Professional Documents
Culture Documents
The automobile industry of India is one of the most booming and dynamic
industries. Every home in India possesses two wheeler or four wheeler. There is no
segment of the society that not been touched by the auto mobile revolution.
Today India was the second manufacture of the two wheeler in the world. It
stands next only to china in terms of the two wheelers reduced and sold. In India two
wheelers industry have been growing steadily over the years. It had grown by ten
percent during the 2002-2003. The host of factors is at play driving the industry sales
up. Some of them are changing customer performance, new product launches, shorter
replacement cycle, customer finance scheme for instance, 35 to 45% two wheelers
sales are probably financed through such scheme.
Until 1980, geared scooters dominated the two wheeler market in India so
much so that their sales equated the combined states of motor cycles and mopeds.
However, things started changing in 80s.to day the customer preference has shifted
from scooters to motor cycles. In the motor cycles segment TVS is the third largest
two wheelers manufacturer in India and it is the one of the premier automobile
company in India. It has been facing several competitions from Hero Honda, escorts
and LML and in particular BAJAJ auto limited. In short the company the competition
among the motor cycles has become in terms of attributes like durability, comfort
ability, fuel efficiency, low maintenance and particularly good after sales service.
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In order to stay of the entire competition, it is of prime importance that customer
satisfaction is given the most importance. Companies needs to get inside the head of
their customer they need to produce what the latter wants and expects. Thus customer
surveys are changing segment.
To satisfy the customer now a day’s every organization are taking so many
measures retain their customer and to satisfy their customer. Those measures are
providing better quality products at a reasonable price levels, delivery of products in
time, guidelines to how to use that produces before purchases, after sales service etc.
This study have been conducted keeping in mind that the retaining of the
customers of the automobile industry can be possible through providing he better after
sales service to their customers vehicles. TVS people were identified the importance
of the sales service satisfy their customers. So they are providing best service to the
customers.
This was an attempt to identify the satisfaction of the customers with Kusalava ‘TVS’
after sales service.
Scope
This study focus on various aspects relating to identify the levels of the
customers satisfaction towards Kusalava TVS two wheelers for this number of
criteria’s like product quality, price, after sales service competitor strategy and
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analysis etc. have been 104 customers have been interviewed on the above grounds
and various statistical tools have been used for analyzing the data.
The main objective of this study is to identify the customer satisfaction regarding
kusalava motors, Vijayawada, the secondary objectives of the study are;
RESEARCH METHODOLOGY
The basic principles involved in marketing research have been adopted in the
overall methodology. The following methodology has been used for meeting the
requirements.
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Data collection
The analysis of the project was done based on the available information. The
data has been collected in the following ways.
1. Primary data
2. Secondary data
Primary data
Primary data is one which is collected by the investigator for the purpose of
specific inquiry or study. Such data is original in character and is generated by surveys
conducted by individuals or research institutions.
1. Interview Method
It establishes face to face communication. It shows systematic. It is an oral and
verbal communication. This method is adopted when personal opinion or view
point are too gathered as a part of data.
2. Observation Method
In this method the data is collected though observation. In this method the
observer applies his sense organs to note down whatever that he could observe in
the field and related these data to explain some phenomenon.
3. Questionnaire Method
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Secondary data
When an investigator uses the data which has already been collected by others,
such data is called secondary data. The secondary data can obtained from journals,
reports, government publications, publication of professional and research
organizations and so on.
Internal sources
External sources
Internal sources
The data which is gathered from inside the organization is known as internal
sources. They are different sources there. They are company records, manual and
reports.
External Sources
The data which is gathered from outside of the organization is called external
sources. They are articles from journals, magazines, reference of books in the college
library and related websites.
Sample size
The sample size of the present study is 104 respondents of customers. They are
take on the basis of random sampling, and collected the primary data from the
respondents using the questionnaire.
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INDUSTRY PROFILE
The Automotive industry in India is one of the largest in the world and one
of the fastest growing globally. India manufactures over 17.5 million vehicles
(including 2 wheeled and 4 wheeled) and exports about 2.33 million every year. It is
the world's second largest manufacturer of motorcycles, with annual sales exceeding
8.5 million in 2009. India's passenger car and commercial vehicle manufacturing
industry is the seventh largest in the world, with an annual production of more than
3.7 million units in 2010. According to recent reports, India is set to overtake Brazil to
become the sixth largest passenger vehicle producer in the world, growing 16-18 per
cent to sell around three million units in the course of 2011-12. In 2009, India
emerged as Asia's fourth largest exporter of passenger cars, behind Japan, South
Korea, and Thailand.
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lapses in the system had invited fresh policy options that came into being in late
sixties. Amongst these policies, Monopolies and Restrictive Trade Practices (MRTP)
and Foreign Exchange Regulation Act (FERA) were aimed at regulating monopoly
and foreign investment respectively. This controlling mechanism over the industry
resulted in: (a) several firms operating below minimum scale of efficiency; (b) under-
utilization of capacity; and (c) usage of outdated technology. Recognition of the
damaging effects of licensing and fettering policies led to initiation of reforms, which
ultimately took a more prominent shape with the introduction of the New Economic
Policy (NEP) in 1985.
However, the major set of reforms was launched in the year 1991 in response
to the major macroeconomic crisis faced by the economy. The industrial policies
shifted from a regime of regulation and tight control to a more liberalized and
competitive era. Two major results of policy changes during these years in two-
wheeler industry were that the, weaker players died out giving way to the new entrants
and superior products and a sizeable increase in number of brands entered the market
that compelled the firms to compete on the basis of product attributes. Finally, the
two-¬wheeler industry in the country has been able to witness a proliferation of
brands with introduction of new technology as well as increase in number of players.
However, with various policy measures undertaken in order to increase the
competition, though the degree of concentration has been lessened over time,
deregulation of the industry has not really resulted in higher level of competition.
A Growth Perspective
The composition of the two-wheeler industry has witnessed sea changes in the
post-reform period. In 1991, the share of scooters was about 50 per cent of the total 2-
wheeler demand in the Indian market. Motorcycle and moped had been experiencing
almost equal level of shares in the total number of two-wheelers. In 2003-04, the share
of motorcycles increased to 78 per cent of the total two-wheelers while the shares of
scooters and mopeds declined to the level of 16 and 6 per cent respectively. A clear
picture of the motorcycle segment's gaining importance during this period is exhibited
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by the Figures 1, 2 and 3 depicting total sales, share and annual growth during the
period 1993-94 through 2003-04.
Demand Drivers
The demand for two-wheelers has been influenced by a number of factors over the
past five years. The key demand drivers for the growth of the two-wheeler industry
are as follows:
While the demand drivers listed here operate at the broad level, segmental demand
is influenced by segment-specific factors.
