of the customer. Customer satisfaction measurement draws on insights and tools grounded in academic theories of customer satisfaction and service quality from the fields of business, marketing and management. One of the more widely adopted theories is the disconfirmation model, which conceptualises satisfaction as the relationship between expectations and perceived performance. Given that customer satisfaction measurement emerged in the fields of business and marketing it has become well established as a tool within the commercial sector. In competitive markets, customer satisfaction measurement is a key marketing tool used to understand and drive business performance. In marketing, customer satisfaction is viewed as the ultimate goal of any business because satisfied customers are more likely to become repeat customers and to recommend a business to other potential customers. While customer satisfaction measurement processes were developed originally for use in competitive markets, they are increasingly being applied to public sector settings as a means of monitoring performance and improving service quality. Customer satisfaction measurement is being more commonly used in a range of public sector areas, including transport, health and disability, to measure performance in a range of customer service settings.

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Why is measuring customer satisfaction important? There are a number of reasons why it is important to measure customer satisfaction: • As an engagement and information collection tool, customer satisfaction measurement provides service delivery organisations with a structured means of collecting information from service users to better infuse the needs and values of the customer into their organisation. • As a service improvement tool, customer satisfaction measurement provides a means of assessing what the main drivers of satisfaction or dissatisfaction are and focusing efforts on improving customer experience as part of an ongoing cycle of service improvement. • As a performance management tool, customer satisfaction measurement provides a means of meeting reporting requirements for funding, demonstrating effectiveness when tendering for new funding opportunities and providing potential customers with information about performance. Engagement and empowerment tool Customer satisfaction measurement provides a structured means of engaging with and collecting information from customers, which can be used to infuse the voice of the customer within an organisation. As Rapp and Poertner (1987) have argued, a key challenge for service managers is adopting a more customer-centred approach to service delivery . Seeking input and ideas from customers creates a more customer-centred intervention . Customer satisfaction measurement focuses an organisation on the needs of the people it serves to better position them at the centre of the service delivery experience. In this regard, processes to assess customer satisfaction are not just about gaining information from customers, they can also be an effective tool to promote customer empowerment . Empowerment is particularly important for parents and children marginalised as a result of statutory interventions, such as those associated with child protection. Processes that empower parents to participate in the planning, delivery and evaluation of family preservation programs, for example, serve to enhance the strengths and competencies of parents . The literature on customer satisfaction measurement emerging from the United Kingdom Government, for example, views customer satisfaction measurement as a means of focusing on the customer and the customer experience . As such, the process of customer satisfaction measurement can be viewed as a method for reflecting upon the needs of the customer. While service based organisations involve intensive interaction with customers on a daily basis this does not mean that information about customer needs and values are automatically absorbed into the service operation and culture. Customer satisfaction measurement provides a structured tool for actively engaging with customers; seeking 9

out information about how they view the services being offered to them; and enabling them to have input into the delivery of these services. This includes the involvement of customers in the process of designing the methods used and the questions asked to elicit information from customers. Service improvement tool The measurement of customer satisfaction provides a means of creating broader service improvement. Organisations armed with the right information about customer satisfaction can use it to better target services to their customers’ needs or better manage customer expectation by improving the way program benefits are communicated. This information also allows organisations to improve those aspects of service delivery which are most important to customers , focusing time and resources more effectively. It is important to note that the measurement of customer satisfaction is not the same as measuring overall service quality but one distinct part of an integrated framework for analysing service quality and efficacy. A broader quality improvement framework would likely include methods and processes to measure unmet service demand, customer outcomes, evaluation of external programs impacting on customers and support for continuous quality improvement . While customer satisfaction measurement at its most basic level generally involves some form of survey to elicit this information about customer satisfaction, this is only one part of an ongoing service improvement cycle. It should be seen as a means to an end, in which the measurement of customer satisfaction forms one part of an ongoing process of ‘insight, measurement and improvement’ . There are a number of examples of attempts to conceptualise customer satisfaction measurement as part of an ongoing service improvement cycle. One useful example is a guide developed for public services in King County in the United States. In this guide, the service improvement cycle is viewed as consisting of a number of clear steps : • defining and reflecting about the service and its customers • gathering existing customer-related data • measuring customer experience • analysing data and developing insights • developing an action plan and communicating about that plan and • taking action to improve the service. According to this example, it is critical to conduct initial scoping and research before undertaking satisfaction surveys in order to understand what is valuable to measure from the perspective of the service and the customer. While it may be easier to develop a survey based on staff knowledge of the program and the customer group, it is useful to gauge customer’s own level of understanding to ascertain expectations about what they may view as being most important to them. 10

