Bellad Motors Project

BELLAD MOTORS (P) LTD
EXECUTIVE SUMMARY
The project report was carried on to know the influential factors to buy cars at RNS though Bellad Motors selling the same, provided by the company will help to enhance the companys sales. To know the satisfaction level of existing consumers this will help to
maintain loyalty of the costumer. The project report entitled A Study on Impact of consumer buying behaviuor on sales provided by Bellad Motors (Maruti Suzuki) Unkal cross, Hubli. is undertaken in partial fulfillment of requirement of MBA 4th semester in Belgaum institute of Management studies, Belgaum.
It was an opportunity to learn the practical aspects of industries. This topic is concerned to their (industry) requirement as the Bellad Motors (P) Ltd. (Maruti Suzuki) is newly
opened exclusive showroom for Maruti Suzuki Cars and now they want to know why the most of the customers prefer to purchase Maruti Cars at RNS.
So they need to know what are the influential factors, Why customers preferring RNS Motors. The needed information collected by a structured questionnaire that included all the requirements what the Bellad Motors needed and questionnaire is attached in the appendix.
Belgaum Institute Of Management Studies (MBA) Belgaum. 1
BELLAD MOTORS (P) LTD DATA COLLECTION APPROACH Using both primary and secondary sources collected the information required the sources are as follows: Primary sources: a) Questionnaire b) Personal Interview
Secondary sources: a) Company websites b) Related information from Internet c) Company reports d) Text books
SELECTION OF SAMPLE: Population Population Frame Sample Unit Sample Size Method : Hubli city car owners. : All Maruti Car owners. : Existing customers of Bellad Motors : 100 : Random convenience sample.
BELLAD MOTORS (P) LTD ANALYSIS & MEASUREMENT TECHNIQUES: Data analysis involves converting a series recorded observation about descriptive statement and information about relationship. The measurement and evaluation of the data is done using SPSS 11.0 Version software, Simple frequency, cross tabs, and graphical representation.
RECOMMENDATION AND CONCLUSION Enhance newspaper advertisements to create more awareness. Allow more cash discounts. Stick to commitments. Timely delivery of car should be maintained. Appoint the experienced staff for service station.
Maintain good customer relationship.
The findings make it clear that automotive manufacturers and dealers must focus on better collaboration, stronger commitment to developing a long-term relationship with the customer, and increased communication throughout the vehicle lifecycle if they hope to improve customer loyalty as well as business performance. LIMITATION:
BELLAD MOTORS (P) LTD The sample size of 100 customers may not reveal the exact result and same of the information provided by the respondents may be biased.
INTRODUCTION Understanding how consumers shop for vehicles, what leads them to buy, and how to acquire and maintain their loyalty is increasingly important in todays complex environment.
Buying a car used to be a pretty simple process: A consumer would check out some ads, talk to a few friends and head into the dealer for more information. Today that process has grown more complex, as consumers increasingly rely on new tools such as the Internet, blog sites, Web forums and online social networks. This increased sophistication has resulted in changing buying patterns as well as a shift of power in favour of the consumer. Keeping up with the pace of change isnt easy for many vehicle manufacturers and dealers. Understanding how consumers shop for vehicles, what leads them to buy, and how to acquire and maintain their loyalty is increasingly important in this complex environment. Without this knowledgeor with insufficient or inaccurate knowledgecompanies and dealers will find it difficult to improve the customer experience as well as their own business performance.
Consumers are increasingly driven by their hearts, as well as their heads: although rational factors such as safety, price and reliability play a role in consumers decisionmaking process, more emotional aspects often trump them. For example, when
BELLAD MOTORS (P) LTD consumers were asked why they switched to a different brand, responses such as fits my needs, wanted to try something new and enjoyment of the vehicle scored higher than fuel economy and safety. And when it comes to the factors that lead buyers to repurchase from the same dealer, greater importance is placed on trustworthiness and friendliness these days than on factors such as the degree of knowledge possessed by the sales staff. This poses a challenge for manufacturers and dealers since it requires that they appeal to both the rational and emotional aspects of buying a car.
Customer loyalty is fleeting: With so much riding on the relationship and emotional factors, consumer trust and loyalty can be easily broken. Consumers are ever more demanding and are prepared to walk at any time, even within a month of purchase, and often they wont give a company a second chance. If that response isnt fast enough, many consumers will look for a new dealer, a new manufacturer or both.
Loyalty doesnt end with the sale: Vehicle ownership is a long-term, complex relationship among the consumer, the manufacturer and the dealer. Post-sale communications and after sales services are essential to keep the relationship alive. For example, consumers indicated that they appreciate or greatly appreciate dealer contact such as having the service manager phone following vehicle servicing, receiving regular service reminders or having a sales consultant phone following delivery of a vehicle. Its also clear that personalized communication is key to maintaining the relationship. Among
the types of contact that consumers said would be more likely to lead them to purchase their next vehicle from the same dealer or manufacturer were a personalized repurchase offer via post and personalized communication after a complaint.
Further collaboration between the manufacturer and dealer is key to driving growth: Consumers dont always make the distinction between vehicle manufacturer and dealer. For instance, if either party fails to respond quickly enough to an inquiry, consumers will switch both brand and dealer. These points are the importance of retail integration in the battle of customers and sustainable profits. Together, both manufacturers and dealers are better positioned to respond faster and more effectively to consumers needs, wants and preferences.
The project report was carried on to know the influential factors to buy cars at RNS though Bellad Motors selling the same, provided by the company will help to enhance the companys sales. To know the satisfaction level of existing consumers this will help to
maintain loyalty of the costumer. The project report entitled A Study on Impact of consumer buying behavior on sales provided by Bellad Motors (Maruti Suzuki) Unkal cross, Hubli. Is fulfillment of requirement of MBA 4th semester in Belgaum institute of Management studies (MBA), Belgaum.
BELLAD MOTORS (P) LTD It was an opportunity to learn the practical aspects of industries. Selected this topic concerned to their (industry) requirement as the Bellad Motors (P) Ltd. (Maruti Suzuki) is newly opened exclusive showroom for Maruti Suzuki Cars and now they want to know why the most of the customers prefer to purchase Maruti Cars at RNS. So they need to know what are the influential factors, Why customers preferring RNS Motors. The needed information collected by a structured questionnaire that included all the requirements what the Bellad Motors needed and questionnaire is attached in the appendix.
LITERATURE REVIEW Consumer buying behaviour

Possibly the most challenging concept in marketing deals with understanding why buyers do what do (or do not do). But such knowledge is critical for markets since having a strong understanding of buyer behaviour will help shed light on what is important to the customer and also suggest the important influence on customer decision making. Using this information, marketers can create marketing programs that they believe will be of interest to customers. As we might guess, factors affecting how customer makes decisions are extremely complex. Buyers behaviour is deeply rooted in psychology with dashes of sociology thrown in just to make things more interesting. Since every person in the world is different, it is impossible to have simple rules that explain how buying decisions are made. But who have spent many years and analyzing customer activity have presented us with useful guidelines in how someone decides whether or not to make a purchase.
Types of Purchase Decisions