TVS Motor is the third largest two-wheeler manufacturer in India and ranks
among the top ten globally. It is the first company in the world to be honoured with
The Deming Prize for Total Quality Management. The company was the first in India
to launch 2-seater 50cc moped and 100cc Indo-Japanese motorcycles. At present TVS
Apache, TVS Victor, TVS Scooty, TVS Centra and TVS Fiero are the popular bikes
in Indian market.
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TVS Motor Company registers 16% growth in July '11 sales
1. TVS Champ
2. TVS XL Super
3. TVS XL Hd
All these products are so popular in the rural area especially in south and they hold
80% of the market in this segment.
Further Details
Engine
The bike sports the same 109.7cc engine from Jive which produces maximum
power output of 8.4bhp with a handsome torque output of 8.3 Nm
Detachable Rear Seat
The rear seat here serves two purposes. One, it carries the regular pillion; two, it is
detachable to perform the task of a carrier or a hook to a host of things like
vegetables/fruits, milk cans and other raw materials etc
Shock
Max 4R comes with regular Telescopic suspension at the front. However, as
against the dual shockers on our regular bikes, this bike becomes the first Indian
motorcycle to sport four shock absorbers at the rear two on either side. This type of
a configuration is kept to enhance as much of load carrying capability as it can.
Surprisingly, TVS claims this bike to a payload capability of 200 heavy kilograms!
Better Brakes
MAX 4R comes with a bigger brake setup of 130mm to boost the braking
capabilities of the bike.
Durability
This bike also comes equipped with specially reinforced spokes, wheel &
indicator guards, and lesser fiber parts to augment durability as much as possible.
Stability
It also has been endowed with a longer wheelbase and wider 3.0 inch rear tire
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to ensure better grip on the muddy Indian roads in the rural parts of the country.
Max 4R also comes with an ‘Easy Center’ stand to facilitate easy operation of the
stand even if the motorcycle is loaded with heavy stuff.
Price
The bike has been priced at an ex showroom price of Rs 37,590 in Indore, MP
which would translate into an on road price of roughly in the range of Rs 40-
41,000 which makes it one very VFM (Value For Money) quotient.
TVS brand has become quite popular during the last couple of years and obviously
the company wanted to leverage on the popularity ride. Almost 75% of the company’s
bike sales come from the star brand. Yet another star that’s born recently is the TVS
Star Sports that comes in 2 versions. The base version Sport comes in two colors;
Carbon black and jet red, and alloy wheels. The deluxe version comes with fuel gauge
and double-toned sporty chrome graphics in about 3 colors; black, blue and silver
If you want me to review the performance of TVS Star, let me tell you that the
Sport bike comes with 99.7cc engine and it gives a peak power of 7.5bhp. Similar to
its older brother Star City the Sport comes with one down-tubed chassis and a four-
speed gearbox. The suspension has the same looks as that of the Star City, but the rear
one comes with 5 steps adjustable stroke that is just a little longer than the Start City.
Sport comes with alloy wheels and what makes it different from City is that a new
face-lifted silencer (a matte silencer and a chrome heat shield with dual pod cluster).
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COMPANY PROFILE
The Kusalava Motors was established by the Ch.Kusalava Rao in the year 1981
company is involved in the activity of trading 2 Wheelers and 4 Wheelers, it is the
official dealer for TVS Motor Bikes (Earlier known as TVS SUZUKI) and Hyundai
Cars in the cities of Vijayawada, Guntur, Ongole, Bhimavaram and Gudivada.
Kusalava TVS is the monopoly dealer in the Krishna district it has 4 sub branches in
the Vijayawada(Labbi pet, Currency Nagar, Bhavani Puram, Knur) and it also has
many associated dealers throughout Krishna district.
Kusalava Hyundai is the dealers for Hyundai motors India ltd.it has dealer ship
in the (Krishna district, Guntur district, West Godavari district, Prakasam district)
QUALITY
Six Sigma
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abilities in people and practices. Productivity, in JIPM-TPM means increasing
production and reducing cost simultaneously.
TPM is based on zero-loss concept viz., zero break downs, zero accidents, zero
defects etc., primarily to achieve high reliability/flexibility of equipment and reduce
costs through minimizing wastage of man hours, raw material, power, tools etc.
Kusalava had kicked off the TPM initiative across the organization on July 3rd
2006. The eight pillar activities via Daily autonomous maintenance by operators,
Planned maintenance, Quality maintenance, Education and training, Health, Safety
and environment, Individual improvement, Development management and Office
TPM are being implemented across the company. It had already started achieving
excellent results in Productivity, Quality, Cost, Delivery, and Safety & Morale.
Objectives
Service offered
Other then the promotional activities Kusalava motors is under the quality service
connection.
In addition to the above service, Kusalava motors offer the following additional
service.
It arranges finance through Kusalava Motors and though other finances’ like.
HDFC
ALF
SRIRAM FINANCE
FULTRON INDIA
Customer Satisfaction
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Thus, consumers form judgments about the value of marketing offers and make
their buying decisions based upon these judgments. Customer satisfaction with a
purchase depends on the product’s performance relative to a buyer’s expectations. A
customer might experience various degrees of satisfaction. If the product’s
performance falls short of expectations, the customer is dissatisfied. If performance
matches expectations, the customer is satisfied. If performance exceeds expectations,
the customer is highly satisfied or delighted.
But how do the buyer’s form their expectations? Expectations are based on the
customer’s past buying experiences, the opinions of friends and associates, and
marketer and competitor information and promises. Marketers must be careful to set
the right level of expectations. If they set expectations too low, they may satisfy those
who buy but fail to attract enough buyers. In contrast, if they raise expectations too
high, buyers are likely to be disappointed.
For example, Holiday Inn ran a campaign a few years ago called “No
Surprises”, which promised consistently trouble-free accommodations and service.
However, Holiday Inn guests still encountered a host of problems, and the
expectations created by the campaign only made customers more dissatisfied. Holiday
Inn had to withdraw the campaign.
Still, some of today’s most successful companies are raising expectations and
delivering performance to match. That companies embrace total customers are
satisfaction. For example, Honda claims “One reason our customers are so satisfied is
that we aren’t”. And Cigna vows “We’ll never be 100 percent satisfied until you are,
too”. These companies aim high because they know that customers who are only
satisfied will still find it easy to switch suppliers when a better offer comes along. For
example, a study by AT&T showed that 70 percent of customers who say they are
satisfied with a product or service would still be willing to switch to a competitor. In
contrast, customers who are highly satisfied are much less ready to switch. One study
showed that 75 percent of Toyota buyers were highly satisfied and about 75 percent
said they intended to buy a Toyota again. Thus, customer delight creates an emotional
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affinity for a product or service, not just a rational preference, and this creates high
customer loyalty.
