Service Delivery Process

SERVICE DELIVERY PROCESS
1.1. INTRODUCTION
Companies and not-for profit organizations use a wide array of B2B (business-to-
business) services, varying to some degree according to the nature of their industry, but
usually involving purchases or, a much larger scale than those made by individuals or
households. Now days, business customers are outsourcing more and more tasks to
external service suppliers in order to focus on their core business. With out these needed
services, offering them needed solutions and good value at a price they can afford, their
companies cant hope to succeed.
Unfortunately, customers are not always happy with the quality and value of the
services they receive. Sometimes you may be delighted with your service experience but
there have probably been times when you were very disappointed. Both individual and
corporate purchasers complain about broken promises, poor value for money, and lack of
understanding of their needs, rude or incompetent personnel, and inconvenient service
hours. Bureaucratic procedures, wasted time, mal functioning self-service machines,
complicated web sites, and a host of other problems.
Suppliers of services, who often face stiff competition, sometimes appear to have
a very different set of concerns. Many owners and managers complain about how
difficult it is to keep costs down and make a agers complain about how difficult it is to
keep costs down and make a profit, to find skilled and motivated employees, or to satisfy
customers who, they sometimes grumble, have become unreasonably demanding.
Defining Services
Services cover a vast array of different and often very complex activities. The
word service was originally associated with the work that servants did for their masters.
In time, a broader association emerged, captured in the dictionary definition of the
action of serving helping, or benefiting, conduct ending to the welfare or advantage of
another. Early marketing definitions of services contrasted them against goods. John
Rathmell defined services in broad terms as acts deeds performance or efforts and argued
that they had different characteristics from goods-defines as articles, devices, materials,
objects, or things.
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Services Dominate the Economy in Most Nations

The size of the service sector is increasing around the world, in both developed
and emerging countries. The composition of the U.S economy, in which private service
industries account for more than two-thirds of the value of the gross domestic product
(GDP). This figure includes services offered by non profits, some times referred to as
charities or non governmental organizations (NGOs). These organizations, involved in
arts, education health care, human services and faith-based activities collectively
contribute more than 6 percent of economic activity. When we add the output of federal,
state, and local governments- which are involved primarily in service delivery-the total
for services reaches almost 80 percent of the value of GDP.
For-profit and not-for-profit services differ in their underlying goals, although
both want to create value for their various stakeholders. For-profit business seeks to
achieve financial profits subject to social constraints, whereas not-for-profit service
suppliers seek to achieve social profits subject to financial constraints. Many public
agencies and non profit organizations change a price for their services that partially
covers their costs, but they often depend on donations, grants, or tax-based subsidies to
cover the rest.
Indian Economy
The Indian economy is the second fastest growing economy in the world with the
growth rate of the GDP at 9.4 percent in 2006-2007. The economy of India is the twelfth
largest in the World (GDP of US$1.09 trillion in 2007).
Service Sector in India

India ranks fifteenth in the services output and it provides employment to around
23 percent of the total work force in the country. The various services under this sector
are construction, trade, hospitality, transport, food and beverages services, and
communication, social and personal services, and insurance, financing, and other
business services.
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Service Sector Contribution to Indian Economy

The service sector contributes the most to the Indian GDP (around 53.8 percent in
2005). The service sector contributed only 15 percent to the India GDP in 1950. The
contribution increased from 43.695 percent in 1990-1991 to around 51.6 percent in 1998-
1999.
The contributions of the services sector has increased rapidly as information and
communication technology enabled services (ITES) from India won the confidence of
many global corporations, wanting to lower their operational costs through process
outsourcing. India has a large pool of highly-skilled and educated workers available at
relatively lower cost. So, high quality services from Indian continue to win marketness
processes.
There is a growing demand as well for business solutions, financial services and
high-tech knowledge processes delivered remotely from South Asian countries for which
relevant expertise are often in short supply in Western nations. This demand it self spurs
the growth of many new forms of ITES. A study by the international consulting firm
McKinsey & Co. estimated that 11 percent of service jobs around the world could be
carried out remotely. In practice, however McKinsey predicts that the percentage of
service jobs actually off shored will prove much more limited, reaching only 1 percent
of all service employment in the developed countries by 2008.

The nature of the services both influenced and is shaped by distribution strategy. It is
through delivery systems that the supplier provides service to the customers with mature
services; improvements may take the form of incremental enhancements to improve the
efficiency of attractiveness of the delivery system. The thrust of the so-called experience
economy often consists of enhancing the experience associated with delivery processes as
opposed to improving the core product. In well-designed high-contract services,
customers are often so actively involved in service delivery that process and outcome
become intimately entwined. In low-contact services, delivery system simply to the
extent that they can obtain service promptly whenever they want it.
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Physical versus Electronic Delivery

The availability of electronic channels as well as physical ones marks a key
distinction between goods and services marketing where the core product is concerned.
Information-based services can be delivered through either type of channel. Equally
significantly many of the supplementary services surrounding both tangible and
intangible core products can also be delivered electronically.
The role of Intermediaries
Many service organizations find it cost-effective to delegate certain tasks; most
frequently this delegation concerns supplementary service elements. For instance despite
their greater use of telephone call centers and the Internets, transportation firms and
hotels still rely for a significant portion of their business on travel agents who handle
customer interaction such as giving out information, taking reservations accepting
payment, and ticketing. And of course many manufacturers rely on the services of
distributors or retailers to stock and sell their physical products to end users, while also
taking on responsibility for such supplementary services as information advice order
taking delivery, installation billing and payment and certain types of problems solving in
some cases they may also handle certain types of repairs and upgrades.
Delegating Specific Service Elements

The flower of service frameworks to illustrate how the original supplier may work in
partnership with one or more intermediaries to deliver a complete service package to
customers. In this example the core product is still delivered by the originating supplier,
together with certain supplementary services packaged with this offering have been added
by an intermediary to complete the offering as experienced by the customer. In other
instances, several specialist outsourcers might be involved as intermediaries for specific
elements. The challenge for the original supplier to act as guardian of the overall process,
ensuring that teach element offered by intermediaries fits the overall service concept to
create a consistent and seamless branded services experience.
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1.2 INDUSTRY PROFILE