Equally, it is critical to take steps to develop an action plan that guides the process of service improvement ensuring the information gathered from customers is actually put to use. As a cycle this process would be repeated to learn the impact that improvements have on customer satisfaction and to continue the service improvement process over time. Performance management tool Aside from providing a structured tool for engagement and information gathering and acting as part of the process to promote service improvement, customer satisfaction measurement is also a useful tool for performance management. It provides a method for collecting useful data that can be used to meet contract reporting and accountability requirements, provide customers with information about service performance, create opportunities to compare and contrast performance and demonstrate effectiveness when tendering for new funding. Accountability and compliance Customer satisfaction data is also commonly used as an accountability and compliance tool. The collection of information about the level of satisfaction with a particular service is commonly used as a performance indicator by government to demonstrate the performance of funded activities. There are a number of examples of the data being used in this way. In health care, one of the motivations for administering patient surveys in hospitals in Australia was the need to meet accreditation guidelines under the Australian Council on Healthcare Standards (ACHS). ACHS accreditation requires all public and private hospitals to undertake patient experience and satisfaction surveys . In health, performance data has historically been used as an internal accountability and quality control tool but is increasingly reported publicly to stimulate quality improvement and cost efficiency and empower consumers with knowledge to navigate the health system Compliance with quality standards has also driven the uptake of customer satisfaction measurement in the human and social services. Human service organisations delivering services to the community on behalf of the Queensland Government are required to demonstrate service quality as a part of their contract arrangements. Customer satisfaction surveys are one of the methods that can be used to demonstrate continuous improvement under the Human Services Quality Framework (HSQF) . Satisfaction data has also been used as a performance indicator for the delivery of services to people with a disability in Queensland. Data from service user satisfaction surveys is routinely collected by the Department of Communities, Child Safety and Disability Services and reported in departmental budget statements and annual reports as a means of demonstrating performance. The use of customer satisfaction as a performance management tool has resulted in activities to harmonise survey methods across jurisdictions. In 1998, the Productivity Commission conducted a review of satisfaction survey approaches used in disability 11

services for the purpose of developing a survey to provide nationally comparable information on satisfaction with disability services. Further, in 2005, the Productivity Commission conducted a review of patient satisfaction and experience surveys used in public hospitals for the purpose of measuring quality across Australia. The review identified points of commonality and difference in these surveys and assessed the potential for creating a minimum national data set on public hospital patient satisfaction or patient experience. It is important to disentangle customer satisfaction from outcomes measurement as these can often be confused. LaSala (1997) has noted that customer satisfaction may be a ‘worthwhile and valid construct to consider in evaluating outcome’. While evidence suggests that the outcomes experienced by customers have an impact on the level of satisfaction felt by customers and on customer choice, they are not the same thing. In the delivery of health care, for example, satisfaction has often been treated as an ‘outcome’ measure based on the assumption that improvements in health status are logically linked to a patient’s satisfaction. While outcomes do have an impact on patient satisfaction, satisfaction is best thought of as a ‘process’ measure or a measure of the way that the service was delivered. In complex services, such as those delivering human service interventions, it is hard to separate out the process of delivering the service from the outcome. Keeping the focus on the process rather than the outcome requires an understanding of the customer’s experience and careful survey design. While it may be tempting to ask a customer if they received the outcome they wanted as the only satisfaction measure, this would not enable organisations to understand the level of satisfaction with various parts of the service process and therefore would not know what actions could be taken to improve the quality of the service. Customer feedback and benchmarking tool The data collected though customer satisfaction measurement can provide useful information that can be used by customers to assess the quality of a service offering. This is especially useful if benchmarking allows comparison between organisations offering similar services. The impetus for customer satisfaction has been driven in part by moves to create greater choice for consumers. In the United States the Hospital-Consumer Assessment of Health Plans Survey (H-CAHPS) was initiated as a direct result of requests from the Centres for Medicare and Medicaid, which saw patient surveys as a means of encouraging greater accountability and choice for consumers. The development of standardised instruments to measure patient satisfaction in the United States is said to have reinforced the use of quality assurance methods in health care settings. Customer satisfaction measurement can also be used as a tool to compare performance at different scales and across a range of service settings. Customer satisfaction data can provide insight into the performance of a whole organisation, a specific program, a work unit or an individual working within a service. When done consistently, customer 12