For example, a company might be pleased to find that 80 percent of its customers say
they are satisfied with its products. However, if a competitor is attaining 90 percent
customer satisfaction and aiming for 100 percent, the company may find that it is
losing customers to the competitor. Thus, companies must monitor both their own and
competitors customer satisfaction performance. Marketing describes the ways in
which companies can track customer satisfaction.
Value Chain
Michael Porter proposed the value chain as the major tool for identifying
ways to create more customer value. Every firm consists of a collection of activities
performed to design, produce, and market, deliver, and support the firm’s products.
The value chain
breaks the firm into nine value-creating activities in an effort to understand the
behavior of costs in the specific business and the potential sources of competitive
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differentiation. The nine value- creating activities include five primary activities and
four support activities.
The primary activities involve the sequence of bringing materials into the
business (inbound logistics), operating on them (operations), sending them out (out
bound logistics), marketing them (marketing and sales), and servicing them (services).
The support activities occur within each of these primary activities.
For example, procurement involves obtaining the various inputs for each
primary activity- only a fraction of procurement is done by the purchasing department.
Technology development and human resource management also occur in all
departments. The firm’s infrastructure covers the overhead of general management,
planning, finance, accounting, and legal and government affairs borne by all the
primary and support activities.
Under the value-chain concept, the firm should examine its costs and
performance in each value creating activity to look for improvements. It also should
estimate its competitor’s costs and performances as benchmarks. To the extent that
firm can perform certain activities better than its competitors, it can achieve a
competitive advantage.
For example, a credit department might attempt to reduce bad debts by rising
credit standards; meanwhile, sales people get frustrated and customers must buy
elsewhere. A distribution department might decide to save money by shipping goods
by rail; meanwhile, the customer waits. In each case, individual departments have
erected walls that impede the delivery of quality customer service.
To overcome this problem, companies should place more emphasis on the smooth
management of core business processes, most of which involve inputs and cooperation
from many functional departments. Among other things, these core business processes
include the following
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Inventory management process All the activities involved in developing and
managing the right inventory levels of raw materials, semi finished materials,
and finished goods so that adequate supplies are available while avoiding the
costs of high overstocks.
Order-to-payment process All the activities involved in receiving orders,
approving them, shipping the goods on time, and collecting payment.
Customer service process All the activities involved in receiving to reach the
right parties within the company to obtain service, answers, and resolutions of
problems.
Similarly, Honda has designed a program for working closely with its suppliers
to help them reduce their costs and improve quality. For example, when Honda chose
Donnelly Corporation to supply all of the mirrors for its U.S. – made cars, it sent
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engineers swarming over Donnelly’s plants, looking for ways to improve its products
and operations. This helped Donnelly reduce its costs by 2 percent in the first year. As
a result of its improved performance, Donnelly’s sales to Honda have grown from
$5million annually to more than $60million in less than 10 years. In turn, Honda has
gained an efficient, low-cost supplier of quality components. And as a result of
Honda’s partnerships with Donnelly and other suppliers, Honda customers benefit
from lower cost, higher quality cars.
An excellent value delivery system connects jeans maker Levi Strauss with its
suppliers and distributors. One of Levi’s major retailers is Sears. Every night, through
electronic data interchange (EDI), Levi’s learns the sizes and styles of its blue jeans
that sold through Sears and other major outlets. Levi’s then electronically orders more
fabric from Milliken Company, its fabric supplier. In turn, Milliken relays an order for
more fibbers to Du Pont, the fibber supplier. In this way, the partners in the supply
chain use the most current sales information to manufacture what is selling, rather
than to manufacture based on potentially inaccurate sales forecasts.
Retaining Customers
Beyond building stronger relations with the partners in the supply chain,
companies today must work to develop stronger bonds and loyalty ultimate customers.
In the past, many companies took their customers for granted. Customers often did not
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have many alternative suppliers, or the other suppliers were just as poor in quality and
service, or the market was growing so fast that the company did not worry about fully
satisfying its customers.
A company could lose 100 customers a week but gain another 100 customers
and consider it sales to be satisfactory. Such a company, operating on a “leaky bucket”
theory of business, believes that there will always be enough customers to replace the
defecting ones. However, this high customer churn involves higher costs than if a
company retained all 100 customers and acquired no new once.
Companies can estimate how much profit they lose when customers defect
unnecessarily. For an individual customer, this is the same as the customer’s lifetime
value. For a group of lost customers, a major transportation firm estimated the profit
loss as follows: The Company had 64,000 accounts. It lost 5 percent of its accounts
(3,200 accounts) this year as a result of poor service. The average lost account
represented $40,000 in lost revenue. Therefore, the company lost 3,200 X $40,000 =
$128,000,000 in revenue. Given its 10 percent profit margin, the company lost
$12,800,000 unnecessarily in a single year.
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Relationship marketing involves creating, maintaining, and enhancing strong
relationship with customers and other stake holders. Increasingly, marketing is
moving awayfrom a focus on individual transactions and toward a focus on building
value-laden relationships and value delivery networks. Relationship marketing is
oriented more toward the long term. The goal is to deliver long term value to
customers, and the measure of success is long term customer satisfaction. Relationship
marketing requires that all of the company’s departments work together with
marketing as a team to serve the customer. It involves building relationships at many
levels-resulting in high customer loyalty.
Basic The company salesperson sells the product but does not follow up in
anyway.
Reactive The salesperson sells the product and encourages the customer to cal
whenever he or she has any questions or problems.
Accountable The salesperson phones the customer a short time after the sale to
check whether the product is meeting the customer’s expectations. The sales
person also solicits from the customer any product improvement suggestions
and any specific disappointments. This information helps the company to
continuously improve its offering.
Proactive The sales person are others in the company phone the customer from
time to time with suggestions about improved product use are helpful new
products.
That a company’s relationship marketing strategy will depend on how many
customers it has and their profitability. For example, companies with many low
margin customers will practice basic marketing. Thus H. J. Heinz will not phone all of
its ketchup buyers to express its appreciation for their business. At best, Heinz will be
reactive by setting up a customer information service. At the other extreme, in markets
with few customers and high margins, most sellers will move toward partnership
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marketing. Boeing, for example, will work closely with united airlines in designing its
airplanes and insuring that Boeing airplanes fully satisfy United’s requirements. In
between these two extreme situations, other levels of relationship marketing are
appropriate.