INTRODUCTION
Automobile:
The growth of the Indian middle class along with the growth of the economy over
the past few years has attracted global auto majors to the Indian market. Moreover, India
provides trained manpower at competitive costs making India a favored global
manufacturing hub. The attractiveness of the Indian markets on one hand and the
stagnation of the auto sector in markets such as Europe, US and Japan on the other have
resulted in shifting of new capacities and flow of capital to the Indian automobile
industry.
Global auto majors such as Japanese auto majors Suzuki, Honda and Korean car
giant Hyundai are increasingly banking on their Indian operations to add weight to their
businesses, even as numbers stay uncertain in developed markets due to economic
recession and slowdown.
Moreover, according to a study released by global consultancy firm Deloitte, at
least one Indian company will be among the top six carmakers that would dominate the
global auto industry by 2020. According to the study, the car industry would see a
massive capacity building in low-cost locations like India and China as manufacturers
shift base from developed regions.
Production
Although the sector was hit by economic slowdown, overall production
(passenger vehicles, commercial vehicles, two wheelers and three wheelers) increased
from 10.85 million vehicles in 2007-08 to 11.17 million vehicles in 2008-09. Passenger
vehicles increased marginally from 1.77 million to 1.83 million while two-wheelers
increased from 8.02 million to 8.41 million.
In recent times, India has emerged as one of the favorite investment destinations for
automotive manufacturers.
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German car major Audi will start assembling its sports utility vehicle Audi Q5
from mid-2010. The company plans to assemble more cars locally at its
Aurangabad plant instead of importing completely built units (CBUs).
Ford India commenced commercial production of its compact car Figo, and diesel
and petrol engines at a new factory in Chennai. The Figo will be built exclusively
in India and exported to Asian countries and South Africa.
Japanese major Nissan has decided to shift the entire production of its small car,
Micra, from the UK to India. After production of the Micra begins here, Nissan
plans to manufacture four more models in India, involving a total investment of
over US$ 412.2 million.
Suzuki Motorcycle India (SMIPL), a wholly-owned subsidiary of Japanese auto
major Suzuki Motor Corporation, plans to double production capacity of its two-
wheelers to 300,000 units by the end of the current fiscal year. The company will
invest US$ 26.77 million.
Volkswagen has set a target to localize production in India to about 80 per cent in
2-3 years from the current levels of almost 50 per cent as it seeks to offer cars at
more competitive prices.
Domestic Market
According to figures released by the Society of Indian Automobile Manufacturers
(SIAM), domestic passenger car sales have increased 32.28 per cent to reach 145,905
units in January 2010 from 110,300 units in the same month last year.
Across all categories, total sale of vehicles increased 44.94 per cent to 1,114,157 units in
January 2010, against 768,698 units in the January 2009.
Road Ahead
The Indian auto industry is likely to see a growth of 10-12 per cent in sales in 2010,
according to a report by the global rating firm, Fitch. According to its report, Indian Auto
Sector Outlook, competition in the country's auto sector is likely to increase due to
increasing penetration of global original equipment manufacturers (OEM).
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LIMITATIONS THAT OCCURRED IN INDUSTRY
The automobile industry has to address the following issues at all the stages of vehicle
manufacture:
Environmental Imperatives
Safety Requirements
Competitive Pressures and
Customer Expectations
There is a strong interlinking amongst all these forces of change, influencing the
automobile industry. These have to be addressed consistently and strategically to ensure
competitiveness.
Since pollution is caused by various sources, it requires an integrated, multidisciplinary
approach. The different sources of pollution have to be addressed simultaneously in order
to stall widespread damage.
PARAMETERS DETERMINING EMISSION FROM VEHICLES
Vehicular Technology
Fuel Quality
Inspection & Maintenance of In-Use Vehicles
Road and Traffic Management
While each one of the four factors mentioned above have direct environmental
implications, the vehicle and fuel systems have to be addressed as a whole and jointly
optimized in order to achieve significant reduction in emission.
VEHICULAR TECHNOLOGY
In India, the vehicle population is growing at rate of over 5% per annum and
today the vehicle population is approximately 40 million. The vehicle mix is also unique
to India in that there is a very high proportion of two wheelers (76%).
The significant environmental implications of vehicles cannot be denied. The need to
reduce vehicular pollution has led to emission control through regulations in conjunction
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with increasingly environment-friendly technologies. It was only in 1991 that the first
stage emission norms came into force for petrol vehicles and in 1992 for diesel vehicles.
From April 1995 mandatory fitment of catalytic converters in new petrol passenger cars
sold in the four metros of Delhi, Calcutta, Mumbai and Chennai along with supply of
Unleaded Petrol (ULP) was affected. Availability of ULP was further extended to 42
major cities and now it is available throughout the country. The emission reduction
achieved from pre-89 levels is over 85% for petrol driven and 61% for diesel vehicles
from 1991 levels.
In the year 2000 passenger cars and commercial vehicles will be meeting Euro I
equivalent India 2000 norms, while two wheelers will be meeting one of the tightest
emission norms in the world. Euro II equivalent Bharat Stage II norms are in force from
2001 in 4 metros of Delhi, Mumbai, Chennai and Kolkata.
Since India embarked on a formal emission control regime only in 1991, there is a
gap in comparison with technologies available in the USA or Europe. Currently, we are
behind Euro norms by few years, however, a beginning has been made, and emission
norms are being aligned with Euro standards and vehicular technology is being
accordingly upgraded. Vehicle manufactures are also working towards bridging the gap
between Euro standards and Indian emission norms.
FUEL TECHNOLOGY
In India we are yet to address the vehicle and fuel system as a whole. It was in
1996 that the Ministry of Environment and Forests formally notified fuel specifications.
Maximum limits for critical ingredients like Benzene level in petrol have been specified
only recently and a limit of 5% m/m and 3% m/m has been set for petrol in the country
and metros respectively.
In place of phase-wise up gradation of fuel specifications there appears to be a
region-wise introduction of fuels of particular specifications. The high levels of pollution
have necessitated eliminating leaded petrol, through out the country. To address the high
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pollution in 4 metro cities 0.05% sulphur petrol & diesel has been introduced since 2000-
2001. The benzene content has been further reduced to 1% in Delhi and Mumbai.
There is a need for a holistic approach so that up gradation in engine technology
can be optimized for maximum environmental benefits. Other factors influencing
emission from vehicles.
INSPECTION & MAINTENANCE (I&M) OF IN-USE VEHICLES

It has been estimated that at any point of time, new vehicle comprise only 8% of
the total vehicle population. In India currently only transport vehicles, that is, vehicles
used for hire or reward are required to undergo periodic fitness certification. The large
population of personalized vehicles is not yet covered by any such mandatory
requirement.
In most countries that have been able to control vehicular pollution to a
substantial extent, Inspection & Maintenance of all categories of vehicles have been one
of the chief tools used. Developing countries in the South East Asian region, which till a
few years back had severe air pollution problem have introduced an I&M system and also
effective traffic management.
ROAD & TRAFFIC MANAGEMENT

Inadequate and poor quality of road surface leads to increased Vehicle Operation
Costs and also increased pollution. It has been estimated that improvements in roads will
result in savings of about 15% of Vehicle Operation Costs.
CONCLUSION
The need for an integrated, holistic approach for controlling vehicular emission
cannot be over-emphasised. More importantly, it is time now for the auto and oil industry
to come together under the guidance of the Government in evolving fuel quality
standards and vehicular technology to meet air quality targets.
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RECENT UPDATED ISSUES OCCURRED IN AUTOMOBILE

INDUSTRY
India's April car sales rise 39.5%, best in a decade
New Delhi: Sales figure for the month of April 2010 are out and the growth
registered by the automotive industry in various segments is impressive. Passenger
vehicles sales in April 2010 grew by 33.93% to 1,82,181 units, reports Society of Indian
Automobile Manufacturers (SIAM). The growth within this segment was largely driven
by a 39.48% growth witnessed in passenger car sales.
Commercial Vehicles segment recorded a significant growth of 64.49% at 49,086 over
29,842 in the same period last year.
Three wheelers segment witnessed a sales increase of 20.41% over April 2009.
Two wheeler segment also continued the growth trend registering an upswing of 22.07%
at 8,55,670 compared with 7,00,987 in the corresponding period of last year. Scooters
managed to make a comeback posting a sales increase of 52.63% compared with April
2009.
Exports continue to grow stronger for the industry as overall exports posted a
growth of 87.61% as reported by SIAM.
Passenger vehicles segment and two wheeler segments posted a healthy growth of
28.63% and 96.91% respectively while commercial vehicles and three wheelers posted a
strong growth of 132.68% and 202.47% respectively.
Auto Industry Continues on High Growth Path Date 09/06/2010
The overall production data for April-May 2010 shows production growth of
33.52 percent over same period last year with industry producing 2,715,189 vehicles.
Domestic Sales
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Passenger Vehicles segment in April-May 2010 grew at 34.49 percent over same
period last year. Passenger Cars grew by 34.75 percent, Utility Vehicles grew by 30.40
percent and Multi Purpose Vehicles grew by 39.15 percent in April-May 2010 over same
period last year.
The overall domestic sale of Commercial Vehicles segment registered growth at

61.05 percent in April-May 2010 as compared to the same period last year. Medium &
Heavy Commercial Vehicles (M&HCVs) registered growth at 94.88 percent and Light
Commercial Vehicles grew at 40.08 percent.
During April-May 2010, Three Wheelers sales recorded a growth rate of 15.16
percent. While Passenger Carriers grew by 15.49 percent and Goods Carriers grew at
13.91 percent in this period.
Two Wheelers registered a growth rate of 25.43 percent in April-May 2010.