satisfaction measurement can elicit data to compare performance across different services, geographic areas and customer groups. By administering surveys with common or standard questions and methods across different organisations, this can enable organisations to benchmark against each other to drive performance. As it is noted later in this report, this has led to the identification of common drivers of satisfaction in the public sector in Canada and the United Kingdom. Tool to support funding proposals Customer satisfaction measurement is a useful tool for eliciting information that can be used in developing funding proposals. The measurement of customer satisfaction can demonstrate to a potential funding body if a service is meeting the expectations of customers. When used as part of a service improvement cycle it demonstrates to potential funding bodies the organisations commitment to ongoing service improvement.

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CHAPTER 3 OBJECTIVES AND SCOPE

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3.1 OBJECTIVES OF THE STUDY The following are the objectives of the study:     

To know the customer satisfaction regarding TVS MOTORS. To identify customer interest in buying two wheelers. To find service rendered by the outlet. To know price impact on product purchase. To find word of mouth impact on product purchase.

3.2 SCOPE OF THE STUDY 



The scope of the study is to find out the customer satisfaction with reference to services provided by the TVS Motors dealer. The study covers the different aspects of customer satisfaction. This has been conducted in Jammu. Data have been collected from customer by a personal interview.

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CHAPTER 4 RESEARCH METHODOLGY

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Research Methodology 4.1 Data collection:To conduct the studies different methodologies have been adopted. Both primary and secondary data are used. Primary data were collected by conducting personal interviews with the departmental heads, casual talks with workers and secondary data were collected from the organization manuals. Primary sources Direct interview with the departmental heads , detailed interview with the divisional heads and by interaction with workers and customers of the company. The data is also collected by observing the functions of the organization. Secondary sources The secondary sources of data are: 1.

Organization documents.

2.

Departmental manuals.

3.

Annual reports

4.

Periodicals, books etc. published by the company.

5.

Proposals Forums.

4.2 Sample Design Sample Size: 100 Sampling Technique:- Closed end Questionnaire Statistical Tools: Pie chart

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CHAPTER 5 DATA ANALYSIS & INTERPRETATION

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1.

To which age group do you belong? Scale

No. of Respondents

Percentage Analysis

18-20

21

21

21-30

31

31

31-40

39

39

41-50

9

9

51 and above

0

0

Total

100

100

AGE GROUP 41-50 9%

51 & above 0% 18-20 21%

31-40 39% 21-30 31%

FIGURE 1

Interpretation: Majority of the people were of age group 31-40 i.e. 39%

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2. What is your gender? Scale

No. of Respondents

Percentage Analysis

MALE

73

73.00

FEMALE

27

27.00

Total

100

100.00

GENDER Female 27%

Male 73%

FIGURE 2

Interpretation: Majority of the respondents were male i.e. 73%.

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3.

Which medium do you refer for purchasing bike? Scale

No. of Respondents

Percentage Analysis

T.V Advertisement

33

33.00

Newspaper

24

24.00

Friends and Family

31

31.00

Others

12

12.00

Total

100

100.00

OTHERS 12% T.V ADVERTISEMENT 33%

FRIENDS AND FAMILY 31%

NEWSPAPER 24%

FIGURE 3

Interpretation: Most of the respondents came to know about TVS two wheelers from TV Advertisements i.e. 33%

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4. Occasional discounts/free gifts are offered by the showroom. Scale

No. of Respondents

Percentage Analysis

Strongly Agree

29

29.00

Agree

33

33.00

Neutral

23

23.00

Disagree

11

11.00

Strongly Disagree

4

4.00

Total

100

100.00

DISCOUNT/FREE GIFT Strongly disagree 4%

Disagree 11%

Strongly agree 29%

Neutral 23%

Agree 33%

FIGURE 4

Interpretation: Most of the respondents agreed that showroom provide free gifts/discounts occasionally i.e. 33%.