What specific marketing tools can a company use to develop stronger customer
bonding and satisfaction? It can adopt any of three customer value building
approaches: financial, social, or structural.
Financial Benefits
The first value building approach relies primarily on adding financial benefits
to the customer relationship. For example, airlines offer frequent-flyer programs,
hotels give room upgrades to their frequent guests, and supermarkets give patronage
refunds.
Procter and Gamble recently offered a unique money-back guarantee on its
Crest toothpaste in an effort to build a long term bond with customers. P&G advertises
a toll-free number customer can call to join the Crest money-back guarantee program.
It then supplies dental patients with evaluation forms that they take to their local
dentists. Dentists check for cavities and tartars build up.
After using crest for six months, buyers returns to the dentist for another check
up. Those who haven’t improved can receive a refund on the money they spent on
crest. Beyond assuring customers that crest delivers value, this promotion helps P&G
build a customer data base containing the dental his-Tories of families that sign up.
Using this data base, P&G can expand its relationships with customers by offering
additional related products and services to them.
Social Benefits
Although such programs and other financial incentives build customer preference,
they can be easily imitated by competitors and thus may fail to differentiate the
company’s offer permanently. The second approach is to add social benefits as well as
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financial benefits. Here company personnel work to increase their social bonds with
customers by learning individual customers’ needs and wants and then individualizing
and personalizing their products and services.
For example, Ritz-Carlton employees treat customers as individuals,
not as nameless, faceless members of mass market. Whenever possible, they refer to
guests by name and give each guest a warm welcome every day. They record specific
guest preferences into the company’s customer database, accessible by all hotels in the
world wide Ritz chain. A guest who requests a foam pillow at the Ritz in the Montreal
will be delighted to find one waiting in the room when he or she checks into the
Atlanta Ritz months later.
To build better relationships with its customers, during the summer of
1944 Saturn invited all of its almost 700,000 owners to a ‘Saturn Homecoming’ at its
manufacturing facility in Spring Hill, Tennessee. The two-day affair included family
events, plant tours, and physical challenge activities designed to build trust and a team
spirit. Says Saturn’s manager of corporate communications, “the Homecoming party
is another way of building relationships, and it shows that we treat our customers
differently than any other car company”.
Structural Ties
The third approach to building strong customer relationships is to add
structural ties as well as financial and social benefits. For example, a business
marketer might supply customers with special equipment or computer linkages that
help them manage their orders, pay roll, or inventory.
McKesson Corporation, a leading pharmaceutical wholesaler, as
invested millions of dollars in its electronic data inter change (EDI) system to help
small pharmacies manage their inventory, their order entry, and their shelf space. As
another example, Federal Express uses its power ship program, which it offers to more
than 20,000 customer companies, to keep its best customers from defecting to
competitors like UPS. It provides power ship customers with free computers linked to
Federal Express headquarters. Customer firms can use the machines to check the
status of their own Federal Express packages or those that they ship for their
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customers. To further enhance its relationships with important customers, Federal
Express polls, 1,000 of its power ship customers each month seeking ways to improve
service to them.
Relationship marketing means that organizations must focus on
managing their customers as well as their products. At that same time, although many
companies are moving strongly toward relationship marketing, companies don’t want
relationships with every customer. In fact, there are and undesirable customers for
every company.
2. Although sales or market share can indicate how well a firm is performing
currently, satisfaction is an indicator of how likely it is that the firm’s
customers will make further purchases in the future. Much research has focused
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on the relationship between customer satisfaction and retention. Studies
indicate that the ramifications of satisfaction are most strongly realized at the
extremes. On a five-point scale, individuals who rate their satisfaction level as
“5” are likely to become return customers and might even evangelize for the
firm. (A second important metric related to satisfaction is willingness to
recommend. This metric is defined as "The percentage of surveyed customers
who indicate that they would recommend a brand to friends." When a customer
is satisfied with a product, he or she might recommend it to friends, relatives
and colleagues. This can be a powerful marketing advantage.) Individuals who
rate their satisfaction level as “1,” by contrast, are unlikely to return. Further,
they can hurt the firm by making negative comments about it to prospective
customers. Willingness to recommend is a key metric relating to customer
satisfaction.
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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.
According to studies by Wirtz & Lee (2003), they identified a six-item 7-point
semantic differential scale (e.g., Oliver and Swan 1983), which is a six-item 7-point
bipolar scale, that consistently performed best across both hedonic and utilitarian
services. It loaded most highly on satisfaction, had the highest item reliability, and had
by far the lowest error variance across both studies. In the study, the six items asked
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respondents’ evaluation of their most recent experience with ATM services and ice
cream restaurant, along seven points within these six items: “please me to displeased
me”, “contented with to disgusted with”, “very satisfied with two very dissatisfied
with”, “did a good job for me to did a poor job for me”, “wise choice to poor choice”
and “happy with to unhappy with”.
The third best scale was single-item percentage measure, a one-item 7-point
bipolar scale (e.g., Westbrook 1980). Again, the respondents were asked to evaluate
their experience on both ATM services and ice cream restaurants, along seven points
within “delighted to terrible”.
These results suggest that more careful pretesting would be prudent should
these measures be used. Finally, all measures captured both affective and cognitive
aspects of satisfaction, independent of their scale anchors. Affective measures capture
a consumer’s attitude (liking/disliking) towards a product, which can result from any
product information or experience.
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Benefits of Customer Satisfaction
Customer Profitability, Customer Satisfaction, Service Provider, Vendor Add.
Customer satisfaction is valued highly in almost every commercial organization.
Especially large firms spend an enormous amount of money on customer satisfaction
programs. Therefore, an important question is: What are the benefits of customer
satisfaction for the supplying company?
Therefore, vendors and service providers should not rely on such effect, also
because the stand-alone value of customer loyalty is not very clear as I will outline
in one of my future posts.
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What influences customer satisfaction?
Product quality
Well, one important driver in both consumer and business settings is
product or service quality. In addition, for business customers the following
attributes related to vendor performance have an impact on customer satisfaction:
Product line
This relates to the breadth of the product line portfolio and the ability to
deliver a comprehensive solution.
Responsiveness
This means the time between an addressed inquiry or issue and the response by the
sales representative, the time to resolve issues, and the ability to provide quote
responses in time
Delivery
This relates to the vendor’s ability to deliver the solution in the agreed time
and quality. It also includes the degree of matching committed and delivered
functionality and features as well as the ability to provide flexible delivery options.
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Revenue and Margin
For cloud product vendors additionally important, but not crucial,
criteria for customer satisfaction are the revenue and margin that your products
generate for the customer (who in this case acts more as a channel partner).