Scooters, Mopeds and Motorcycles grew by 48.84 percent, 26.01 percent and 21.30
percent respectively.
Exports
In April-May 2010, overall automobile exports registered a growth rate of 67.57 percent.
Passenger Vehicles, Two Wheelers, Commercial Vehicles and Three Wheelers segments
grew by 19.90 percent, 72.09 percent, 122.42 percent and 184.42 respectively in April-
May 2010 over April-May 2009.
Domestic car sales up by 32 per cent: SIAM
According to the figures released by the Society of Indian Automobile

Manufacturers (SIAM), domestic passenger car sales have increased 32.28 per cent at
145,905 units in January from 110,300 units in the same month last year.
Page 11
Motorcycle sales in the country during the month also increased by 43.69 per cent
at 650,633 units, compared with 452,809 units in the corresponding month last year as
per SIAM.
Two-wheeler sales in January 2010 grew by 43.43 per cent to 834,383 units from
581,729 units in January 2009. Commercial vehicles sales also rose over two-fold during
last month to 53,447 units from 23,154 units in the year-ago period, it added.
Across all categories, total sale of vehicles increased 44.94 per cent to 1,114,157
units in January 2010, against 768,698 units in the January 2009.
Auto industry records highest ever sales this financial year

New Delhi: The domestic auto industry is set to hit an all-time high sales figure of
12.2 million units in 2009-10, surpassing the previous sales record of 10.1 million units
in 2006-07.
The strong growth is in terms of passenger car volumes, two-wheelers and commercial
vehicles. This also represents a growth of 25.48 per cent over 2008-09 (9.7 million units).
The phenomenal growth rides on the back of a low base, new launches
primarily in the compact car category lowers interest rates and the 4 per cent reduction
in excise duty as part of the fiscal stimulus.
Rajiv Dube, president, Tata Motors, said: The 25 per cent growth in 2009-10 is a two-
year growth happening in just one year as the last financial year was nearly flat. If
financing continues, as over 60 per cent of the vehicles are purchased on finance, it is
expected that the demand would be sustainable in the medium to long term though it may
not be as high as this.
The growth for 2009-10 would also be more than double of what the industry had
predicted earlier. At the beginning of the financial year, the Society of Indian Automobile
Manufacturers (Siam) had predicted low single-digit growth for the sector. Later, the
figure was revised to low double-digit growth following a spurt in sales during the festive
months.
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The Indian automobile industry has recovered faster than any other market, post
the global meltdown and we expect sales to cross the 12 million unit mark in 2009-10.
Out of these passenger vehicles will be approximately 2 million units this time, Dilip
Chenoy, director general, Siam, said.
As per Siam, passenger vehicle sales in the country have gone up by 26.1 per cent
between April and February at 1,750,139 units, as compared to 1,387,545 units in the
corresponding period of the last fiscal.
March has always been a high growth year for the industry and this time also we
expect the overall industry to grow by over 30 per cent by this month end compared to
the same period last year. This, despite the two consecutive hike in car prices and a
marginal increase in interest rates, Ankush Arora, vice president (sales and marketing),
General Motors India, said.
However, according to Rakesh Batra, national leader (automotive sector), Ernst
&Young, the higher base of the ongoing financial year will have a slowdown effect in the
coming months. The overall industry is expected to grow by around 15 per cent in 2010-
11 and then it would slow down to anywhere between 10 and 15 per cent growth on a
sustainable basis for the next three to four years.
The sector got a major boost from the government stimulus last year and this
could have a lowering effect on sales in the coming financial year as the base is
exceptionally high. Moreover, if new emission norms come into force, there could be
another 3-4 per cent hike in car prices that would impact sales in the long run, Abdul
Majeed, analyst and partner, Price Waterhouse explained.
AUTOMOBILE INDUSTRY IN INDIA

The automobile industry in India is the seventh largest in the world with an annual
production of over 2.6 million units in 2009. In 2009, India emerged as Asia's fourth
largest exporter of automobiles, behind Japan, South Korea and Thailand. By 2050, the
country is expected to top the world in car volumes with approximately 611 million
vehicles on the nation's roads.
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The automotive industry designs, develops, manufactures, markets, and sells the
world's motor vehicles. In 2009, more than 60 million motor vehicles, including cars and
commercial vehicles were produced worldwide following economic liberalization in
India in 1991, the Indian automotive industry has demonstrated sustained growth as a
result of increased competitiveness and relaxed restrictions. Several Indian automobile
manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and Mahindra,
expanded their domestic and international operations. India's robust economic growth led
to the further expansion of its domestic automobile market which attracted significant
India-specific investment by multinational automobile manufacturers. In February 2009,
monthly sales of passenger cars in India exceeded 100,000 units
Embryonic automotive industry emerged in India in the 1940s. Following the
independence, in 1947, the Government of India and the private sector launched efforts to
create an automotive component manufacturing industry to supply to the automobile
industry. However, the growth was relatively slow in the 1950s and 1960s due to
nationalisation and the license raj which hampered the Indian private sector. After 1970,
the automotive industry started to grow, but the growth was mainly driven by tractors,
commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers
entered the Indian market ultimately leading to the establishment of Maruti Udyog. A
number of foreign firms initiated joint ventures with Indian companies.
In the 1980s, a number of Japanese manufacturers launched joint-ventures for
building motorcycles and light commercial-vehicles. It was at this time that the Indian
government chose Suzuki for its joint-venture to manufacture small cars. Following the
economic liberalisation in 1991 and the gradual weakening of the license raj, a number of
Indian and multi-national car companies launched operations. Since then, automotive
component and automobile manufacturing growth has accelerated to meet domestic and
export demands.
Exports
India has emerged as one of the world's largest manufacturers of small cars.
According to New York Times, India's strong engineering base and expertise in the
manufacturing of low-cost, fuel-efficient cars has resulted in the expansion of
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manufacturing facilities of several automobile companies like Hyundai Motors, Nissan,

Toyota, Volkswagen and Suzuki.
In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors
plans to export 250,000 vehicles manufactured in its India plant by 2011. Similarly,
General Motors announced its plans to export about 50,000 cars manufactured in India by
2011.
In September 2009, Ford Motors announced its plans to setup a plant in India with
an annual capacity of 250,000 cars for US$500 million. The cars will be manufactured
both for the Indian market and for export. The company said that the plant was a part of
its plan to make India the hub for its global production business. Fiat Motors also
announced that it would source more than US$1 billion worth auto components from
India.
Indian automobile companies

Ashok Leyland
Chinkara motors : beachster, hammer,roadster 1.8s, rockster, jeepster, sailster.
Force motors
Hindustan motors : ambassador
Mahindra: scorpio, xylo,logon
Premier: sigma, road ster, RiO
San motors : storm
Tata motors: nano, indica, sumo, safari, TL.aria.
India's April car sales rise 39.5%, best in a decade
Sales figure for the month of April 2010 are out and the growth registered by the
automotive industry in various segments is impressive. Passenger vehicles sales in April
2010 grew by 33.93% to 1,82,181 units, reports Society of Indian Automobile
Page 15
Manufacturers (SIAM). The growth within this segment was largely driven by a 39.48%
growth witnessed in passenger car sales.
Commercial Vehicles segment recorded a significant growth of 64.49% at 49,086 over
29,842 in the same period last year.
Three wheelers segment witnessed a sales increase of 20.41% over April 2009. Two
wheeler segment also continued the growth trend registering an upswing of 22.07% at
8,55,670 compared with 7,00,987 in the corresponding period of last year. Scooters
managed to make a comeback posting a sales increase of 52.63% compared with April
2009.
Exports continue to grow stronger for the industry as overall exports posted a growth of
87.61% as reported by SIAM.
Passenger vehicles segment and two wheeler segments posted a healthy growth of
28.63% and 96.91% respectively while commercial vehicles and three wheelers posted a
strong growth of 132.68% and 202.47% respectively.
Year (In USD Million)
2002-03 14,880
2003-04 16,544
2004-05 20,896
2005-06 27,011
2006-07 34,285
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Turnover of Automobile Industry 2002-03 to 2006-07
Page 17
Automobile Production Trends