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5. Display of all the latest version of TVS Motors Cycles are available in showroom.

Scale

No. of Respondents

Percentage Analysis

Strongly Agree

32

32.00

Agree

44

44.00

Neutral

14

14.00

Disagree

10

10.00

Strongly Disagree

0

0.00

Total

100

100.00

AVAILABILITY Strongly disagree 0% Strongly agree 32%

Disagree 10% Neutral 14%

Agree 44%

FIGURE 5

Interpretation: Most of the respondents agreed that all latest version of motorcycles were available in showroom i.e. 44%.

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6. Accessories and spare parts are of high quality.

Scale

No. of Respondents

Percentage Analysis

Strongly Agree

18

18.00

Agree

48

48.00

Neutral

10

10.00

Disagree

14

14.00

Strongly Disagree

10

10.00

Total

100

100.00

QUALITY OF SPARES Strongly disagree 10%

Strongly agree 18%

Disagree 14%

Neutral 10% Agree 48%

FIGURE 6

Interpretation: Most of the respondents agreed that spares were of high quality i.e. 48%

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7. On road break down help is provided by the staff of TVS MOTORS.

Scale

No. of Respondents

Percentage Analysis

Strongly Agree

10

10.00

Agree

36

36.00

Neutral

25

25.00

Disagree

18

18.00

Strongly Disagree

11

11.00

Total

100

100.00

BREAK DOWN HELP Strongly disagree 11%

Strongly agree 10%

Disagree 18% Agree 36%

Neutral 25%

FIGURE 7

Interpretation: Most of the respondents agreed that on road break down help is provided by the staff of TVS MOTORS i.e. 36%

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8. Service projects are well organized. Scale

No. of Respondents

Percentage Analysis

Strongly Agree

27

27.00

Agree

31

31.00

Neutral

12

12.00

Disagree

24

24.00

Strongly Disagree

6

6.00

Total

100

100.00

SERVICE PROJECTS

Strongly disagree 6%

Strongly agree 27% Disagree 24%

Neutral 12%

Agree 31%

FIGURE 8

Interpretation: Most of the respondents agreed that the service projects are well organized i.e. 31%.

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9. Showroom does a good job communicating to members about new offers and schemes.

Scale

No. of Respondents

Percentage Analysis

Strongly Agree

24

24.00

Agree

33

33.00

Neutral

19

19.00

Disagree

17

17.00

Strongly Disagree

7

7.00

Total

100

100.00

COMMUNICATION Strongly disagree 7% Strongly agree 24%

Disagree 17%

Neutral 19%

Agree 33%

FIGURE 9

Interpretation: Most of the respondents agreed that showroom does a good job communicating to members about new offers and schemes i.e. 33%

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10. Employees does a good job listening to customers’ problems.

Scale

No. of Respondents

Percentage Analysis

Strongly Agree

16

16.00

Agree

55

55.00

Neutral

9

9.00

Disagree

12

12.00

Strongly Disagree

8

8.00

Total

100

100.00

CUSTOMERS' PROBLEM Strongly agree 16%

Strongly disagree 8% Disagree 12%

Neutral 9%

Agree 55%

FIGURE 10

Interpretation: Most of the respondents agreed that employees does a good job listening to customers problems i.e. 55%

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11. TVS bikes have a good resale value.