Consumers are faced with purchase decisions nearly every day. But not all decisions are treated the same. Some decisions are more complex than others and thus require more effort by the consumer. Other decisions are fairly routine and require little effort. In general, consumers face four types of purchase decisions:
BELLAD MOTORS (P) LTD Minor New Purchase: These purchases represent something new to a consumer but in the customers mind is not a very important purchase in terms of need, money or other reason (e.g., status within a group). Minor Re-purchase: these are the most routine of all purchases and often the consumer returns to purchase the same product without giving much thought to other product options (e.g., consumer is brand loyalty). Major New Purchase: These purchases are the most difficult of all purchases because these are important to the consumer but the consumer has little or no previous experience making the purchase and is important. This type of decision often (but not always) requires the consumer to engage in an extensive decision-making process. Major Re-Purchase: These purchase decisions are also important to the customer but the customer feels more confident in making the decision since they have experienced purchasing the product in past. For marketers it is important to understand how customers treat the purchase decisions they face. If a company is targeting customers who feel a purchase decision is difficult (i.e., Major New purchase), their marketing strategy may vary greatly from a company targeting customers who view the purchase decision as routine. In fact the same company may face both situations at the same time, for some of the product is new, while other customers see the purchase as routine. The implication of buying behaviour for marketers is that different buying situations require different marketing efforts.
Consumer Behaviour.
The decision process and physical activity individuals engage in when evaluating, acquiring, using, or disposing of the goods and services. OR The mental, emotional, and physical activities that people engage in when selecting, purchasing, using and disposing of products and services so as to satisfy needs and desires. 1. Decision Making as Problem Solving a) To make purchases, consumers, go through a buying decision process that can be thought of as solving a problem. b) This process has six stages: (1) (2) (3) (4) (5) (6) c) Need Recognition Choice of an involvement level Identification of alternatives Evaluation of alternatives Decisions Post-purchase behaviour There are number of factors that may affect this model of decision making. i) purchase. ii) Some stages in this model may be skipped, depending The buyer can withdraw at any stage prior to the actual
upon the buying situation.
iii) The stages are not all of the same length. For example a need may be recognized in an instant but the identification of alternatives to satisfy the need may take hours, days, or weeks. Not all stages will be performed consciously for all purchases.
d) Recognition of an unsatisfied need, or need recognition, creates tension or discomfort for the consumer. This need may arise internally, such as feeling hungry or thirsty, or It may arise because of external stimulation through such things as:
uct,
roduct itself
iii)
Needs may also be stimulated through dissatisfaction with the consumer is currently using.
Recognition of a need will often cause conflict for the consumer. 1. The consumer has decided how to allocate his/her resources of time and money between completing needs. 2. If this conflict is not resolved the buying process stops.
e) The choice of an involvement level is when the consumers decide how much effort in satisfying a need. The more effort exerted, the higher the involvement. i) Involvement tends to be greater under any of the following
BELLAD MOTORS (P) LTD (1) (2) (3) (4) The consumer lacks information about the purchase The product is viewed as important The risk of making a bad decision is previewed as high The product has considerable social importance (5) The product is seen as having a potential for providing significant benefits. ii) Most buying decisions for relatively low priced products with close substitutes are low involvement. This would include most products sold in supermarkets, and variety stores. iii) It is important to remember that involvement is consumer related
and not product related. This means that a low involvement product foe one person may be a high involvement product for another person. (1) The purchase of stereo may be a high involvement purchase for consumers who is concerned about the cost, but (2) Be a low involvement purchase for a wealthy consumer who is buying for a family room. iv) a. Impulse buying is an important form of low involvement decision making. These purchase decisions that are made with little or no advance planning. b. Shoppers have been conditioned to do more impulse buying through self service, open display retailing. c. Because of this greater emphasis must be placed in getting shoppers in the store and making packages and displays more appealing.
BELLAD MOTORS (P) LTD v) Identification of alternatives includes both product and brand alternatives. This may be simple as a memory scan or an extensive search. a. The consumer must first identify which of the major product categories might satisfy the experienced need. For example, a need for transportation may be satisfied by automobiles, motorcycle, motor scooters, or bicycle.
b. Then the consumer must choose which brands from the selected category to consider. Using the previous examples, the consumer chooses motorcycle and not must consider Honda, Yamaha, Kawasaki, and Harley-Davidson.
c. The search for alternative will be influenced by: (1) How much information the consumer already has from past experience and other sources (2) The consumers confidence in that information (3) What the time and money costs would be to collect more information. g) Evaluation of alternative involves establishing criteria with which to evaluate each alternative before making a decision. a. This may be a single criterion or several criteria. If there are
several criteria, they normally do not carry equal weight. b. The criteria that consumers use come from Past experience and feelings toward various brands
BELLAD MOTORS (P) LTD Opinions of family members and friends. h) The purchase decisions are a series of related decisions the consumer must make if they decide to make a purchase.
These decisions may take a long time and include such things as: i. ii. iii. iv. Special features of the product Where and when to make the actual purchase How to take possession Method of payment.
b. One of the most important of these decisions is which store to purchase the product from. The reason a person shops at a certain store are called patronage buying motives and include: Feeling comfortable in the store Having people like themselves shopping in the store An environment that reflects their values c. Successful retailers evaluate their target customer carefully and design their stores accordingly. d. It is important to understand customer satisfaction because that is what the marketing concept is built on.
BELLAD MOTORS (P) LTD i. Customer satisfaction is based upon a comparison between the consumers expectations before using a product and his actual experience with the product. ii. A consumer is satisfied when the product experience equals or exceeds expectations. A consumer is dissatisfied when the experience falls short of expectations.
Marketers can influence consumers expectations through advertising claims and sales presentations. iv. Marketers can influence the consumers experience through the quality of the product. i) Post-Purchase Behaviour can influence repeat sales and what the buyers tell other about the product.
1.
In all but the most routine purchases, consumers
may experience anxieties the are explained by the theory of cognitive dissonance. Cognitive Dissonance is any time there is inconsistency in a persons cognitions such as knowledge, attitudes, beliefs, and values. 2. Post purchase dissonance occurs because each of
the alternatives considered by the consumer has both advantages and disadvantages. So even he selected product has some drawbacks while rejected alternatives have some advantages.
BELLAD MOTORS (P) LTD Dissonance typically increases as: i ) The dollar value of the purchase increases The degree of similarity between items selected and items rejected increases The relative importance of the decision increases. To help reduce post purchase dissonance consumers: i) Avoid information that is likely to increase dissonance ii) Seek out information that reinforces the selected product; and iii) Spend more time in pre-decision evaluations. Marketers can help reduce dissonance through: Reassuring buyers through their advertising and personal selling Giving quality post-sales service.
Action steps for bahaviour change This is circular process. Working through steps 2, 3 and 4 may lead to redefining the objective in step 1. 1. Define your objective. What is your desired end result? You may begin by thinking broadly, but narrow your objective so its achievable and, if possible, measurable. How will you know when youve achieved your desired result? 2. Select your audience. Brainstorm the possible audiences you could work with and choose one. Pick the most likely to get your desired result.
BELLAD MOTORS (P) LTD 3. Learn about your audience. What do they need? What do they want? What do they know? What are their perceptions? Who do they respect? Who do they interact with (business and social networks)? Define the specific change you want the audience to make to achieve your overall result. 4. Find out about your audiences barriers to making the change. Go ask your audience. Possible barriers include: External: it costs too much, technology isnt available, laws are conflicting, etc. Personal: they dont recognize the problem, dont know what to do, dont consider it a priority, etc.
5. Develop strategies to reach your audience, using the behaviuor change principles (e.g., commitment, feedback, credibility, role models). Are there communities or political leaders, associations, retailers innovators, or other specific target groups that could help you reach your desired end result? 6. Develop a method to measure the effectiveness of your strategies. Refer back to your objective in step 1.
BELLAD MOTORS (P) LTD SUMMARY Key behaviour change principles Just providing information has a limited effect on behaviour. There is no clear casual relationship between providing information and changing behaviour. a. Learn about your customer or audience. What do they know? Care about? Think about? Who influence them? b. Address the barriers to changing behaviuor. Barriers may be external (it costs too much, technology isnt available, laws are conflicting) or personal (the person doesnt know what to do, doesnt consider it a priority, thinks its too hard). 1. Getting involved is the first step to making a commitment, and making a commitment makes people more people more likely to act. Small commitments lead to big ones. Start by getting the shop owner involved in a visit. Then ask them to sign a form stating changes they will make. 2. Feedback and follow-up are important. Feedback gives people cues about the impacts of their behaviour changes. Additional contacts are also very important in motivating people to stick with a task. 3. People will listen first to their friends or relatives, or others they see as credible. What they hear at a dinner party will have more weight than a comprehensive data summary. 4. Change agents and role models are important. A few people in a group will typically adopt innovative ideas and behaviors first, and spread them through the group. Find these people and help them successfully adopt a new behaviour.
BELLAD MOTORS (P) LTD 5. Changing attitudes may not change behaviour. There is no strong, direct or consistent relationship between attitudes and subsequent action. 6. Incentive may help change short-term. But when the reward is removed, they generally revert to their original behaviour. 7. If you need to provide information, present it effectively. People are more likely to pray attention to information that is: a. Vivid: Use language that conjures up a vivid and memorable image, or provide a demonstration that will stick in someones mind. b. Personal: Make statistical data personally relevant. Talk about personal consequences or refer to a group with which the person identifies. c. Specific and concrete: Tell them how to do the behaviour you want them to do. d. Stated in terms of loss rather than gain: Focus on showing people or businesss how much they are losing every month or year by not doing a specific behaviour. e. Told as a story: Use success stories as a motivating example. f. Emotional: People tend to be persuaded more by emotional messages than logical ones.