(Number of
Vehicles)
Category 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
Passenger
989,560 1,209,876 1,309,300 1,545,223 1,777,583 1,838,593 2,351,240
Vehicles
Commercial
275,040 353,703 391,083 519,982 549,006 416,870 566,608
Vehicles
Three Wheelers 356,223 374,445 434,423 556,126 500,660 497,020 619,093
Two Wheelers 5,622,741 6,529,829 7,608,697 8,466,666 8,026,681 8,419,792 10,512,889
Grand Total 7,243,564 8,467,853 9,743,503 11,087,997 10,853,930 11,172,275 14,049,830
Automobile Exports Trends

(Number of
Vehicles)
2007-08 2008-09 2009-10
Category 2003-04 2004-05 2005-06 2006-07
Passenger
129,291 166,402 175,572 198,452 218,401 335,729 446,146
Vehicles
Commercial
17,432 29,940 40,600 49,537 58,994 42,625 45,007
Vehicles
Three Wheelers 68,144 66,795 76,881 143,896 141,225 148,066 173,282
Two Wheelers 265,052 366,407 513,169 619,644 819,713 1,004,174 1,140,184
Grand Total 479,919 629,544 806,222 1,011,529 1,238,333 1,530,594 1,804,619
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Top 20 motor vehicle producing countries in 2009

Motor vehicle production (units)
Country 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000
China 13,790,994
Japan 7,934,516
United
5,711,823
States
Germany 5,209,857
South
3,512,916
Korea
Brazil 3,182,617
India 2,632,694
Spain 2,170,078
France 2,049,762
Mexico 1,557,290
Canada 1,489,651
UK 1,090,139
Czech
974,569
Rep.
Thailand 968,305
Poland 879,186
Turkey 869,605
Italy 843,239
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Iran 752,310
Russia 722,431
Belgium 522,810
1.3 COMPANY PROFILE
Mahindra & Mahindra Limited
Type Public
Automotive
Industry
Farm Equipment
Founded 1945
Headquarters Mumbai, Maharashtra, India
Keshub Mahindra (Chairman), Anand Mahindra

Key people
(Vice-Chairman & Managing Director)
Revenue US$ 10 billion (2009 H1).
Employees 16,000+
Parent Mahindra Group
Website Www.Mahindra.com
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HISTORY
Mahindra embarked on its journey in 1945 by assembling the Willys Jeep in India
and is now a US $6.3 billion Indian multinational. It employs over 1,00,000 people across
the globe and enjoys a leadership position in utility vehicles, tractors and information
technology, with a significant and growing presence in financial services, tourism,
infrastructure development, trade and logistics. The Mahindra Group today is an
embodiment of global excellence and enjoys a strong corporate brand image.
Mahindra is the only Indian company among the top tractor brands in the world
and has made an entry in the two-wheeler segment, which will see the company emerge
as a full-range player with a presence in almost every segment of the automobile industry.
The Mahindra Group expanded its IT portfolio when Tech Mahindra acquired the leading
global business and information technology services company, Satyam Computer
Services. The company is now known as Mahindra Satyam.
Mahindra's Farm Equipment Sector is the proud recipient of the Japan Quality
Medal, the only tractor company worldwide to be bestowed this honor. It also holds the
distinction of being the only tractor company worldwide to win the Deming Prize. The
US based Reputation Institute recently ranked Mahindra among the top 10 Indian
companies in its Global 200: The World's Best Corporate Reputations list.
Mahindra is also one of the few Indian companies to receive an A+ GRI checked rating
for its first Sustainability Report for the year 2007-08.

Mahindra & Mahindra Limited is part of the Mahindra Group, an automotive,
farm equipment, financial services, trade and logistics, automotive components, after-
market, IT and infrastructure conglomerate. The company was set up in 1945 in Ludhiana
as Mahindra & Mohammed. Later, after the partition of India, Malik Ghulam Muhammad
returned to Pakistan and became that nation's first finance minister. Hence, the name was
changed from Mahindra & Mohammed to Mahindra & Mahindra in 1948
Initially set up to manufacture general-purpose utility vehicles, Mahindra &

Mahindra (M&M) was first known for assembly under license of the iconic Willys Jeep
Page 21
in India. The company later branched out into manufacture of light commercial vehicles
(LCVs) and agricultural tractors, rapidly growing from being a manufacturer of army
vehicles and tractors to an automobile major with a growing global market. At present,
M&M is the leader in the utility vehicle (UV) segment in India with its flagship UV, the
Scorpio (known as the Mahindra Goa in Italy.
Mahindra & Mahindra grew from being a maker of army vehicles to a major
automobile and tractor manufacturer. It has acquired plants in China and the United
Kingdom, and has three assembly plants in the USA. M&M has partnerships with
international companies like Renault SA, France and International Truck and Engine
Corporation, USA.M&M has a global presence and its products are exported to several
countries.
Its global subsidiaries include Mahindra Europe Srl. based in Italy, Mahindra
USA Inc., Mahindra South Africa and Mahindra (China) Tractor Co. Ltd.M&M is one of
the leading tractor brands in the world. It is also the largest manufacturer of tractors in
India with sustained market leadership of over 25 years. It designs, develops,
manufactures and markets tractors as well as farm implements. Mahindra Tractors
(China) Co. Ltd. manufactures tractors for the growing Chinese market and is a hub for
tractor exports to the USA and other nations.
M&M will make its maiden entry into the heavy trucks segment with Mahindra
Navistar, the joint venture with International Truck, USA. M&M's automotive division
makes a wide range of vehicles including MUVs, LCVs and three wheelers. It offers over
20 models including new generation multi-utility vehicles like the Scorpio and the
Bolero. At the 2008 Delhi Auto Show, Mahindra executives said the company is pursuing
an aggressive product expansion program that would see the launch of several new
platforms and vehicles over the next three years, including an entry-level SUV designed
to seat five passengers and powered by a small turbo diesel engine.
Awards
Page 22
Bombay Chamber Good Corporate Citizen Award for 2006-07

Business world FICCI-SEDF Corporate Social Responsibility Award 2007
Deming Prize
Japan Quality Medal in 2007
Modals
Mahindra Bolero Camper ,
Mahindra Bolero Inspira ,
Mahindra Bolero Stinger Concept ,
Mahindra Scorpio
,Mahindra Scorpio Getaway ,
Mahindra Scorpio First
Mahindra Xylo ,
Mahindra Legend ,
Mahindra MM550 XD ,
Mahindra-Renault Logan (in cooperation with Renault)
Mahindra scorpio second genaratation Mahindra Pick Up (old version)
Page 23
Mahindra AXE MAHINDRA jeep CJ

340
Xylo
Mahindra geo
Page 24
MAHINDRA scorpio pick up Mahindra scorpio first genaratation
Management
The Board of Directors of the Company has, as its members, eminent persons
from Industry, Finance, Investment and other branches of business, who bring diverse
experience and expertise to the Board.
NAME DESIGNATION
1. Mr. Keshub Mahindra

Chairman
Vice Chairman and Managing Director
2. Mr. Anand G. Mahindra
Deepak Shantilal Parekh Director