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Since you want exploit higher willingness to pay also for higher prices, you
need to create customer satisfaction already in the pre-sales phase as well. For that it
is very important to both enable the customer to trial your product or service before
the actual purchase and to have an excellent product presentation highlighting all the
benefits without setting false expectations.
My experience has shown that a client finds it easier to relate to and work with
someone they’ve actually met in person, rather than a voice on the phone or
someone typing into an email or messenger program. When you do meet them, be
calm, confident and above all, take time to ask them what they need. I believe that
if a potential client spends over half the meeting doing the talking, you’re well on
your way to a sale.
A good example of this is my Web host. They’ve had some trouble with server
hardware which has caused a fair bit of downtime lately. At every step along the
way I was emailed and told exactly what was going on, why things were going
wrong, and how long it would be before they were working again.
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They also apologized repeatedly, which was nice. Now if they server had just
gone down with no explanation I think I’d have been pretty annoyed and may have
moved my business elsewhere. But because they took time to keep me informed, it
didn’t seem so bad, and I at least knew they were doing something about the
problems. That to me is a prime example of customer service
This may not be too important when you’re just starting out, but a clearly
defined customer service policy is going to save you a lot of time and effort in the
long run. If a customer has a problem, what should they do? If the first option doesn’t
work, then what? Should they contact different people for billing and technical
enquiries? If they’re not satisfied with any aspect of your customer service, who
should they tell?
There’s nothing more annoying for a client than being passed from person to
person, or not knowing who to turn to. Making sure they know exactly what to do
at each stage of their enquiry should be of utmost importance. So make sure your
customer service policy is present on your site — and anywhere else it may be
useful.
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Even if it’s as small as sending a Happy Holidays email to all your customers, it’s
something. It shows you care; it shows there are real people on the other end of that
screen or telephone; and most importantly, it makes the customer feel welcomed,
wanted and valued
Anticipate Your Client’s Needs & Go out Of Your Way to Help Them Out
This is easier said than done! However, achieving this supreme level of
understanding with your clients will do wonders for your working relationship.
Take this as an example: you’re working on the front-end for your client’s exciting
new ecommerce endeavor.
You have all the images, originals and files backed up on your desktop
computer and the site is going really well. During a meeting with your client he/she
happens to mention a hard-copy brochure their internal marketing people are
developing. As if by magic, a couple of weeks later a CD-ROM arrives on their
doorstep complete with high resolution versions of all the images you’ve used on
the site. A note accompanies it which reads:
Large-scale copies of the graphics I’ve used on the site. Hopefully you’ll be
able to make use of some in your "Hi, you mentioned a hard-copy brochure you
were working on and I wanted to provide you with ochre."
Your client is heartily impressed, and remarks to his colleagues and friends
how very helpful and considerate his Web designers are. Meanwhile, in your office,
you lay back in your chair drinking your 7th cup of coffee that morning, safe in the
knowledge this happy customer will send several referrals your way.
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Top 7 Strategies to Increase Customer Satisfaction & Loyalty
Many businesses have evolved over the last decade into a more web-based
industry. The result of this transition is that consumers seeking to buy something now
have more options than ever before. In turn, businesses are experiencing the
challenge of increased competition and, in some cases, less business.
Certainly with repeat business and referrals being the bread and butter for many
businesses – and undoubtedly essential to anyone in business – being able to satisfy
clients becomes ever more important. Naturally, the more satisfied a client is, the
more loyal that person will feel for years to come. It doesn’t take expensive gifts to
make a client happy either. Here are seven ways to help you increase your customer
satisfaction and create client loyalty.
2. By doing so, you are proving that you care about them as a client and will take
care of their needs. If you find yourself in a situation where you have not
responded promptly, it still makes sense to respond with an apology for your
tardiness.
3. Ask how your clients would like to be responded to. One way to increase
customer satisfaction is to communicate with clients through their preferred
method. For online consumers, email is the standard method. This allows them
to maintain the anonymous status which is important to online consumers.
Even when consumers provide a telephone number, they may be surprised
when you contact them by phone. If you decide to place a call, take into
consideration that it is a more personal and perhaps invasive action. Prepare
notes or a list of questions beforehand to ensure you cover all your points and
maximize the time. By contacting people in their preferred method, you will
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most likely have a better chance of reaching them with that reasonable time
frame, communicating effectively and achieving your goals.
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7. Educate your clients. Side by side with setting expectations, a common sense
to working successfully in challenging markets is to educate clients and to
better manage expectations of the customers. Having facts, documentation,
news, blogs, etc. to provide to your clients will help them understand where
you are coming from and validate your points.
Print out white papers or articles and have them readily available for
handing out to clients. Being an expert in your market is paramount to building
trust and, in turn, clients – and it’s your responsibility to understand and be able
to convey the difference to help educate them.
8. Conduct surveys and track results. Surveys can prove to be a valuable tool and
source of information. You can set up surveys to go to clients in the beginning
of a relationship after you first meet a client, in the middle of a longer term
transaction period, and/or at the very end when the transaction is finalized. Find
out what clients like or dislike about you and/or your offered services. Analyze
their answers to find out what you can improve about your approaches and
methodologies. Keep results so that down the road you can analyze metrics
about how your business has evolved and have the ability to chart a course of
action based on empirical knowledge, not just guess work. Statistics and data
will help you make wiser decisions about your business.
Customer
1. If you have a lousy product or service, good luck selling it. There’s a reason
the AMC Pacer and Chevy Vega aren’t around anymore. No amount of
aggressive PR or marketing can save a product or service that just plain stinks.
The consumer has to be happy with the quality of a product, at least to the
“you get what you paid for” level. If you pay $350 for Bose’s Quiet Comfort
noise-canceling headphones, you’re going to reach a level of quality that’s at
the top rung. If you settle for the $20 headphones at Wal-Mart, don’t expect
them to muffle the sound of an airplane engine, or the baby that’s sitting in the
seat behind you.
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2. Separation Anxiety In any market, there’s usually more than one of the
same products, perhaps dozens. Tide, Biz, Cheer, Gain. The grocery store
laundry aisle is stocked with laundry detergents, all seemingly the same
product in a different package. Customer service may not work when choosing
detergent, but word of mouth certainly plays into customer satisfaction. If a
product is the best one among several identical products, then it’s necessary to
separate it from the rest, through marketing, customer service and good-old
fashioned product quality.