BELLAD MOTORS (P) LTD MANAGEMENT PROBLEM
In Indian car industry, small car segments have played a very crucial and significant role due to its economy, efficiency and effectiveness. Due to invasion of foreign cars into Indian markets the pace of competition has hiked. This has brought into market numbers of brands, dealers, and their variants competing with each other. Hence in the meeting with Deputy General Manager (sales) and sales manager a research project was discussed where both the managers wanted to analyze the why most of the customers preferring to purchase car at RNS though Bellad selling the same.
RESEARCH PROBLEM. Newly opened Bellad Motors (P) Ltd is exclusive showroom for sales, spares and service for Maruti Suzuki cars. They want to know why customers buy Maruti Cars at RNS only though Bellad Motors is also selling the same.
Hence statement problem as follows
A study on impact of consumer buying behavior on sales at Belled motors Hubli.
BELLAD MOTORS (P) LTD PURPOSE OF THE STUDY
Management will come to know the influential factors, why consumers preferring RNS motors to purchase a car and it will help to increase sales of cars, and they will come to know the consumer buying behavior, expectation and the drawback of the management.
This study will help the management for making strategic decisions, acquire market share, and building a good brand.
To study the influential factors behind buying Maruti Cars at RNS. To know the expectations of prospective customers from Bellad Motors. To understand consumer buying behaviour. To know the satisfaction level of service station.
SCOPE OF THE STUDY The area covered for project is Hubli City and the existing customers of the Bellad Motors and the functional departments like sales and service, after sales service division, reception of the organization.
OBJECTIVES OF THE STUDY The main objective of the study To study the influential factors behind buying Maruti Cars at RNS.
Sub objectives are To know the expectations of prospective customers from Bellad Motors. To understand consumer buying behaviour. To know the satisfaction level of service station. To know the overall performance about the Bellad Motors.
ORGANIZATION PROFILE
MARUTI UDYOG LIMITED
ORGANIZATION OVERVIEW: Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system. Suzuki Motor Company was chosen from seven prospective partners worldwide. This was not only due to their undisputed leadership in small cars but also to their commitment to actively bring to MUL contemporary technology and Japanese management practices (which had catapulted Japan over USA to the status of the top auto manufacturing country in the world). A license and a Joint Venture agreement were signed between Govt of India and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982.
The objectives of MUL then were: 1. Modernization of the Indian Automobile Industry.
2. Production of fuel-efficient vehicles to conserve scarce resources. 3. Production of large number of motor vehicles which was necessary for economic growth.
BELLAD MOTORS (P) LTD ORGANIZATION VISION: "The Leader in The Indian Automobile Industry, creating Customer Delight and Shareholder's Wealth; A pride of India."
OUR CORE VALUES: 1. Customer Obsession 2. Fast, Flexible and First Mover 3. Innovation and Creativity 4. Networking and Partnership 5. Openness and Learning
TECHNOLOGICAL ADVANTAGE: We have introduced the superior 16 * 4 Hypertech engines across the entire Maruti Suzuki range. This new technology harnesses the power of a brainy 16-bit computer to a fuel efficient 4-valve engine to create optimum engine delivery. This means every Maruti Suzuki owner gets the ideal combination of power and performance from his car. Our other innovation has been the introduction of Electronic Power Steering (EPS) in select models. This results in better and greater maneuverability. In other words, our cars have become more pleasurable to drive.
BELLAD MOTORS (P) LTD PRDUCTION/ R & D: Spread over a sprawling 297 acres with 3 fully-integrated production facilities, the Maruti Udyog Plant has already rolled out over 4.3 million vehicles. In fact, on an average, two vehicles roll out of the factory every minute. And it takes on an average, just 14 hours to make a car. More importantly, with an incredible range of 11 models available in 50 variants, there's a Maruti Suzuki made here to fit every car-buyer's budget. And dream.
Production Milestones 1 st vehicle produced, December 1983 1,00,000 vehicles produced by August, 1986 5,00,000 vehicles produced by June, 1990 10,00,000 vehicles produced by March, 1994 15,00,000 vehicles produced by April, 1996 20,00,000 vehicles produced by October, 1997 25,00,000 vehicles produced by March, 1999 30,00,000 vehicles produced by June, 2000 35,00,000 vehicles produced by December 2001 40,00,000 vehicles produced by April, 2003 45,00,000 vehicles produced by April, 2004
BELLAD MOTORS (P) LTD MILESTONES: 2006 The car of the Year Maruti SWIFT.
2005
The fiftieth lakh car rolls out in April, 2005 Growth in overall sales by 15.8%
2004
New (non AlC) variant of Alto, Alto becomes India's new best selling car LPG variant of 'Omni Cargo', Versa 5-seater, a new variant Baleno LXI, a new variant Maruti closed the financial year 2003-04 with an annual sale of 472122 units, the highest ever since the company began operations 20 years ago
2003
New Suzuki Grand Vitara XL-7, Redesigned and all-new Zen New upgraded WagonR Enters into partnership with State Bank of India Production of 4 millionth vehicle. Listed on BSE and NSE after a public issue oversubscribed 10 times
2002
WagonR Pride Esteem Diesel. All other variants upgraded Maruti Insurance. Two new subsidiaries started: Maruti Insurance
BELLAD MOTORS (P) LTD Distributor Services and Maruti Insurance Brokers Limited Alto Spin LXi, with electronic power steering Special edition of Maruti 800, India's first colour-coordinated car Maruti True value in Mumbai Maruti Finance in Mumbai with 10 finance companies Suzuki Motor Corporation (SMC) increases its stake in Maruti to 54.2 Percent
2001
Zen Lxi Maruti True Value launched in Bangalore and Delhi Maruti Versa, India's first luxury MPV Alto Spin LXi, with electronic power steering Alto Vxi Customer information centers launched in Hyderabad, Bangalore and Chennai Launch of versa
2000
First car company in India to launch a Call Center New Alto Altura, a luxury estate car IDTR (Institute of Driving Training and Research) launched jointly with the Delhi government to promote safe driving habits
1999
Maruti 800 EX ( 796cc, hatchback car) Zen LX (993cc, hatchback car) Zen VXi (993cc, hatchback car with power steering) Omni XL ( 796cc, MUV, high roof) Baleno (1600cc, 3 Box Car) Wagon R Launch of Maruti initiatives
Suzuki innovative traffic beat in Delhi and Chennai as social
1998
Maruti launches website as part of CRM initiatives Zen D (1527 cc diesel, hatchback car) Zen VX & Zen VX Automatic New (Omni & Omni E) (796cc, MUV) Launch of website as part of CRM initiatives
1997
1998 Esteem (1299cc, 3 box car) LX, VX and AX New Maruti 800 (796cc,hatchback Car) Standard and Deluxe Produced the 2 millionth vehicle since the commencement of production
1996
BELLAD MOTORS (P) LTD Gypsy (E) (970cc, 4WD 8 seater) Omni (E) (796cc, MUV, 8 seater) Gypsy King (1298cc, 4WD, off road vehicle) Zen Automatic (993cc, hatchback car) Esteem 1.3L (1298 cc, 3 box Car)AX Launch of 24-hour emergency on-road vehicle service
1995
Esteem 1.3L (1298 cc, 3 box car)VX With the launch of second plant, installed capacity reached 200,000 units
1994
Esteem1.3L (1298cc, 3 box car) LX Produced the millionth vehicle since the commencement of production
1993
Zen (993cc, hatchback Car), which was later exported in Europe and elsewhere as the Alto
1992
SMC increases its stake
1991
Reaches cumulative indigenisation of 65 percent for all vehicles produced
1990
Maruti 1000(970cc, 3 box), India's first contemporary sedan
1988
Installed capacity increased to 100,000 units
1987
Exported first lot of 500 cars to Hungary
1986
Maruti 800 ( New Model-796cc, hatchback Car) Maruti 800 ( New Model-796cc, hatchback Car)
1985
Launch of Maruti Gypsy (970cc, 4 WD off-road vehicle)
1984
Omni, a 796cc MUV Installed capacity reached 40,000 units
1983
Maruti 800, a 796 cc hatchback, India's first affordable car. Production was started under JV A
1982
License and JV agreement signed between Maruti Udyog Ltd. and SMC of Japan
1981
Maruti Udyog Ltd was incorporated under the provisions of the Indian Companies Act, 1956 AWARDS 2006 JD Power SSI: 1st Rank, 3 years in a row 2004 2006 Belgaum Institute Of Management Studies (MBA) Belgaum. 31
BELLAD MOTORS (P) LTD Tops TNS TCS Survey in key segments, 5 years in a row 2002 2006 Among Top 5 car companies in the Forbes list of the Worlds Most Reputed Companies Nov 06 Features in Business Todays annual list of 20 companies to look for in 2007 Nov 06 The only automobile manufacturer to feature in Business Todays list of Indias Best 10 Marketers Nov 06 Ranks 1st for Corporate Social Responsibility by TNS Automotive
2005
Ranks 1st among Automobile companies in the Corporate Image Monitor (CIM) Study 2005 conducted by AC Nielsen ORG-MARG Receives a commendation from Ministry of Economy, Trade and Industry (MITI) of Japan Sept 05 Number one in JD Power SSI for the second consecutive year Number one in JD Power CSI for the sixth time in a row - the only car to win it so many times M800, WagonR and Swift topped their segments in the TNS Total Customer Satisfaction Study
Leadership in the JD Power Initial Quality Study - Alto number one in its segment for the 2nd time in a row, Esteem number one in its segment for the 3rd year in a row, Swift number one in the premium compact segment WagonR and Esteem top their segments in the JD Power APEAL study Ranks 1st in Auto sector for Corporate Reputation Strength (CSR) study Feb 05 TNS ranks Maruti 4th in the Corporate Reputation Strength (CSR) study (#1 in Auto sector)-Feb 05 Maruti bagged the "Manufacturer of the year" award from Autocar-CNBC ( 2nd time in a row)-Feb 05 First Indian car manufacturer to reach 5 million vehicles sales Business World ranks Maruti among top five most respected companies in India-Oct 04 Maruti ranked among top ten (Rank7) greenest companies in India by Business Today Sep '04
2004
Maruti Suzuki was No.1 in Customer Satisfaction, No.1 in Sales Satisfaction No.1 in Product Quality (Esteem and Alto) and No.1 in Product Appeal (Esteem and Wagon R) No.1 in Total Customer Satisfaction (Maruti 800, Zen and Alto) Business World ranked us among the country's five most respected companies Business World ranked us the country's most respected automobile company
BELLAD MOTORS (P) LTD Voted Manufacturer of the year by CNBC Voted one of India's Greenest Companies by Business Today-AC Nielson ORG-MARG
2003
Maruti 800, Maruti Zen and Maruti Esteem make it to the top 10 automotive brands in "Most Trusted Brand survey 2003" J D Power ranked 3 models of Maruti on top: Wagonr, Zen and Esteem Maruti 800 and Wagonr top in NFO Total Customer Satisfaction Study 2003. MUL tops in J D Power CSI (200 1) for 4th time in a row
2001
MUL tops in J D Power CSI (200 1) for 2nd time in a row: another international first
2000
Maruti bags JD Power CSI 1st rank; unique achievement by market leader anywhere in the world
1999
MSM launched as model workshop in India; achieves highest CSI rating. Central Board of Excise & Customs awards Maruti with "Samman Patra", for contribution to exchequer and being an ideal tax assessee
1998
CII's Business Excellence Award
1996
Maruti wins INSSAN award for "Excellence in Suggestion Scheme" Awarded the Star Trading House status by Ministry of Commerce
1994-95
Engineering Exports Promotion Council's award for export performance
1994
Best Canteen award among Haryana Industries as part of employee welfare
1992-93
1991-92
BELLAD MOTORS (P) LTD SOCIAL WELFARE:
Welfare Camps
Every year we organize blood donation camps along with Red Cross, in which employees donate blood. Eye check-up camps, family planning related camps and other health camps are also organized periodically.
Medical support & welfare