3.
4. Nadir Burjorji Godrej Director
5. M. M. Murugappan Director
Page 25
6. Bharat Narotam Doshi Executive Director & Group Chief

Financial Officer (Group CFO)
7. Arun Kumar Nanda Executive Director
8. Narayanan Vaghul Director
9. Dr. Ashok Sekhar Ganguly Director
10. R. K. Kulkarni Director
11. Anupam Pradip Puri Director
12. Arun Kanti Dasgupta Nominee of LIC
DOMESTIC OPERATATIONS
Overview
Presenting India's first compact truck. A truck thats built to save for you. It gives
an unmatched mileage of 27 kmpl and scores really low on maintenance. Its 0.5 ton,
compact truck box ensures maximum space is utilized in intra city operations.
All this, and a range of other features, comes at a price for which you wont have
to spend your lifes entire savings. In fact, the Gio was destined to be a leader even before
it was launched. After all it boasts of an impressive lineage, since Mahindra is the
biggest player in the small commercial vehicle segment, where combined sales of its
pick-ups and 3 wheelers cross 7000 vehicles every month. And hallmarks of all these
vehicles include their rugged build, low operating costs and powerful yet fuel efficient
engines.
Backed by Mahindra's unique experience, Gio comes to you as a trustworthy
partner, dedicated to your business and your progress.
Page 26
The Automotive Sector is the market leader in utility vehicles in India since
inception and currently accounts for about half of Indias market for utility vehicles with
a product portfolio that ranges from rugged, mass-transport utility vehicles to personal
segment sports utility vehicles like the Scorpio.
Mahindra has recently launched the Xylo, perhaps the most complete car with
luxury comforts to enter the Indian market with everything that todays sedans offer and
much more. Available at 57 select Mahindra dealerships in January and another 44
dealerships from February, the XYLO price range starts at Rs. 6, 24,500.
While the world-class Scorpio (declared to be the Car of the Year by CNBC
Autocar, BBC Wheels and Business Standard Motoring) is the Automotive Sectors
current flagship, it has many more products that have made it popular with individuals
and institutions in India and the world. The Automotive Sector of the Mahindra Group is
currently present in the multi-utility vehicle, light commercial vehicle and three-wheeler
segments. Now, with its joint ventures, it will have a presence in the passenger car and
the medium and heavy commercial vehicle segments too.
INTERNATATIONAL OPERATATIONS
Born around the same time as independent India, Mahindra is like a microcosm of
the country of its birth. Indeed, few groups can identify as closely with Indias destiny
and industrial progress as the Mahindra Group.
Established in 1945 as a franchise for assembling jeeps from Willys, USA, the
company soon began manufacturing light commercial vehicles and agricultural tractors,
emerging as one of Indias leading auto brands. Today, the Mahindra Group is a leading
manufacturer of multi-utility vehicles with significant presence in key sectors like
Page 27
automotive, farm equipment, financial services, trade and logistics, automotive

components, after-market, IT and infrastructure.
Mahindra & Mahindra Ltd. (M&M) is the leader in the Utility Vehicle (UV)
segment in India and also manufactures passenger cars, three-wheelers and pick ups. It's
flagship SUV, the Scorpio (known as the Mahindra Goa in Italy) is acknowledged the
world over for its arresting blend of rugged utility and style, while its Bolero SUV was
recently crowned Indias leading SUV brand for two years in a row with record sales of
over 50,000 units in one year.
Reaching out to the world a global timeline

In 1969 Mahindra established its export division with its first order of 600 jeeps
for the Yugoslavian market. And there began Mahindras Journey towards expanding its
global footprint.
1970s Mahindra begins exporting vehicles to Nigeria and other African
countries. Today, the company has a presence in almost 15 markets in Africa. It was also
during the 70s that Mahindra concluded exports of about 3300 units, mainly to Indonesia
and Yugoslavia
1980s Mahindra exports its CJ 5 model as CKD units to Iran where it is sold
under the brand name of Sahara
1990s Mahindra begins exporting to Nepal in the early 90s and today, the
mountain kingdom is one of Mahindras key markets in neighboring countries CBU
exports in Ro-Ro shipment was made to Ceylon , Kenya , Namibia, Mozambique in
Africa .
Circa 2000 The Bolero is launched, further transforming the image of the
company with its contemporary looks and style. Mahindra increased its global aspirations
and expanded further field. It was during this decade that Mahindras export division
gained further momentum.
The winds of change were blowing through Mahindra as the company began
consolidating its strengths in design. In 2002, M&M achieved a major milestone with the
launch of Indias first indigenous SUV, the Scorpio. A runaway hit from the day of its
Page 28
birth, the Scorpio was by far one of the most exciting products ever developed by M&M
and one that would give it immense recognition.
The success of the Scorpio in India further bolstered Mahindras global ambitions
and the company actively began looking for partnerships overseas. The emphasis was
now on establishing a solid local presence as this was the key to long-term success and
building trust with the customer. In addition to the Scorpio, Mahindra also developed the
Mahindra Pik Up, based on the Scorpio platform, exclusively for overseas markets.
Outside India marking its presence internationally
In the early 2000s Mahindra made its presence in Tanzania, Sri Lanka, Congo,
Madagascar, Mozambique, Ethiopia, Rwanda , Burundi and Nigeria .
2004 - An SKD (Semi Knocked Down) facility is set up in Uruguay for manufacture of
the Bolero Pik Up which is locally sold under the brand name of Cimarron. Mahindra
South Africa, a JV company, is also set up in South Africa for sale of the Scorpio and
Bolero Pik Up.
2005 Mahindra Europe is established in Italy with the launch of the Scorpio (known as
the Mahindra Goa), and Bolero Pik Up. Mahindra also made a foray in the French market
in the same year.
2006 - M&M launches a product solely for the overseas market, the Mahindra Pik Up
which was built on the Scorpio platform.
2007 Mahindra consolidates its position in neighboring countries including Bhutan. The
company soon forays into Sudan Morocco, Algeria and Ghana, consolidating its position
in the African continent. Mahindra also ventures into Chile in South America with the
introduction of the Mahindra Pik Up.
Page 29
2008 M&Ms first overseas CKD (Completely Knocked Down) operations are
established in Egypt with the launch of the Scorpio. This was soon followed by CKD
operations in Brazil for manufacture of the Scorpio SUV and Pik Up range.
The Scorpio SUV and Pik Up range is also launched in Peru and the Pik Up Double Cab
is introduced in Paraguay, further consolidating the companys presence in South
America.
M&M has a growing global footprint and has established itself in markets across
the world as one of the worlds most prestigious auto brands. The emphasis is now on
establishing a solid local presence in these countries as this was the key to long-term
success and building trust with the customer. With subsidiaries in South Africa, Europe
and Australia and a strong presence in over 15 countries, it aspires to be globally
renowned in Utility vehicles.
International operations has ever since, enjoyed a healthy CAGR (64 % CAGR from F03
to F08).
In addition to the Scorpio SUV, Mahindra also developed the Mahindra Pik Up, based on
the Scorpio platform, exclusively for overseas markets. Further, we aspire to be the first
automaker in USA. Today thousands of people use Mahindra vehicles every day and
perceive the Mahindra badge as a symbol of trust, reliability, durability, style and
innovation.
M&M ties up with Mitsubishi for farm equipment
Indias largest tractor manufacturer Mahindra & Mahindra (M&M) today signed a
technical license agreement with Mitsubishi Agriculture Machinery Company, Japan, for
transfer of agricultural machinery technology.
The agriculture machinery technology is being licensed to M&M Farm Equipment
Sectors (FES) Applitrac business for manufacturing Mitsubishis products in India.
These machinery will be sold under the Mahindra brand name in India as well as in
export markets like China and the Saarc countries.
Page 30
To start with, M&M will produce the rice transplant machine, priced at Rs 1.75
lakh from its plant in Nagpur. The company is making an investment of Rs 15 crore
towards the venture and intends to sell 1,000 units of the machine this year, while the
target is expected to go up to 5,000 units per year in the next two to three years.
These machines reduce man-hours while improving costs savings. According to
estimates, the rice transplantor can save 30 per cent of costs while employing only three
persons against 10-12 persons under manual conditions.
Mitsubishi also partners M&M is the US where it makes compact tractors for the
Indian company and sells them under the M&M brand name.
The Applitrac business where M&M sells all products other than tractors, such as
harvesters and other machinery, currently contributes Rs 100 crore to M&Ms FES
revenue. This is expected to grow to Rs 500-600 crore in the next five years, according to
Anjanikumar Choudhari, president-M&M FES.
Further, both companies are also exploring collaboration in the area of tractors.
Mitsubishi has expertise in making compact and low-power tractors, whereas Mahindra
makes bigger and high-capacity tractor.
MAHINDRA XYLO
The Mahindra Xylo is an MUV designed and manufactured by Mahindra &
Mahindra Limited. The Xylo was launched on 13 January 2009 at Nashik. Four variants-
E2,E4,E6 and E8 are available with a price range of Rs 6,24,000-7,69,000. More than
3,000 units of Xylo were sold in March 2009.
Mahindra Xylo
Manufacturer Mahindra & Mahindra
Production 2009-Present
Assembly Nashik, Maharashtra, India
Page 31
Body style(s) 4-door MUV
Engine(s) 2.5 L Turbo
Transmission(s) 5-speed manual
Wheelbase 2,760 mm (109 in)
Length 4,520 mm (178 in)
Width 1,850 mm (73 in)
Height 1,895 mm (75 in)
Fuel capacity 55 L (15 US gal; 12 imp gal)
LITERATURE REVIEW
While scanning through the literature on service delivery process, it was observed
that the authors and researchers have elaborately dealt with the concept, origin,
evaluation, importance, benefits, disadvantages and future possibilities of service delivery
process.
Some authors have touched upon its human perspective and the role personnel in
implementing the concept and the tool. They are replacing monologues with customers
dialogues.
Many researchers have studied and recommended on the service gaps, the gaps
between customer expectation and customer experience (SERVQUAL by parasuraman,
zeithamal, and berry in 1988). Some researchers have worked on promotional gaps,
procedural gaps and behavioral gaps, customer satisfaction and loyalty.
Some papers have also been published on the need of focusing on the concept of
customer life cycle rather than on product life cycle. Some stalwarts, like Christopher
lovelock, Joncen writz and Jayananth chatterjee on servive marketing have expressed
Page 32
their strong recommendation for a dialogue approach with the customer in order to
improve marketing relationship.
Even some researchers proved that intermediaries played detailed role during
service delivery process, those intermediaries are may be physical elements, electrical
elements, employees, logistics, and etc. Finally we considered employees as major factor
in service delivery process and developed related questionnaire to collect customers
responses.
Hence, a detailed review of literature suggests the study on communication
perspective of service delivery process can be conducted in order to design a
communication model which is useful for service marketing executives and the
companies who wants to consolidate on the gains of implementation of service delivery
process, especially with reference to product of high customer involvement.
RESEARCH METHODOLOGY:
3.1 Need for the study:

Though the main objective of study is to verify whether employees are providing
clear services to customers. Mostly services are most necessary factor in the market for
companies to exist in the market. To exist in the competitive market companies are
needed to provide value added services. Providing clear services to customers companies
are needed to verify their service delivery process.
Employees play major role in service delivery process. Our project also
concentrated on effectiveness of employees during providing services. Here companies
also needed to verify whether they are providing services in satisfactory manner.
Industries like hotel, airlines, banking, educational institutes, hospital, job consultancy,
auditing for companies, etc.
Only by providing effective services to customers, companies exist in the market.
Following project demonstrates clearly about varies factors involved in service delivery
process.
Page 33
3.2 Problem statement:

Effectiveness of employees role on servive delivery process.
Time of study:
Period of study is April - June 2016.
Place of study:
Anantapur city, Andhra Pradesh.
3.3 Objectives:
1. To find the service delivery process and factors influencing effectiveness of
service delivery process.
2. To find the employees role in service delivery process.
3. To find the effectiveness of employees role in service delivery process.
3.4 Limitations of study:
Study has certain limitations like to sample size was relatively small and was
drawn from a specific geographical region (anantapur) , which makes the
generalization of findings difficult.
The data could have been put in a structural modal and tasted using structure
equation modeling to get integrated results.
A portion of respondents were not clear in giving opinions of satisfaction or
Dissatisfaction.
Short time period of study is insufficient for conducting detailed study.
3.5 Research design:

Research method adopted for the purpose is exploratory. The research technique
adopted is survey method. To achieve the research objectives secondary data has been
explored. Initial interviews with few of the company officials, available customers and
also company helps in giving the directions.
Page 34
Sample unit for this study is the owner of the vehicle who has been using for the
last two years. The respondent is contacted with sample frame available at the company.
By using convenient sampling method adopted for the study, necessary precautions taken
in the selections of him/her so that wide demographic respondents included in the list. A
sample of 120 respondents are contacted to obtain the data.
3.6 Sources of data:

Data is collected from both sources: primary and secondary. Survey method is
used to collect primary data. Secondary data is collected from relevant journals (Indian
journal of marketing), books, news papers, business magazines annual reports, websites.
The questionnaire as a tool is used to collect data from the primary data. A structure
questioner is used to collect the data from respondents. Questions with multiple choice
responses were also asked. Most of the respondents are customers of MGB. Convenient
method is used to collect primary data.
The sample:
Plainly speaking, every one in this world is a sales person and a buyer in a way
and hence, the communicating population of any area or region under study would
constitute the universe for the study. But for the domain of this study, only those
professionals who are termed as management personnel marketing executives, sales
personnel and customer relationship management related staff can be called as the
universe for sales executive and all those who buy durable goods/services would be
called as the universe for customers.
Sample size:
Survey method in order to elicit the best feed back from the targeted sample units
of 120, information was collected by personal contact and interviews.
3.7 Research instruments:

Questionnaire with 18 criteria was prepared keeping in mind the inter-personal
skill and inter-personal quality of a customer relationship executive.
Page 35
Totally 22 questions were considered for survey, with five-scale method.

This Questionnaire was prepared to cover all the objectives of this research study.
3.8 Data analysis:
Initially the data collected from questionnaire is checked for any missing data and
identified. Weighted average method and percentage methods are used for analysis of
data. Interpretation at each end of questionnaire is necessary for analysis.
Findings and suggestions are provided at the end.
Questionnaire is included in the appendix.
Bibliography is mentioned at end.
4.1 Quality of work performed
To know about quality of work performed by employees of MGB mobiles we

need to analyze the following information.
Table: 4.1
Scale No. of respondents percentage
Poor 0 0
Fair 5 4.16
N/A 10 8.3
Good 95 79.1
Excellent 10 8.3
TOTAL 120 100
Page 36
GRAPH: 4.1
Interpretation:
From the above table it is clear that majority of respondents are feeling good regarding to
quality of work performed by employees at MGB mobiles.
4.2. Avoiding inconvenience to the customers
Page 37
To know whether employees are avoiding inconvenience customers of MGB