Scale

No. of Respondents

Percentage Analysis

Strongly Agree

21

21.00

Agree

37

37.00

Neutral

19

19.00

Disagree

15

15.00

Strongly Disagree

8

8.00

Total

100

100.00

RESALE VALUE Strongly agree 21%

Strongly disagree 8%

Disagree 15%

Neutral 19% Agree 37%

FIGURE 11

Interpretation: Most of the respondents agreed that TVS bikes have a good resale value i.e. 37%

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12. Service lounge is very attractive

Scale

No. of Respondents

Percentage Analysis

Strongly Agree

18

18.00

Agree

30

30.00

Neutral

22

22.00

Disagree

21

21.00

Strongly Disagree

9

9.00

Total

100

100.00

SERVICE LOUNGE Strongly disagree 9%

Strongly agree 18%

Disagree 21%

Agree 30% Neutral 22%

FIGURE 12

Interpretation: Most of the respondents agreed that Service lounge is very attractive i.e. 30%.

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13. Services are provided in time. Scale

No. of Respondents

Percentage Analysis

Strongly Agree

20

20.00

Agree

42

42.00

Neutral

16

16.00

Disagree

10

10.00

Strongly Disagree

12

12.00

Total

100

100.00

SERVICE TIME Strongly disagree 12%

Strongly agree 20%

Disagree 10%

Neutral 16% Agree 42%

FIGURE 13

Interpretation: Most of the respondents agreed that Services are provided in time i.e. 42%.

31

14. Adaptation of technology is quick.

Scale

No. of Respondents

Percentage Analysis

Strongly Agree

32

32.00

Agree

35

35.00

Neutral

16

16.00

Disagree

14

14.00

Strongly Disagree

3

3.00

Total

100

100.00

TECHNOLOGY ADAPTION Strongly disagree 3%

Disagree 14%

Strongly agree 32%

Neutral 16%

Agree 35%

FIGURE 14

Interpretation: Most of the respondents agreed that Adaptation of technology is quick i.e. 35%

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15. Service Deals cover our requirements and are fulfilled in the nearby area.

Scale

No. of Respondents

Percentage Analysis

Strongly Agree

28

28.00

Agree

32

32.00

Neutral

14

14.00

Disagree

26

26.00

Strongly Disagree

0

00.00

Total

100

100.00

Strongly disagree 0% Disagree 26%

Strongly agree 28%

Neutral 14% Agree 32%

FIGURE 15

Interpretation: Most of the respondents agreed that Service Deals cover requirements and are fulfilled in the nearby area. i.e.32%

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16. Being a TVS MOTORS customer feels special and extraordinary. Scale

No. of Respondents

Percentage Analysis

Strongly Agree

16

16.00

Agree

36

36.00

Neutral

18

18.00

Disagree

28

28.00

Strongly Disagree

2

2.00

Total

100

100.00

Strongly agree 16%

Strongly disagree 2% Disagree 28%

Agree 36% Neutral 18%

FIGURE 16

Interpretation: Most of the respondents agreed that Being a TVS customer feels special and extraordinary i.e. 36%.

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17.

I will recommend the TVS MOTORS to my contacts. Scale

No. of Respondents

Percentage Analysis

Strongly Agree

18

18.00

Agree

41

41.00

Neutral

10

10.00

Disagree

19

19.00

Strongly Disagree

12

12.00

Total

100

100.00

RECOMMENDATION Strongly disagree 12%

Strongly agree 18%

Disagree 19%

Neutral 10%

Agree 41%

FIGURE 17

Interpretation: Most of the respondents agreed that they will recommend the TVS to my contacts i.e. 41%

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CHAPTER 6 FINDINGS

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1. Majority of the people were of age group 31-40 i.e. 39% 2. Majority of the respondents were male i.e. 73%. 3. Most of the respondents came to know about TVS two wheelers from TV Advertisements i.e. 33% 4. Most of the respondents agreed that showroom provide free gifts/discounts occasionally i.e. 33%. 5. Most of the respondents agreed that all latest version of motorcycles were available in showroom i.e. 44%. 6. Most of the respondents agreed that spares were of high quality i.e. 48% 7. Most of the respondents agreed that the service projects are well organized i.e. 31%. 8. Most of the respondents agreed that showroom does a good job communicating to members about new offers and schemes i.e. 33% 9. Most of the respondents agreed that employees does a good job listening to customers’ problems i.e.55% 10. Most of the respondents agreed that TVS bikes have a good resale value i.e. 37% 11. Most of the respondents agreed that Service lounge is very attractive i.e. 30%. 12. Most of the respondents agreed that Services are provided in time i.e. 42%. 13. Most of the respondents agreed that Adaptation of technology is quick i.e. 35% 14. Most of the respondents agreed that Service Deals cover requirements and are fulfilled in the nearby area. i.e.32% 15. Most of the respondents agreed that Being a TVS customer feels special and extraordinary i.e. 36%. 16. Most of the respondents agreed that they will recommend the TVS to my contacts i.e. 41% 17. Most of the respondents agreed that on road break down help is provided by the staff of TVS MOTORS i.e. 36%