The employees of Maruti have always donated generously to people affected by natural calamities. They contributed Rs. 2 million to rehabilitate earthquake victims in Latur. We also run a creche for the children of construction workers, which provides food shelter and education for 85 children.
Education to underprivileged
DPS Maruti Shiksha Kendra, an education programme for the underprivileged, was inaugurated at DPS, Maruti Kunj recently. The objective of his project is to educate the children of below poverty line (BPL) families from the nearby villages of Gurgaon district. 120 students in the age group of 5-8 years have already enrolled. DPS Maruti Kunj is providing books, writing material and uniforms, refreshment and transport facilities to these children.
Education Programme for mothers

'Chetna', an education programme for mothers - is an another endeavour to provide basic education to mothers of the students of DPS Maruti Kunj and surrounding villages. Majority of students at the school is first generation learners. Therefore, the concept of starting a movement of learning 'Chetna' for mothers has been promoted. The response has been encouraging and about 130 mothers are attending it regularly.
ENVIRONMENT CONCERN
Our environment Policy:

Prevent pollution. Promote energy reduction and use of alternative energy. Manage/ reduce those materials that put stress on environment. Promote the three R's (Reduce, Reuse, Recycle). Promote "Green" procurement. Provide our employees with environmental education to increase their awareness. Since the commencement of operations in 1981 we've been committed to the protection of the environment and conservation of non-renewable .energy sources. Our proactive approach depends not only upon meeting the expectations of the regulatory authorities but achieving the high standards that we've set as a responsible corporate citizen.
This philosophy of trying to make a difference to the environment penetrates through our employees to the process of manufacture and finally into our products.
Pollution Control Camps

Our elaborate system of Free Pollution Check-Up Camps which run at regular intervals, is designed at making the cars already on the road operate more efficiently. It also inculcates awareness for environmental protection among the many car users of India.
MPFI
We have introduced Euro II compliant MPFI engines in all our models. Along with our vendors, we've made investments of over Rs. 60 million for introducing MPFI technology compliant cars.
CNG
Maruti is a strong advocate of CNG, a more eco-friendly fuel alternative to diesel and petrol. In our endeavour to provide a cleaner and greener option to the customer, we are in the process of equipping an extensive dealer network to assist Maruti owners in fitting CNG kits.
Rain Water Harvesting

To recharge the aquifer, measures were taken to harvest the rain water through soak pits, recharging shafts and water lagoons. These measures are capable of charging nearly 50% of the average annual rainfall at Maruti, into the Earth. Belgaum Institute Of Management Studies (MBA) Belgaum. 38
BELLAD MOTORS (P) LTD MARUTI CULTURE: Our employees are our greatest strength and asset. It is this underlying philosophy that has molded our workforce into a team with common goals and objectives. Our Employee-
Management relationship is therefore characterized by:

Participative Management. Teamwork & Kaizen. Communication and information sharing.
To implement this philosophy, we have taken several measures like a flat organizational structure. There are only three levels of responsibilities ranging from the Board Of Directors, Division Heads to Department Heads. Other visible features of this philosophy are an open office, common uniforms (at all levels), and a common canteen for all. This structure ensures better communication and speedy decision-making processes. It also creates an environment that builds trust, transparency and a sense of belonging amongst employees.
BELLAD MOTORS (P) LTD THE MAJOR PLAYERS IN SMALL CAR SEGMENT Hyundai Motors India Ltd Telco Fiat India Ltd The battle royal in the India car market has entered the next phase. One old assumption has been vindicated that over 80% of the Indian car market is still confined to the small, sub Rs 4 lakh models. And that mod-size and digger models can only provide the icing on the cake, not the cake itself to any manufacturer. Quite apart from these specific lessons that each man learnt, there were several surprises that the car market threw up. First world-class technology and quality were considered a given now. Second, the Indian buyer had begun to expect model and engine upgrades as frequently as his US or European counterparts. The Indica had to upgrade their engines in less than one year after launch, the power steering option barely a year after it hit the market.
And finally, while the manufacturers could continue to refer to it as the Indian small car segment , the buyer characteristics were anything but homogeneous. There were distinct group with distinct preferences. And the days of one model becoming the undisputed heavyweight champion were over for good.
BELLAD MOTORS (P) LTD BRIEF DESCRIPTION OF MAJOR PLAYERS Hyundai: Hyundai has become the undisputed number two in the Indian auto market, and the only one-even rivals admit- with the capability of giving leader Maruti a run for its money in the total volume stakes though Hyundai in India currently sells just about a quarter of the numbers that Maruti does.
Hyundai got everything right because it got the value-pricetechnology equation almost perfectly right from day one. The Santro was an instant winner from the day it was introduced in the Indian market because it offered the optimum mix of space and technology in the small car market, at a highly competitive price.And with easy consumer financing available in the market, Hyundai did not have to work too hard to persuade even entry-level car buyers to go for the Santro instead of the Maruti 800.
And when it launched mid-size Accent some time later, Hyundai proved that it could get its value-price equation consistently right across different segments.
But despite its great start, Hyundai made two mistakes and by Maruti it is also one under the most pressure because after zooming to the number two spot, it cannot afford to skid in the race. But Telcos Indica is snapping at its heels. And Maruti's backlash is expected to target the Santro more than any other model.
BELLAD MOTORS (P) LTD The two miscalculations that Hyundai made? First, while Hyundai Santro was harping on the fact that it was a new generation car, it hadn't brought its latest engine technology to India, it was a mistake that rival Matiz capitalised on once Euro-II pollution norms were announced for the motors. Daewoo most of the fact that every Matiz was Euro-II complaint while Hyundai could offer an Euro-II version only at a higher price. Though the latter moved quickly in a damage-control exercise, the Santro did lose a bit of its sheen.
But worse for Hyundai, it-miscalculated demand for its cars. The result: when demand peaked for the Santro, it was in no position to offer the car off-the-shelf like its rivals. Buyers had to wait for three months to get a Santro after booking it. Hyundai is moving fast to sort out its capacity problem. Work will soon start on the second phase of its Sriperumbudur car project, one year ahead of what was initially planned. An additional investment of $400 million will help expand capacity from 1.2 lakh cars to 2 lakh cars per annum.
That apart, the big worry for Hyundai is that other than the Santro (the Atos in Korea), it doesn't 'have any other small car in its armoury. Unlike Suzuki which is primarily a small
car specialist, Hyundai can only introduce bigger cars in the Indian market either from its own product range, or those of Kia Motors, which it took over last year.
BELLAD MOTORS (P) LTD And the car maker is planning to do precisely that. Over the next two years, It plans to offer the Sonata, priced at around Rs "12 lakh, m the segment above the Astra/Lancer/City category. 'The Sonata is a niche product. We hope to sell about 250 cars a month," says Gandhi. Also, Hyundai will be launching a sports utility vehicle (SUV), currently under development in Korea.
Hyundai is looking a bit vulnerable now because globally it is a minnow in the car market. St lacks the sheer money power and product muscle to keep fighting the Fords and Telco in any market. And if Ford does take over Daewoo Motors, Hyundai's number two position in India could be seriously under threat.
TELCO: THE HOME-GROWN CHALLENGER When it first announced its plans,' scepticism abounded. With dozens of global carmakers hitting the Indian market with new products, few people would have given Telco much of a chance with an indigenously-developed car. Especially since Telco did not boast a great reputation for developing even world-class commercial vehicles, forget passenger cars.
When the Indica hit the market, the consensus opinion was that Telco had goofed up again. It had got its car and engine developed abroad - but all that was marred by the production
BELLAD MOTORS (P) LTD quality of the cars when they rolled out of the Telco plant in Pune. The Indica was riddled with quality problems. A year down the line, almost everyone grudgingly admits that the Indica has been a success. The Telco formula of pushing the biggest small car with a rugged diesel engine has been a major hit in the semi-urban and rural markets.
Rajesv Dube, general manager, commercial (passenger cars), Telco, points out the company's biggest advantage: low costs, fin other words, Telco can recover the costs of introducing a new car at a much lower volume of sales than its rivals can. But the flip side is that all global giants can amortise the costs of development by selling the same car across different world markets, Telco can't.
At the moment though, the Telco strategy is to tap the niches first. The Indica, with the diesel engines being pushed hard, was clearly aimed at a segment none of the rivals was addressing. Similarly, the new car Magna it is planning to launch is again expected to be a niche car addressing a particular need \n the Rs 12-16 lakh car segment. And in the SUV market, Telco has already introduced the premium Safari, which again focuses on a small niche.
It is a smart strategy as it avoids taking any of the big guns head on. But in the long run, Telco knows it has to take on its rivals in the mainstream markets as well. It is ramping up capacity to 160,000 from the current 120,000 cars anticipating that it will get the demand.
BELLAD MOTORS (P) LTD But Telco is also the weakest player in the small car market - and unless it keeps springing surprises,it could be the first casualty in this round of the car battles.
FIAT INDIA LTD: Fiat the Auto Titan was established in 1899 by Giovanni Agnelli. The company first set its foot on the Indian Turf in the year 1905, with the appointment of Mumbay Motor Cars Agency as its Sales Agent. The relationship with India was further strengthened when it signed a licence and servicing contract with Premier Automobiles Limited (PAL), paving the way for manufacturing and selling of 1100 and 1100D Fiat, Padmini, Uno and the latest offering being the cars from the project "178 World Car" range which includes Siena, Siena Weekend and the Palio. The companys pivotal interest remains automobiles. It has the most admired and sought after models worldwide to boast of which includes Fiat Lancia, Ferrari, Maserati, Alfa Romeo etc., Siena being the latest offering to the Indian consumers. Fiat is the only automobile manufacturer to have won the most coveted "EUROPEAN CAR OF THE YEAR" award for a record nine times, more than any other car manufacturer. These awards have not made the group complacent as it strives to achieve the best in all aspects, which include the people, environment, technology and energy.
BELLAD MOTORS (P) LTD This is seen in the companys endure towards Environmental issues and co-operation with all environmental organizations. Fiat has ambitious plans for making India its operational hub and plans to invest one billion US dollars in the coming years. Later the company introduced the Uno Europes favourite car for the last two decades into India. The Fiat 178 World Car Project has been developed specifically to expand production in overseas markets. This project includes international-class cars like the Siena sedan, the Siena Weekend station wagon and the Palio hatchback. Fiat has achieved a high level of localization for all its cars, and is making world-class cars available in India at even more competitive and affordable prices. Fiat Automobiles SpA owns the most-admired and sought-after models worldwide, including the Fiat Lancia, the Ferrari, the Maserati and the Alfa Romeo. Fiat is the only automobile manufacturer in the world that has won the coveted European Car of the Year award nine times. It is also the only company in the world that manufacturers recyclable cars. In the pipeline are ambitious plans to make India its operational hub in Asia in the future and invest US $1 billion here in the coming years.
BELLAD MOTORS (P) LTD.