4. At Face Value When a product or service costs more, but is worth it, its
value becomes acceptable to the consumer. When a consumer always buys
Nike, Sony or goes for the $100 massage over the $35 one, the positive
features of the products or service should outweigh the cost, creating a strong
sense of good value.“I would happily pay more if necessary to have great
customer service,” said Barry L. Brown, President of a Florida-based
consulting firm. “Great customer service is rare these days. I drive 30 minutes
to a particular location for a car wash and oil change when there are several
within five minutes of my house. The difference? Great customer service. ”A
Nice Atmosphere ask any sensible person and they’ll tell you that given the
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same product or service, they would rather shop at the place that offers a clean,
safe and well-organized environment. Lowe’s knew this and capitalized on it
when going up against hardware’s 2,000-pound gorilla, Home Depot. The
North Carolina chain carried out extensive customer research and discovered
that women initiate 80% of home-improvement decisions. So Lowe’s decided
to do what Home Depot wasn’t doing, make its stores brighter, cleaner and
more shopper-friendly. When you need a power drill that’s the same brand and
the same price, the store that’s psychologically more inviting will win out
every time. That’s why Lowe’s now has 1,375 stores in 49 states, and ranks
42nd on the Fortune 500 list.
5. The Waiting Game When it takes 20 minutes to get your Bloom in’ Onion
at Outback or the Christmas Amazon delivery comes on Dec. 27, the timing
aspect of customer satisfaction is shot. When products and services miss their
delivery milestones, customers start to see red. If they’re waiting at the
restaurant, they tend to think there’s not enough staff working. If their
products are late in the mail, then someone mishandled their order.
6. Excuses don’t fly when customers are counting on a service. One example is
the dreaded time window. When the cable/repair guy says he will be there
between 9 and 1, and doesn’t show, that tends to boil the blood of any
customer. In a society that demands instant results for everything from food to
foreign policy, a good business has to keep the wait time to a minimum
7. Company has a commitment to tell the truth. Hiding facts, figures and
excessive small print doesn’t go far when it comes to customer satisfaction. If
a company doesn’t stand by its product, or hassles the customer when a refund
or exchange is in order that will stick. When something goes wrong with a
product or service, if the supplier goes above and beyond the call of duty in
taking responsibility, the end result is often that the customer is so impressed
with the supplier’s response, it negates the original problem.
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a new one. As early as the 1980s, the American Consumer Association found
that it was five times more expensive to win a new customer than to keep an
existing one. That’s a major windfall for companies. Brands like Apple and
Starbucks know that the stronger the bond customers have with their products,
the longer the relationship will last.
10. Tech Isn’t Just for Geeks Technology means more than a fancy Flash
website. In order to satisfy customers, companies have to keep up with the
latest technological advances or suffer the consequences. Change is never
easy, but business as usual isn’t a viable alternative anymore. Technology can
help small and mid-size companies look like big companies by improving the
quality of the purchasing experience without adding staff to the payroll.
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SWOT Analysis
Major Strengths
1) Premium rates are increasing and so are commissions
7) Competitive environment.
Major Weaknesses
1) Insurance companies are often slow to respond to changing needs.
3) There are more competitors for agencies to compete with banks and Internet players
Opportunities
1) The ability to cross sells financial services is barely being tapped and can still be
developed by collaborative efforts.
3) The client's increasing need for an "insurance consultant" can open new ways to
service the client and generate income.
Threats
1) The increasing cost and need for insurance might hit a point where a backlash with
occur.
2) Government regulations on issues like health care, mold and terrorism can quickly
change the direction of insurance. Increasing expenses and lower profit margins will
hit hard on the smaller agencies and insurance companies.
3) Increasing expenses and lower profit margins will hit hard on the smaller agencies
and insurance companies.
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4) Increasing in the number of private players in the market.
6. A level playing field at all stages of development in the sector for all the players.
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DATA ANALYSIS AND INTERPRETATION
The data after collection has to be processed and analyzed in accordance with
the outline laid down for the purpose at the time of developing the research plan.
Technically speaking, processing implies editing, coding, classification and tabulation
of the collected data with the goal of highlighting useful information, suggesting
conclusions, and supporting decision making. Interpretation refers to the task of
drawing inferences from the collected facts after an analytical or experimental study.
It is a search for broader meaning of research findings.
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Reason for preferring TVS Brand
No. of Respondents
10%
36%
Good Mileage
Durability
30%
Economical
Safety
24%
From the above survey it was found that among 104 respondents 36% of respondents
prefer TVS brand for good mileage, 24% for durability,30% for economical and 10% of
respondents prefer for safety precautions. From the above analysis it can be concluded that
majority of the respondents are preferring TVS for good mileage and economical.
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Product attributes motivated them to purchase TVS vehicle
No. of Respondents
9% Product
12%
47% Price
Promotion
32% Schemes
Dealers
From the above survey it was found that amongst 104 respondents 49% of
respondents are motivated by the product to purchase the TVS vehicle, 33% by price,
13%by promotion schemes and 10% of respondents by dealers. From the above
analysis it can be concluded that majority of the respondents are motivated by the
product and price to purchase the TVS vehicle.
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Reason for Buying TVS vehicle from the Kusalava motors pvt ltd
No. of Respondents
29%
37%
Service
Wide range of choice
Finance Facility
Convenience
19%
15%
From the above survey it was found that amongst 104 respondents 37% of
respondents buy TVS vehicle from Kusalava motors pvt ltd for service, 15% for wide
range of choice, 20% for finance facility and 10% of respondents for convenience.
From the above analysis it can be concluded that majority of the respondents buy the
TVS vehicle for service and convenience from the Kusalava motors pvt ltd.
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Sufficient number of colors in TVS vehicles
Yes 83 80%
No 21 20%
No. of Respondents
20%
Yes
No
80%
From the above survey it was found that amongst 104 respondents 80% of the
respondents are satisfied with the number of colors available in TVS vehicle and 20%
of respondents are not satisfied with the number of colors available in TVS vehicle.
From the analysis it can concluded that majority of the respondents are satisfied with
the number of colors available in TVS vehicle.
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Customer opinion regarding whether the company is providing any type of
warranty on vehicle
Yes 92 88%
No 12 12%
No. of Respondents
12%
Yes
No
88%
From the above survey it was found that amongst 104 respondents 88% of the
respondents are satisfied with the warranty provided by company and 12% of the
respondents are not satisfied. From the analysis it can concluded that majority of the
respondents are satisfied with the warranty on the vehicle provided by the company
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Customer’s opinion regarding the maintenance of vehicle
No. of Respondents
15%
30% low maintenance
Average
maintenance
High maintenance
55%
From the above survey it was found that amongst 104 respondents 14% of the
respondents felt that the maintenance of vehicle is low,55% of respondents felt that
the maintenance is average and 30% of the respondents felt that the maintenance is
high . From the analysis it can concluded that majority of the respondents felt that the
maintenance is average.