mobiles we need to analyze the following information.
Table: 4.2
Poor 4 3.3
Fair 11 9.1
N/A 5 4.1
Good 87 72.5
Excellent 13 10.8
TOTAL 120 100
GRAPH: 4.2
Interpretation:
Table no 4.2, which depicts that 87 members are, satisfied well with employees attitude
by avoiding inconvenience to customers. Ultimate need of customer is to feel
comfortable with services provided by MGB mobiles.
4.3. Comforting customers
Page 38
To know whether employees are really making feel comfortable to the customers
of MGB mobiles we need to analyze the following information.
Table: 4.3
Poor 3 2.5
Fair 12 10
N/A 6 5
Good 78 65
Excellent 21 17.5
TOTAL 120 100
GRAPH: 4.3
Interpretation:
By observing above table, majority of customers perception is good regarding to their
comfort ness with employees, i.e., employees making them feel comfortable.
4.4. Willingness to satisfy you
Page 39
While providing services to customers, does employees are really going out of
their way to satisfy customers. To analyze this we need to use following tabulate
information.
Table: 4.4
Poor 10 10.8
Fair 20 19
N/A 5 5.8
Good 56 46.6
Excellent 29 22.5
TOTAL 120 100
GRAPH: 4.4
Interpretation:
According to customers perception and above calculations, employees are providing
services to customers with spending their own times. It shows that customers are
satisfying with services provided by MBG mobiles.
4. 5. Friendliness and helpfulness of cashiers
Page 40
To know whether employees are really helpful towards customers we need to

analyze following information.
Table: 4.5
Poor 12 10
Fair 23 19.1
N/A 4 3.3
Good 60 50
Excellent 21 17.5
TOTAL 120 100
GRAPH: 4.5
Interpretation:
From the above graph it is clear that customers are feeling good with the attitude of
customers. Also cashiers are needed to help more to customers.
4.6. Having convenient hours for service
Page 41
To know customers are getting convenient hours of services, we need to analyze

following information.
Table: 4.6
Poor 5 4.1
Fair 8 6.6
N/A 6 5
Good 64 53.3
Excellent 34 28.3
TOTAL 120 100
GRAPH: 4.6
Interpretation:
From the above table, it is clear that customers are getting convenient hours of services
from MGB mobiles. It is clear that service delivery process is working clearly.
4.7. Ease of getting appointment
Page 42
Does getting an appointment is really easy or tough task we need to conform by

analyzing following tabulated data.
Table: 4.7
Poor 6 5
Fair 12 10
N/A 4 3.3
Good 40 33.3
Excellent 59 49.1
TOTAL 120 100
GRAPH: 4.7
Interpretation:
From the above graph, it is clear that customers are not struggling for getting
appointment. As anantapur is not a metro city, getting appointment is easy.
4.8. Acknowledging the arrivals
Page 43
To know whether the management of MGB mobiles are really acknowledging

customer arrival we need to analyze following information.
Table: 4.8
Poor 9 7.5
Fair 30 2.5
N/A 36 30
Good 29 24.1
Excellent 16 13.3
TOTAL 120 100
GRAPH: 4.8
Interpretation:
From observing above table it is clear that customers are not able to answer and it shows
that are not getting problem as whether they are arriving to service center or not.
4.9. Promptness in handling repair work
Page 44
To know whether customers are satisfied with handling work of customers, we

need to analyze following tabulated information.
Table: 4. 9
Poor 7 5.8
Fair 10 8.3
N/A 8 6.6
Good 44 36.6
Excellent 51 42.5
TOTAL 120 100
GRAPH: 4.9
Interpretation:
From the above graph, customers are satisfying good with performance of employees
while handling work. Repairs are must needed for customers while their visit for service.
4.10. Arranging replacement
Page 45
To know whether MGB mobiles are providing replacements offer to customer. We

need to analyze following data.
Table: 4.10
Poor 8 6.6
Fair 14 11.6
N/A 7 5.8
Good 70 58.3
Excellent 21 17.5
TOTAL 120 100
GRAPH: 4.10
Interpretation:
According to customers opinion, MGB mobiles are trying to replace any part of vehicle
if they required. 70 members of respondents are feeling satisfied with replacement offer
provided at MBG mobiles.
4.11. Performance of repairs
Page 46
To know about performance of repairs at MGB mobiles to customer, we need to

analyze following data.
Table: 4.11
Poor 4 3.3
Fair 10 8.3
N/A 4 3.3
Good 70 58.3
Excellent 32 26.6
TOTAL 120 100
GRAPH: 4.11
Interpretation:
From the above calculations it is clear that employees are perfectly performing their role
during repairing the motors. Nearly 70 members of respondents are satisfied with work
performed by MGB mobiles.
4.12. Clean, comfortable waiting area
Page 47
To know whether customers visiting MGB mobiles are finding Clean,

comfortable waiting area, we need to analyze following data.
Table: 4.12
Poor 9 7.5
Fair 21 17.5
N/A 9 7.5
Good 50 41.6
Excellent 31 25.8
TOTAL 120 100
GRAPH: 4.12
Interpretation:
From above calculations, it is clear that most of the customers are feeling good about
working area at MGB. It resembles the attitude of management towards cleanness.
4.13. On time delivery
Page 48
To conform whether customers are satisfied with on time delivery process at

MGB mobiles, we need to analyze following data.
Table: 4.13
Poor 12 10
Fair 33 27.5
N/A 7 5.8
Good 45 37.5
Excellent 23 19.1
TOTAL 120 100
GRAPH: 4.13
Interpretation:
From the above table, time management regarding to delivery of specifics vehicle is not
up to mark. For a company it is not always easy to give on time delivery.
4.14. Explanation of the work to be performed before hand
Page 49
To know whether customers are explained the work to be performed before hand,
we need to analyze following tabulated data.
Table: 4.14
Poor 6 5
Fair 14 11.6
N/A 5 4.1
Good 58 48.3
Excellent 37 30.8
TOTAL 120 100
GRAPH: 4.14
Interpretation:
From the above table it is clear that most of the respondents are feeling good, that they
are really explained the work to be performed before hand.
4.15. Explanation of the work performed and the break down of the charges
Page 50
To conform whether customers are explained about the work performed and the
break down of the charges, we need to analyze following tabulated data.
Table: 4.15
Poor 8 6.6
Fair 13 10.8
N/A 6 5
Good 48 40
Excellent 45 37.5
TOTAL 120 100
Graph: 4.15
Interpretation:
From the above table and according to customers perception, customers are experienced
that they were explained about the work performed and the break down of the charges. It
is very necessary to customers.
4.16. Informed when your car was ready
Page 51
To know whether customers are informed about completion of work, we need to

analyze following data.
Table: 4.16
Poor 10 8.3
Fair 10 8.3
N/A 7 5.8
Good 70 58.3
Excellent 23 19.1
TOTAL 120 100
Graph: 4.16
Interpretation:
From the above table, most of the customers are informed when they vehicle was ready.
It shows the professionalism of MGB management.
4.17. Paper work
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To know whether the paperwork was completed and waiting for customers
arrival, we need to analyze following tabulated data.
Table: 4.17
Poor 9 7.5
Fair 20 16.6
N/A 35 29
Good 41 34
Excellent 15 12.5
TOTAL 120 100
GRAPH: 4.17
Interpretation:
From the above table, customers are not considering paperwork as important factor,
rather than it they are concentrating on completion of work. So nearly 35 respondents are
reply as the N/A.
4.18. Servicing up to the satisfaction
Page 53
To know whether MGB mobiles is really contacted you to ensure that the work
performed was up to your satisfaction or not, we need to analyze following data.
Table: 4.18
Poor 6 5
Fair 18 15
N/A 5 4.1
Good 51 42.5
Excellent 40 33.3
TOTAL 120 100
GRAPH: 4.18
Interpretation:
From the above calculations it is clear that customers are mostly satisfied with the work
performed by employees of MGB mobiles. Ultimate need of customer is to fulfill their
needs.
Page 54
Demographic segmentation:
Gender:
Gender No of respondents
MALE 115
FEMALE 5
Age groups:
Age groups No of respondents
<18 0
18- 24 0
25-34 42
35-44 47
45-54 24
>55 7
Employment status:
Employment status No of respondents
Full time employee 45
Self employee 68
Retired 8
Income levels:
Income levels No of respondents