BELLAD MOTORS (P) Ltd is a multi franchise automobile dealership based at Hubli servicing the North Karnataka. The Bellad Group with a standing of more than three decades in Automobile industry established their prestigious Maruti Dealership in the year 2006. Ideally located on Hubli Dharwad highway the dealership can boast of a spacious 4000 sq ft. and well lit showroom with ample frontage. The showroom has the complete range of cars for display and test drive and professional and trained sales staff always eager to serve and delight our value customers. The service center with an area of 6000 sq ft has two post lifts, pneumatic tools, computerized wheel alignment and wheel balancing machines and a most modern paint booth which can handle any make of car. The service personnel highly trained and professional with up to date knowledge owing to the groups policy of implementing continuous learning programs. A 24 hours emergency road service attached to the service division is always on call and is a confidence booster to our customer. The parts center in an area of 2000 sq ft is well stocked and has a wide range of accessories to suit the varying needs of our customers. The dealership with its professional management looks forward to their growth by focusing on customer centric and value added offers to their customers. Bellad Motors (P) Ltd with their network of branches at Bagalkot and Karwar are striving hard to satisfy their customers.
ORGANIZATION CHART
Managing Director
Deputy General Manager
HRD
M. W/S
Parts Manager
Sales Manager
Account Manager
M.T.V
Team Leader
Team Leader
Team Leader
Team Leader
Sr. Sales Executive
Sales Executive
Sales Executive
Sales Executive
Sales Executive
Sales Executive
Sales Executive
Sales Executive Reception Data Entry
Sales Executive
SALES DEPARTMENT
Managing Director
Sales Manager
Team Leader
Team Leader
Team Leader Bagalkot
Team Leader Karwar
Sales Executives
Sales Executives
Sales Executives
Sales Executives
WORK STATION
Managing Director
Customer Care Manager
Works Manager
Assistant Customer Care Manager
Assistant Works Manager
Service Advisor
Floor Supervisor Technicians
Floor Supervisor Technicians
DEPARTMENTS STUDY A) INVENTORY DEPARTMENT MAINTAINING GOOD INVENTORY REQUIRES: 1. 2. 3. 4. 5. 6. 7. 8. 9. Parts Classification Scientific Demand Forecasting Correct stocking rules Ordering based on EOQ, not rule of Thumb Frequent ordering or fast moving parts Minimize / eliminate VOR purchase Proper record maintenance Proper storage of parts Regular physical stock checking
CAUSES OF BAD INVENTORY: 1. 2. 3. 4. Wrong parts ordering Improper storing of parts No scientific ordering Continuous stock ordering
FUNCTIONS OF SUGGESTED ORDER QUANTITY 1. 2. It shows the previous month transactions Present month required parts quality
BELLAD MOTORS (P) LTD 3. 4. It shows the time taken for to place the order and getting the same order It shows the safety stock
QUANTITY SUGGESTED FOR ORDERING BASED ON THE FOLLOWING FUNCTIONS FACTORS 1. 2. Forecast demand (DMD) for the month under consideration Supply rule table for the part (SRT)
Current stock availability for the part (AVBL) 3. 4. Pending purchase orders to be realized (PPO) Back orders for the part, if any (BOQ)(Pending customer order) SOQ = (DMD*SRT) AVBL PPO + BOQ
B) SERVICE DEPARTMENT
WORKMEN SUPERVISERS HEAD OF THE DEPT
25 04 01
When customer enter the workshop with vehicle then his vehicle problem is entered in the job card The job cards are of three copies Customer copy A/C copy
BELLAD MOTORS (P) LTD For technician
Three free services provided by the company. After the free services the cost of one paid service is Rs- 450
Following Reports are maintained by services section Customer complaints Camps report Free service reports Test conducted report Feed back report Tools and equipment file.
Technology used in service For petrol carMPFI- Multi Point Fuel Injection For diesel carPre-Delivery Investigation (PDI) Section Functions of PDI 1. PDI is the co-ordination of sales and services 2. check the damages of the vehicle 3. Register the engine no
BELLAD MOTORS (P) LTD 4. The main function of PDI is over all checking of vehicle, external damages through check, paint, electrical connection.
Terms and conditions for the service 1. The vehicle is driven and tested ( including test drive outside the workshop) repaired and stored at the sole risk, responsibility and liability of the in case of damage due to an accident repairs will be carried out the insurance of the vehicle. 2. The customer indemnity Bellad Motors (P) Ltd (BMPL) against any risk liability responsibility for loss or damage to the vehicle and or life or property of all persons arising out of repairing / servicing / test driving of the vehicle when the vehicle is in BMPL custody and the customer confirms, to have obtained insurance of the vehicle together with accessories and other accompaniments.
3. The customer will not hold BMPL responsible / liable for any delay in delivery or in carrying out of repairs or procurement of spare parts for reasons beyond BMPL control.
4. The customer undertakes to delivery of the vehicle within 48 hours of advice regarding completion of the work. In the event of delay the customer has no objection to BMPL charging storage charges at Rs 250 per day along with the charges of repair spare parts etc.
BELLAD MOTORS (P) LTD 5. The customer has no objection to BMPL levying estimation charges of Rs 500 or 10% of the total lab hours charge whichever is highest if the job is not entrusted to
BMPL after obtaining the estimate and agree to pay the same in addition to storage charges referred to above.
6. Delivery to customer will not be given on credit.
7. Demand draft and pay order should be made in favour of Bellad Motors (P) Ltd payable at Hubli.
8. No vehicle will be delivered without receipt.
9. Vehicle will not be delivered t customer after 6:30 pm. Needs Improvements 1. We will provide quality workshop 2. Daily training of manpower 3. Usage of proper tools and equipments 4. We will deliver the car at the promised time. 5. We will fix the problem on the first visit. 6. We will provide proper estimation of charges before start of jobs. 7. We will explain the charges taken and work carried out. 8. We will be helpful and have patience in listening to the needs of the customer.
BELLAD MOTORS (P) LTD 9. We will not over estimate the repair time. 10. We will take of services and repair as per customers convenience.
C)
SALES DEPARTMENT MD DGM T.L S.E M.T.V = = = = = Managing Director Deputy General Manager Team Leader Sales Executive Maruti True Value
The following chart explains the Sales Department. In that Sales Manager handles the sales promotion activities, Customer Care Executive handles the identifying the customer problems and solving. Branch Managers are district wise and their work is to take the information form the sales executives about the needs of vehicles and send the same information to the Sales Manager and bring the vehicles from Sales Manager to Sales executives.
Karnataka in Hubli Bellad Motors (P) Ltd. showroom is located on PB road at Unkal Cross. The workshop located at there itself, carries out after sales operations, free service, paid service and Running repairs. Besides this the workshop also in to selling of pre-owned cars and Ranks First for the sale of pre-owned cars in India. The stockyards situated at attach to showroom carries the pre-delivery inspection of all the vehicles and
BELLAD MOTORS (P) LTD gets them ready for the sales. It has paved surface stocking area of about 50 to 100 Maruti vehicles.
Quality Management System: Bellad Motors has a documented and established quality management system to
ensure that manner. The documentation structure of Bellad Motors can be represented in the following
1.
QULITY MANUAL 2. QULITY SYSTEM ROCEDURES 3. WORK INSTRUCTIONS AND CHECKLIST 4. FORMS AND CARDS 5. REFERENCE STANDARDS AND EXTERNAL ANNUAL
The quality manual describes the ISO 9001: 2000 standards adapted at Bellad Motors.
The quality management system procedure manual BM/HBL/PM/O 1 contents the
detail of how the processes in the organization are being conducted, control and recorded and meet the customer demands
BELLAD MOTORS (P) LTD The work instructions and checklist contains how the specified activities are to be
carried out. The forms and records support the activities carried out and controlled. All the external manuals and standards are controlled.
Management Commitment: The management of Bellad is committed to quality management system through
leadership and actions. The management shall provides the basic infrastructure and continually upgrade the work environment. The management is also committed to The quality policy and quality objective of organization. Ensures that the policy is understood, implemented and maintained at all the levels
of the organization Ensure focus on the customer requirement throughout the organization. Ensure availability of necessary resources. Review the established quality management system periodically through the Management reviews. Customer Focus at Sales: them Demonstration and test drives shall be given whenever required. The Performa invoice/price list terms and conditions will be given. Belgaum Institute Of Management Studies (MBA) Belgaum. 58 The Field executives visit the customers and explain the features of the vehicle to
BELLAD MOTORS (P) LTD The order booking forms duly collected from the customer and clarity with regard
to the terms and conditions are explained and the copy id handed over to customer along with the receipt or payment made. Any amendment required by the customer, it should be recorded on the order
booking
Forms The delivery is insured as per the checklist duly explaining all the features mentioned In the checklist.
Customer Focus at Service: a) The customer can book the vehicle for the servicing/repairs either through the or personally the front office.
telephone b) c)
The detail shall be entered in 'booking register' by the telephone operator. The list of the vehicles shall be given to front office ~very morning to accept the
vehicles for servicing for that date. d) The customer can bring their vehicle for servicing without booking. However such
vehicle shall be accepted only after ensuring that there is enough capacity for the booked vehicles. e) On the bases of kilometers run by the vehicle and customer requirement, the
customer shall explained about the type of the servicing/repairs and spare
BELLAD MOTORS (P) LTD parts required and to ensure that the service station has the required capacity to accept the vehicle. f) Before accepting the vehicle, a mutually acceptable delivery time and date is fixed
with the customer. g) The customer's consent shall be taken on the estimated cost of the repair/service of
the vehicle.
h)
All the details of the work required along with the date and time of the delivery and
the established cost shall be recorded in the job order card before commencement of the work. i) Incase of any change in the terms any change in the services, the cost or the any
delivery time then the client shall be informed verbally over the phone and change shall be recorded in the Job Order Card.
Quality Policy:
The management of Bellad Motors shall always remain committed to its objectives for quality for with the main thrust on meeting the customer expectation and requirements. policy. The management's commitment to quality reflected in its quality
"We at Bellad Motors pledged to make quality a way of life through commitment to Belgaum Institute Of Management Studies (MBA) Belgaum. 60
BELLAD MOTORS (P) LTD Continual improvement customer satisfaction and adhering to quality management system"
The management ensures that the policy is understood implemented and maintained at all levels of the organization and continual improvement in customer satisfaction.
At present our quality objectives are We ensure that customer complaints do not exceed 8 per 10,000
vehicles. We ensure that repeat job do not exceed 2 % We ensure CSI of90% with minimum of 15% feed back cards. We ensure SSI of80% at sales with minimum of20% feedback cards. We ensure to conduct 3 free emission/service check camps per quarter. We ensure to launch I incentive scheme per month. We ensure to conduct 4 internal audits and 4 MRM's per financial year of quality management system.
QUALITY MANAGEMENT SYSTEM PLANNING The quality plan at Bellad following. Motors comprises the identification of the
BELLAD MOTORS (P) LTD The various models of vehicles from Maruti Udyog Ltd sold and serviced at Bellad Motors. The various types of services done at Bellad Motors. The external manual acquired from Maruti Udyog Ltd to sell and service the
vehicles.
The various models of vehicles from Maruti Udyog Ltd. Sold and serviced at Bellad Motors. Maruti-800 car Maruti omni Zen Estilo
Alto Wagon-R Esteem Versa Baleno Vitara Swift
BELLAD MOTORS (P) LTD The various types of servicing done at Bellad Motors. Services-Free service and paid service. Running repair. Quick service repair. Break down service.
The external manuals acquired from Maruti Udyog Ltd. To sell and service the vehicles. Sales policy bulletin Marketing circulars Service manuals Service circulars Service bulletin Warranty bulletin Spares parts price catalogue Spares parts price list
Spare parts procedure manuals