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Opinion of customer that how long they have been using the vehicle
No.of Respondents
14%
31%
Less than 3months
less than 6 months
21%
6months to 1 year
above 1 year
34%
From the above survey it was found that amongst 104 respondents 31% of the
respondents have been using the vehicle from last 3months, 34% have been using
from last 6months, 21% of respondents have been using less than 1year and 14% of
respondents from above 1year. From the analysis it can concluded that majority of the
respondents have been using the vehicle from the last six months.
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Customer satisfaction regarding the mileage of the vehicle
No. of Respondents
High satisfied
7% 5%
Satisfied
24%
Nether satisfied or
50% dissatisfied
dissatisfied
14%
highly dissatisfied
From the above survey it was found that amongst 104 respondents 5% of the
respondents are highly satisfied,50% of respondents are satisfied,14% of the
respondents are average,24% of the respondents are dissatisfied and 7% of the
respondents are highly dissatisfied. From the analysis it can concluded that majority of
the respondents are satisfied with the mileage of the vehicle.
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Customer’s opinion regarding the availability of spare parts
No. of Respondents
10%
10% Always available
sometimes
available
Rarely available
80%
From the above survey it was found that amongst 104 respondents 80% of the
respondents said that the spare parts are always available,10% of the respondents said
that the spare parts are sometimes available and 10% of the respondents said that spare
parts are rarely available. From the analysis it can concluded that majority of the
respondents are satisfied with the availability of the spare parts.
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Customer opinion regarding the vehicle complaints handled by the
company
No. of Respondents
10%
13%
Excellent
Good
56% Average
21% Poor
From the above survey it was found that amongst 104 respondents 56% of the
respondents opined that company is handling the complaints excellently,21% of
respondents opined as good,13% of the respondents opined as average and 10% of the
respondents opined as poor. From the analysis it can concluded that majority of the
respondents are satisfied with the complaints handled by the company.
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Customer opinion regarding the servicing charges on vehicle
No. of Respondents
0%
23% More than
Estimated
As per the
Estimated
Low Estimated
77%
From the above survey it was found that amongst 104 respondents 77% of the
respondents opined that servicing charges are as per the estimation and 23% of
respondents opined that servicing charges are lower than estimation. From the
analysis it can concluded that majority of the respondents are satisfied with the
servicing charged on vehicle.
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Ratings on the explanation giving by the service adviser of work done on
your vehicle
No. of Respondents
9%
15% 32%
Excellent
Good
Average
Un acceptable
44%
From the above survey it was found that amongst 104 respondents 32% of the
respondents opined that the explanation given by service adviser of work done on
vehicle is excellent,44% of respondents opined as good,15% of the respondents
opined as average and 9% of the respondents opined as unacceptable. From the
analysis it can concluded that majority of the respondents are satisfied with the
explanation given by service adviser of work done on vehicle.
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Rate the quality of service at Kusalava TVS
No. of Respondents
7%
20%
16% Excellent
Good
Fair
Poor
57%
From the above survey it was found that amongst 104 respondents 20%
of the respondents opined that the quality of the service is excellent,57% of
respondents opined as good,16% of the respondents opined as fair and 7% of
the respondents opined as poor. From the analysis it can concluded that majority
of the respondents are satisfied with the quality of the service at Kusalava TVS.
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Customer opinion regarding the delivery service of Kusalava TVS
Delay 19 18%
Total 104 100
No. of Respondents
18%
Promote
Delay
82%
From the above survey it was found that amongst 104 respondents 82% of the
respondents opined that the delivery service of Kusalava TVS is prompt,18% of
respondents opined as delay in the delivery service. From the analysis it can
concluded that majority of the respondents are satisfied with the delivery service of
Kusalava TVS
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Purpose of buying vehicle
Individual 40 38%
Business 32 31%
Family 32 31%
Graph no:
4.15
31%
38%
Individual
Business
Family
31%
From the above survey it was found that amongst 104 respondents 38 % of the
respondents are buying vehicle for their own purpose,31% of respondents for the
business purpose and 31% of the respondents for the family purpose. From the
analysis it can concluded that purpose for buying a vehicle is for personal, business
and family are equal.
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Effective media which make you to buy TVS bike
10%
From the above survey it was found that amongst 104 respondents 38% of the
respondents are motivated by television media,13% of respondents by magazines,
19% of the respondents by news papers ,20% of the respondents by hoardings and
10% of the respondents by other media. From the analysis it can concluded that
majority of the respondents are motivated by television media to buy the TVS bike.
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Customer satisfaction regarding the finance schemes
Yes 72 99%
No 32 1%
Yes
1%
response
percentage
99%
From the above survey it was found that amongst 104 respondents 99% of the
respondents are satisfied with the finance schemes and only 1% of the respondents are
not satisfied with the finance schemes. From the analysis it can concluded that
majority of the respondents are satisfied with the finance schemes.
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Reasons motivated customer s to buy two wheelers
Necessity 40 39%
Economy 25 24%
Finance 24 23%
Conveniences 15 14%
14%
39% Necessity
Economy
23%
Finance
Conveniences
24%
From the above survey it was found that amongst 104 respondents 39% of the
respondents are motivated by the necessity to buy the vehicle, 24% of the respondents
by economy, 23% by finance and 14% of respondents by the convenience.
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Purchasing behaviour of the customer
Cash 14 13%
Finance 65 63%
Exchange 25 24%
Response
13%
24%
Cash
Finance
Exchange
Total
63%
From the above survey it was found that amongst 104 respondents 14% of the
respondents are ready to buy the vehicle for cash, 63% of the respondents are willing
to buy on finance, 24% of the respondents are willing to buy on exchange. From the
analysis it can be concluded majority of the respondents are willing buy the vehicle on
finance.
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Customer opinion regarding whether they suggest Kusalava TVS to their
friends
Yes 92 88%
No 12 12%
No. of Respondents
12%
Yes
No
88%
From the above survey it was found that amongst 104 respondents 88% of the
respondent are interested to suggest TVS Kusalava to their friends and 12% of the
respondents are not interested to suggest to their friends. From the analysis it can be
concluded majority of the respondents are willing to suggest TVS Kusalava to their
friends.
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FINDINGS
1. From the above survey it was found that amongst 104 respondents 37% of
respondents buy TVS vehicle from Kusalava Motors pvt ltd for service, 15%
for wide range of choice, 20% for finance facility and 10% of respondents for
convenience. From the above analysis it can be concluded that majority of the
respondents buy the TVS vehicle for service and convenience from the
Kusalava motors pvt ltd.