Page 55
<1 lakhs 59
1-2 lakhs 31
2-3 lakhs 24
>3 lakhs 6
Weighted average method:
Services Average scale rating Weighting

Page 56
Quality of work performed 3.91 20
Having convenient hours for service 3.88 15
Ease of obtaining an appointment 4.14 20
Promptness in handling repair work 4.01 10
Performance of repairs 3.63 15
You were explained the work to be 3.88 20

performed before hand
Avoiding inconveniencing you 3.74
Making you feel comfortable 3.85
Willingness to go out of their way to satisfy

3.61
you
Friendliness and helpfulness of cashiers 3.45
Quickly acknowledging your arrival 3.10
Arranging replacements 3.65
Clean, comfortable waiting area 3.60
On time delivery 3.25
You were explained the work performed

3.92
and the break down of the charges.
You were informed when your car was 3.71

ready.
The paperwork was completed and waiting 3.27
for you when you arrived
They contacted you to ensure the work was 3.84
performed to your satisfaction
TOTAL AVERAGE RATING 4.34
INTERPRETATION:
Page 57
It is consider the satisfaction is taken in overall estimation, the result shows that
satisfaction rating is obtained as 4.34. This explains that satisfaction intensity is just
above good. This is a good indicator of overall satisfaction level.
FINDINGS
Page 58
Qualities of work performed by employees are satisfied by customers. Ultimate

expectations of customers to get quality work.
Most of the customers are feeling that employees are avoided inconveniencing
customers during providing services to customers.
Most of the customers are feeling comfortable while getting services at MGB
mobiles.
Employees are willing to go out of their way to satisfy customers. Its shows that
customers are satisfying with services provided at MGB mobiles.
Cashiers at MGB mobiles are acting friendly and helpful towards customers
during their visit.
Customers are getting convenient hours of service from employees of MGB
mobiles. But still they need to contribute more to customers.
Customers are not struggling with getting appointment from MGB mobiles, as
anantapur is common urban town.
Management of MGB mobiles are quickly acknowledging customer arrival. It
shows professionalism of MGB employees.
Customers are feeling satisfaction with handling of repair work by employees.
MGB mobiles are providing replacement opportunity to customers, as it under
guarantee scheme.
Customers are satisfied with performance of repairs by employees. It is necessary
to fulfill the service delivery process.
Customers are not feeling inconvenience with waiting area, as they are clean and
comfortable.
Customers are mostly getting on time delivery of respected vehicle. It major end
step of service delivery process.
Most of the customers are explained their work to be performed before hand.
Customers are informed before their car was ready. It shows the service
management of MGB mobiles.
SUGGESTIONS
Page 59
As services are variable and perishable, company needs to focus standard services
to customers.
Due to threat of new players and existing competitors, company need to more
aggressive in terms of value added services.
Automobile industry having some defaults like happenings of accidents , to avoid

it company needed to take care of customers by giving standard precautions.
Company should focus on gaining better quality employees as customers are

mainly brand loyal.
Use standard intermediaries to make service delivery process as effective.
CONCLUSION
Page 60
Most of the customers are satisfied with the services provided by the
employees of MGB mobiles. Employees role is major factor that influence the
service delivery process. While providing services to customers of MGB mobiles, the
employees are showing good attitude which is much needed for both market and
customers.
QUESTIONNAIRE
Page 61
On your most recent service visit, how would you rate the service department on the
following areas?
Poor Fair N/A Good Excellent

Quality of work performed
Avoiding inconveniencing you
Making you feel comfortable
Willingness to go out of their way to
satisfy you
Friendliness and helpfulness of cashiers
Having convenient hours for service
Ease of obtaining an appointment
Quickly acknowledging your arrival
Promptness in handling repair work
Arranging replacement
Performance of repairs
Clean, comfortable waiting area
On time delivery
Did the following things occur on your most recent service visit and rate them?
Poor Fair N/A Good Excellent

You were explained the work to be
performed before hand.
You were explained the work performed
and the break down of the charges.
You were informed when your car was
ready.
The paperwork was completed and
waiting for you when you arrived
They contacted you to ensure the work
was performed to your satisfaction
Page 62
Bibliography
www.questionpro.com
www.m&m.com
www.saim.com
www.ibfr.com
Research material by Christopher lovelock and Kothari
Journals by Indian journals of marketing
Icfai journals
Page 63

Service Delivery Process

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Service Delivery Process

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SERVICE DELIVERY PROCESS

Services Dominate the Economy in Most Nations

Service Sector in India

Service Sector Contribution to Indian Economy

SERVICE DELIVERY PROCESS

Physical versus Electronic Delivery

Delegating Specific Service Elements

1.2 INDUSTRY PROFILE

LIMITATIONS THAT OCCURRED IN INDUSTRY

PARAMETERS DETERMINING EMISSION FROM VEHICLES

INSPECTION & MAINTENANCE (I&M) OF IN-USE VEHICLES

ROAD & TRAFFIC MANAGEMENT

RECENT UPDATED ISSUES OCCURRED IN AUTOMOBILE

India's April car sales rise 39.5%, best in a decade

Auto Industry Continues on High Growth Path Date 09/06/2010

The overall domestic sale of Commercial Vehicles segment registered growth at

Two Wheelers registered a growth rate of 25.43 percent in April-May 2010.

Domestic car sales up by 32 per cent: SIAM

According to the figures released by the Society of Indian Automobile

Auto industry records highest ever sales this financial year

AUTOMOBILE INDUSTRY IN INDIA

manufacturing facilities of several automobile companies like Hyundai Motors, Nissan,

Indian automobile companies

India's April car sales rise 39.5%, best in a decade

Turnover of Automobile Industry 2002-03 to 2006-07

Automobile Production Trends

Grand Total 7,243,564 8,467,853 9,743,503 11,087,997 10,853,930 11,172,275 14,049,830

Automobile Exports Trends

Two Wheelers 265,052 366,407 513,169 619,644 819,713 1,004,174 1,140,184

Grand Total 479,919 629,544 806,222 1,011,529 1,238,333 1,530,594 1,804,619

Top 20 motor vehicle producing countries in 2009

1.3 COMPANY PROFILE

Mahindra & Mahindra Limited

Mahindra & Mahindra Limited

Headquarters Mumbai, Maharashtra, India

Keshub Mahindra (Chairman), Anand Mahindra

Revenue US$ 10 billion (2009 H1).

Parent Mahindra Group

Mahindra & Mahindra Limited

Initially set up to manufacture general-purpose utility vehicles, Mahindra &

Bombay Chamber Good Corporate Citizen Award for 2006-07

Mahindra scorpio second genaratation Mahindra Pick Up (old version)

Mahindra AXE MAHINDRA jeep CJ

MAHINDRA scorpio pick up Mahindra scorpio first genaratation

1. Mr. Keshub Mahindra

Deepak Shantilal Parekh Director

6. Bharat Narotam Doshi Executive Director & Group Chief

7. Arun Kumar Nanda Executive Director

8. Narayanan Vaghul Director

9. Dr. Ashok Sekhar Ganguly Director

10. R. K. Kulkarni Director

11. Anupam Pradip Puri Director

12. Arun Kanti Dasgupta Nominee of LIC

automotive, farm equipment, financial services, trade and logistics, automotive

Reaching out to the world a global timeline

Outside India marking its presence internationally

M&M ties up with Mitsubishi for farm equipment

Manufacturer Mahindra & Mahindra

Assembly Nashik, Maharashtra, India

Body style(s) 4-door MUV

Engine(s) 2.5 L Turbo

Transmission(s) 5-speed manual

Wheelbase 2,760 mm (109 in)