Spare parts bulletin
BELLAD MOTORS (P) LTD Spare parts circulars Maruti service quality standards Customer care manual Service marketing manual.
Competence, Awareness and Training:

a) Recruitment is done as per MUL norms of education and experience. b) There exists well-defined system to identify and provide training to all the
personnel procedure No. BMPL/HBL/PR/12. c) Induction training and on job training shall be provided
d)
All concerned shall be trained on the latest sales/service/spares/bulletins/circulars
from MUL. e) As per the MUL scheduled training programme Executives/Mechanics/Manager
will be deputed for training. f) Training records shall maintain.
Identification and Trace ability: Identification:

1. New vehicle, which has completed pre-delivery inspection, shall be identified as
PDI- OK on the windshield, MUL Invoice and job order card, PDI and stockyard register. 2. Identification of vehicles at the service workshop shall be through vehicle model,
Registration number and unique job order Nos. Belgaum Institute Of Management Studies (MBA) Belgaum. 64
BELLAD MOTORS (P) LTD 3. Inspection and test status of service/repair of vehicles shall be identified through
the job order card. 4. Completed job order card and the stamp of the final inspector shall identify Final
OK vehicles. 5. Identification of spare parts shall be in the form of part Nos., as per Maruti
guidelines. 6. Identification of new vehicles is by its colour, model, chassis and engine Nos.,
MUL Invoice, stockyard register.
Trace ability:
1. Traceability shall be established though vehicle registration No. Job order number and the date of job order. 2. Traceability of new vehicle at stockyard is established through chassis and engine No, key no, and parking slot No.
Monitoring and Measurement: Customer Satisfaction:

1. Feedback received from the customer on their perception and service experience customer satisfaction measure (percentage) is generated using software supplied by Maruti Udyog Ltd. 2. Results of customer satisfaction measure are discussed in the management review meetings and counter measure for the continual improvement is initiated.
Internal Audit:
There is a well-defined procedure No.: BMPL/HBL/04 to conduct internal audit and examine the implementation of Quality Management System. Belgaum Institute Of Management Studies (MBA) Belgaum. 65
Monitoring and Measurement of Processes:

1. Pre-sales process is monitored and measured by the number of enquires and the closure of sales. 2. Sales process is monitored customer personal docket checklist, commitment and delivery, SSI%. 3. In service, repeat jobs, customer complaints, feedback card %, CSI%, PSF%, final inspection are monitored. 4. Statistical graphs are used to indicate the measures.
IMPROVEMENT Continual Improvement

Bellad Motors, Hubli shall continually improve the effectiveness of the Quality
management System through commitment to Quality policy, Quality objectives as well as use of audit results, management review meeting decisions, analysis of data, corrective and preventive actions.
Corrective Action:
There is a documented system procedure No. BM/HBL/PR/06 to implement corrective action on all the non-conformities arising from: Customer complaints Repeat Jobs System Non Compliances Post Service Follow Ups
Post Sales Follow ups
BELLAD MOTORS (P) LTD CSI negative feedback SSI negative feedback Road test Final inspection Internal Audit findings Supervision by supervisor\ Work Managers External Audits.
Preventive Action
There is a documented System Procedure No.BM/HBL/PR/07 to identify potential NonConformities like recurring Non-Conformities determined from Repeat job, Final Inspection, washing Quality as well as for potential Non-Conformities determined during MRM, Meetings and Audits and Analysis of Customer Feedback.
SAMPLING Sample: Sampling allows us to concentrate our attention upon relatively small number of people and hence devote more energy to ensure that the information collected from them accurate. Stages in the selection of a sample The target population Specify the sampling frame Specify sampling unit Specify sampling method Determine sample size The target population: Concerned to the project, selected the target population as, Hubli city car owners. Select the Sampling frame: Concerned to the project, the sampling frame here is basically the All Maruti Car owners. Sampling unit: Concerned to the project, Existing customers of Bellad Motors and RNS motors. Sampling method: Concerned to the project, the method used is convince random sampling Determination of the sample size: Concerned to the research, sample size selected is 100. Belgaum Institute Of Management Studies (MBA) Belgaum. 68
RESEARCH DESIGN
Define the Research problem
Estimate the value of information
Select the value of information
Select the Data Collection Method
Select the Measurement Technique
Select the Sample
Select the Analytical Approach
Evaluate the Ethics of the Research
Specify the Time & the Financial cost
DATA COLLECTION METHODS
Primary Data Collection:
Interview: The administrator of a questionnaire to an individual or group of individuals is called an interview.
Type of Interview: Structured Interview, it refers to the extent to which an interviewer is restricted to following the wording and instructions in the questionnaire. Concerned to the project, using the structured questionnaire with open-ended, close ended. And the questionnaire was addressed to the customers who visited the outlets and also those customers who visited the market area through convenience sampling.
Measuring Tools: Descriptive type of research, using the questionnaire was being incorporated.
MEASUREMENT TECHNIQUES
Questionnaire:
This is most easy technique that is sought after and one of the easy methods to gather primary information and is a core source for primary data and this type of data collection technique is being incorporate by me through the questionnaire. And the questionnaire would be given to those customers who visit these outlets.
Using SPSS software: It involves a recorded observation into dissipate statement. The measurement and evaluation of data is done using SPSS 11.0 version software, simple frequency cross tabs and graphical representations.
ANALYSIS AND INTERPRETATION

1. What is your opinion about Maruti Car? Frequency Percent Valid Excellent Good Neither bad nor good Total 59 40 1 100 59.0 40.0 1.0 100.0 Valid Cumulative Percent Percent 59.0 59.0 40.0 99.0 1.0 100.0 100.0
W is your opinion about M hat aruti C ar?