2. From the above survey it was found that amongst 104 respondents 80% of the
respondents are satisfied with the number of colors available in TVS vehicle
and 20% of respondents are not satisfied with the number of colors available in
TVS vehicle. From the analysis it can concluded that majority of the
respondents are satisfied with the number of colors available in TVS vehicle.
3. From the above survey it was found that amongst 104 respondents 88% of the
respondents are satisfied with the warranty provided by company and 12% of
the respondents are not satisfied. From the analysis it can concluded that
majority of the respondents are satisfied with the warranty on the vehicle
provided by the company
4. From the above survey it was found that amongst 104 respondents 14% of the
respondents felt that the maintenance of vehicle is low,55% of respondents felt
that the maintenance is average and 30% of the respondents felt that the
maintenance is high . From the analysis it can concluded that majority of the
respondents felt that the maintenance is average.
5. From the above survey it was found that amongst 104 respondents 31% of the
respondents have been using the vehicle from last 3months, 34% have been
using from last 6months, 21% of respondents have been using less than 1year
and 14% of respondents from above 1year. From the analysis it can concluded
that majority of the respondents have been using the vehicle from the last six
months
6. From the above survey it was found that amongst 104 respondents 14% of the
respondents felt that the maintenance of vehicle is low,55% of respondents felt
that the maintenance is average and 30% of the respondents felt that the
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maintenance is high . From the analysis it can concluded that majority of the
respondents felt that the maintenance is average.
7. From the above survey it was found that amongst 104 respondents 31% of the
respondents have been using the vehicle from last 3months, 34% have been
using from last 6months, 21% of respondents have been using less than 1year
and 14% of respondents from above 1year. From the analysis it can concluded
that majority of the respondents have been using the vehicle from the last six
months.
8. From the above survey it was found that amongst 104 respondents 5% of the
respondents are highly satisfied,50% of respondents are satisfied,14% of the
respondents are average,24% of the respondents are dissatisfied and 7% of the
respondents are highly dissatisfied. From the analysis it can concluded that
majority of the respondents are satisfied with the mileage of the vehicle
9. From the above survey it was found that amongst 104 respondents 80% of the
respondents said that the spare parts are always available,10% of the
respondents said that the spare parts are sometimes available and 10% of the
respondents said that spare parts are rarely available. From the analysis it can
concluded that majority of the respondents are satisfied with the availability of
the spare parts.
10. From the above survey it was found that amongst 104 respondents 56% of the
respondents opined that company is handling the complaints excellently,21%
of respondents opined as good,13% of the respondents opined as average and
10% of the respondents opined as poor. From the analysis it can concluded that
majority of the respondents are satisfied with the complaints handled by the
company.
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11. . From the above survey it was found that amongst 104 respondents 32% of the
respondents opined that the explanation given by service adviser of work done
on vehicle is excellent,44% of respondents opined as good,15% of the
respondents opined as average and 9% of the respondents opined as
unacceptable. From the analysis it can concluded that majority of the
respondents are satisfied with the explanation given by service adviser of work
done on vehicle.
12. .From the above survey it was found that amongst 104 respondents 77% of the
respondents opined that servicing charges are as per the estimation and 23% of
respondents opined that servicing charges are lower than estimation. From the
analysis it can concluded that majority of the respondents are satisfied with the
servicing charged on vehicle.
13. From the above survey it was found that amongst 104 respondents 20%
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16. From the above survey it was found that amongst 104 respondents 38% of the
respondents are motivated by television media,13% of respondents by
magazines, 19% of the respondents by news papers ,20% of the respondents by
hoardings and 10% of the respondents by other media. From the analysis it can
concluded that majority of the respondents are motivated by television media to
buy the TVS bike.
17. From the above survey it was found that amongst 104 respondents 99% of the
respondents are satisfied with the finance schemes and only 1% of the
respondents are not satisfied with the finance schemes. From the analysis it can
concluded that majority of the respondents are satisfied with the finance
schemes.
18. From the above survey it was found that amongst 104 respondents 39% of the
respondents are motivated by the necessity to buy the vehicle, 24% of the
respondents by economy, 23% by finance and 14% of respondents by the
convenience.
19. From the above survey it was found that amongst 104 respondents 14% of the
respondents are ready to buy the vehicle for cash, 63% of the respondents are
willing to buy on finance, 24% of the respondents are willing to buy on
exchange. From the analysis it can be concluded majority of the respondents
are willing buy the vehicle on finance.
20. From the above survey it was found that amongst 104 respondents 88% of the
respondent are interested to suggest TVS Kusalava to their friends and 12% of
the respondents are not interested to suggest to their friends. From the analysis
it can be concluded majority of the respondents are willing to suggest TVS
Kusalava to their friends.
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SUGGESTIONS
1. The dealer has to provide services like mileage adjustments, A/c services, etc.
2. The dealer has to deliver the orders faster in order to the customers.
4. There is a lot of competition in the market and some of the respondents are
getting attracted towards other brands. Therefore the dealer has to maintain a
6. The Company’s has to increase the awareness level in buyers through print
media.
8. The Company may also attract the customers by giving free gift hampers at the
time of purchase.
9. The Company has to provide the free demo show to the customers.
10. Company has to improve the quality of sales staff conduct communication
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Bibelography
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DAQUESTIONNAIRE ON CUSTOMER SATISFACTION
Name :
Age :
Gender : (Male/Female)
Address:
3) What are the reasons for you to buying TVS vehicle from kusalava motors
pvt.limited
a) Service c) Finance facility
b) Wide range of choice
4) Is there is sufficient number of colors available in TVS vehicle?
a) Yes c) Exchange
b) No
5) Does the company provide any type of warranty on vehicle?
a) Yes c) 10%
b) No d) 11%
6) What is the maintenance of your vehicle?
a) Low maintenance c) Average maintenance
b) High maintenance
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7) How long you been using this vehicle?
a) Less than 3 months c) 6 months to one year
b) Less than 6 months
8) Are you satisfied with mileage of the vehicle?
a) Highly satisfied d) Dissatisfied
b) satisfied e) Highly dissatisfied
c) Neither satisfied or dissatisfied
9) How is the spare parts availability?
a) Always available
b) Sometimes available c) Rarely available
10) How do the company responding on customer complaints?
a) Excellent c) Average
b) Good d) Poor
16) What is the most effective media which makes you to buy TVS BIKE?
a) Televisions b) News papers c) Magazines
d) Hoardings e) Others
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17) Are you satisfied with finance schemes of kusalava TVS?
a) Yes b) No
18) What are the factors influence you to buy two wheeler?
20) Do you suggest a valued sales / service for your friends in Kusalava TVS?
a) Yes
b) No
Thank you for sharing your opinion about Kusalava TVS your comments are much
appreciate
Date:
Place:
Signature
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