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CHAPTER 7 LIMITATIONS

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LIMITATION OF THE STUDY: 1. The study confined to the Jammu region only. 2. The time spent was limited due to which the exhaustive study could not be conducted. 3. Quality of information is based on the degree of brand awareness among customer 4. Very often respondent do not express their true feelings. In such case their habit, preference, practice cannot be assessed correctly. 5. Some of the respondents refuse to give the important information best known to them.

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CHAPTER 8 CONCLUSIONS & RECOMMENDATIONS

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CONCLUSION Middle aged people prefer TVS vehicles more as compare to the young generation & most of the customers of TVS MOTORS were male. Advertisements proved out to beneficial for the company and the showroom as most of the people were converted into customers with the advertisements of the company’s products. The strategies made by the show room and company which provide free gift to customers or discounts help the company to maintain long term relation with the showroom and the company as well. The service employees of TVS understand the problem of the customer effectively and show individual concern towards the customer Service charges are nominal from customer’s point of view and time taken for solving issues is less and hassle free. Customers are satisfied with their vehicles and after sale service of the showroom and were knowingly helping in publicity of the company and the showroom as well.

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RECOMMENDATIONS 1. Company and store should focus on catching customers of young generation. 2. Sale of gearless scooters should be focussed to increase female customers 3. Customer satisfaction should be increased so that less expenditure on advertisements occur and the brand is promoted through word of mouth or publicity. 4. Incentives to customers should be increased in order to make long term relations with the customers. 5. Service charges should be nominal as compared to the local market workers. 6. Services should be provided on time. 7. After sale service reminders could be used as a strategy to maintain relations with the customers.

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BIBLIOGRAPHY

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Reference:Website:www.TVSmotocorp.com www.google.com Reference books: Philip Kotler, Marketing Management Millenium Edition

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ANNEXURE

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QUESTIONNAIRE Customer Satisfaction a case study of TVS MOTORS, Jammu I Rishab Bhatia of B.B.A Semester Vth is undertaking my project report of B.B.A degree from Govt. S.P.M.R College of Commerce affiliated with University of Jammu. In view of this, I am conducting a survey towards Customer Satisfaction a case study of TVS MOTORS, Jammu The contents of this questionnaire are only for the academic purposes and information provided by you will be kept confidential. DEMOGRAPHIC INFORMATION 1. Name: 2. Age: (a) 18 years & above (b) 21-30 years (c) 31-40 years (d) 41-50 years (e) 50 years & above 3. Gender: (a) Male (b) Female 4. Which medium do you refer to purchasing bike? (a) News paper ( )

(b) TV advertisement ( )

(d) Friends & relatives ( )

(d) others ( )

S.no. Statement 1.

2.

Strongly Disagree

Disagree

Neutral

Agree

Strongly Agree

Occasional discounts / free gifts are offered by the showroom. Display of all the latest version of TVS Motor Cycles are available in showroom

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3.

4.

5. 6.

7.

8. 9. 10. 11. 12.

13.

14.

Accessories and spare parts are of high quality. On road break down help is provided by the staff of TVS Motors. Service projects are well organized Showroom does a good job communicating to members about new offers and schemes. Employees does a good job listening to customers problems. TVS bikes have a hood resale value. Service lounge is very attractive Services are provided in time. Adaptation of technology is quick. Service Deals cover our requirements and are fulfilled in the nearby area. Being a TVS MOTORS customer feels special and extraordinary. I will recommend the TVS MOTORS my contacts.

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