70 6 0 5 0 4 0 3 0
Frequency
2 0 1 0 0 E ellent xc Go od N eithe bad no go d r r o
W is your opinion about M hat aruti Car?
INTERPRETATION
BELLAD MOTORS (P) LTD From the above graph we can see that, in the total sample size of 100, 59% of the respondents are placed their opinion about Maruti car as excellent and 40% of them placed good, 1% of the respondents placed as neither bad nor good.
2. Are you aware of Bellad Motors? (Maruti Suzuki Dealer) * If yes how, Cross tabulation Count If yes how, News paper 51 Total Word of mouth 49
Are you aware of Bellad Motors? (Maruti Suzuki Dealer) Total
Yes
100
51
49
100
5. 1 5
5. 1 0
5. 0 5
5. 0 0
4. 9 5
Co unt
I y sh w f e o,
4. 9 0 Nwppr e s ae 4. 8 5 Ys e Wd fm t o o oh r u
A y u wr o Bla M os ( a t Sz kDa r r o a a f e d o r ? M u uui el ) e e l t r i e
INTERPRETATION From the above graph we can see that, in the total sample size of 100,51% of the respondents are aware about Bellad Motors through newspaper advertisement and 49% of respondents are through word of mouth. Most of respondents are aware of Bellad Motors through news paper advertisement so enhance advertisements in dailies.
3. Where would you like to purchase in future? Frequency Percent Valid Bellad Motors RNS Motors Total 82 18 100 82.0 18.0 100.0 Valid Cumulative Percent Percent 82.0 82.0 18.0 100.0 100.0
W here w ould you like to purchase in future?

100
8 0
60
40
Frequency
20
0 Bellad Mo rs to R S Mo rs N to
W here would you like to purchase in future?
INTERPRETATION From the above graph we can see that, in the total sample size of 100, 82% of the respondents would like to purchase car in future at Bellad Motors, 18% of the respondents wants to purchase at RNS. 18% of the respondents are not satisfied with Bellad Motors performance. Hence concentrate towards existing customers to satisfy their requirements properly. Belgaum Institute Of Management Studies (MBA) Belgaum. 75
BELLAD MOTORS (P) LTD 5. a) Showroom is situated in convenient place. Frequency Percent Valid Neither Agree nor Disagree Agree Strongly Agree Total 1 65 34 100 1.0 65.0 34.0 100.0 Valid Percent 1.0 65.0 34.0 100.0 Cumulative Percent 1.0 66.0 100.0
Show room is situated in convenient place.

70 60 50 40 30
Frequency
20 10 0 N either A gree no D r i A gree Stro ngly A gree
Showroom is situated in convenient place.
INTERPRETATION From the above graph we can see that, in the total sample size of 100, 65% of the respondents are agreed that show room situated in convenient place, 34% of the respondents are strongly agreed and 1% of them neither agreed nor disagree.
b) Parking place is very comfortable. Frequency Valid Disagree Neither Agree nor Disagree Agree Strongly Agree Total 1 4 58 37 100 Percent 1.0 4.0 58.0 37.0 100.0 Valid Cumulative Percent Percent 1.0 4.0 58.0 37.0 100.0 1.0 5.0 63.0 100.0
P rk gp ce is v ry co fo b . a in la e m rta le
70 6 0 5 0 4 0 3 0
Frequency
2 0 1 0 0 D a re is g e N ith r A re no D e e g e r i A re g e S n ly A re tro g g e
P rk g p ceis ve co forta le a in la ry m b .
INTERPRETATION From the above graph we can see that, in the total sample size of 100,58% of the respondents are agreed that parking place is very comfortable, 37% of the respondents are strongly agreed and 4% of them neither agreed nor disagree.
BELLAD MOTORS (P) LTD c) Sales executives of Bellad Motors are very co-operative & helpful. Frequency Percent Valid Disagree Neither Agree nor Disagree Agree Strongly Agree Total 2 6 56 36 100 2.0 6.0 56.0 36.0 100.0 Valid Cumulative Percent Percent 2.0 2.0 6.0 8.0 56.0 36.0 100.0 64.0 100.0
S le e e u e o B lla M to a v ryc -o e tiv &h lp l. a s x c tiv s f e d o rs re e o p ra e e fu

6 0
5 0
4 0
3 0
Frequency
2 0
1 0
0 D a re is g e N ith r A re n r D e e g e o i A re g e S n lyA re tro g g e
S le e e u e o B lla M to a v ry c - p ra e&h lp l. a s x c tiv s f e d o rs re e o o e tiv e fu
INTERPRETATION From the above graph we can see that, in the total sample size of 100,58% of the respondents are agreed that Bellad Motors sales executives are very co-operative & helpful, 36% of the respondents are strongly agreed and 6% of them neither agreed nor disagree and 2% of them disagree.
BELLAD MOTORS (P) LTD d) Finance assistance of Bellad Motors is very effective. Frequency Percent Valid Disagree Neither Agree nor Disagree Agree Strongly Agree Total 1 6 66 27 100 1.0 6.0 66.0 27.0 100.0 Valid Cumulative Percent Percent 1.0 1.0 6.0 7.0 66.0 27.0 100.0 73.0 100.0
F a c a s ta c o B lla M to is v ry e c e in n e s is n e f e d o rs e ffe tiv .

70 6 0 5 0 4 0 3 0
Frequency
2 0 1 0 0 D a re is g e N ithe A re n r D e r g e o i A re g e S ng A re tro ly g e
F a cea in n ssista ceo B lla M n f e d otors is ve e ctive ry ffe .
INTERPRETATION From the above graph we can see that, in the total sample size of 100,66% of the respondents are agreed that finance assistance at Bellad Motors is very good, 27% of the respondents are strongly agreed and 6% of them neither agreed nor disagree and 1% of them disagree. Belgaum Institute Of Management Studies (MBA) Belgaum. 79
BELLAD MOTORS (P) LTD e) Pre-delivery check up at Bellad Motors is very goods Frequency Percent Valid Disagree Neither Agree nor Disagree Agree Strongly Agree Total 1 5 61 33 100 1.0 5.0 61.0 33.0 100.0 Valid Percent 1.0 5.0 61.0 33.0 100.0 Cumulative Percent 1.0 6.0 67.0 100.0
P re-delivery ch eck u a B d M p t ella otors is very g oods

70 6 0 5 0 4 0 3 0
Frequency
2 0 1 0 0 D a re is g e N ithe A re no D e r g e r i A re g e Stro ly A re ng g e
P re-d livery che u a B d M e ck p t ella otors is very goods
INTERPRETATION From the above graph we can see that, in the total sample size of 100,61% of the respondents are agreed that pre-dellivery check up at Bellad Motors is very good, 33% of the respondents are strongly agreed and 5% of them neither agreed nor disagree and 1% of them disagree. Belgaum Institute Of Management Studies (MBA) Belgaum. 80
f) Timely delivery at Bellad Motors is very effective. Frequency Percent Valid Disagree Neither Agree nor Disagree Agree Strongly Agree Total 2 11 45 42 100 2.0 11.0 45.0 42.0 100.0 Valid Cumulative Percent Percent 2.0 2.0 11.0 13.0 45.0 42.0 100.0 58.0 100.0
T e d lliv ry a B lla M to is v ry effe e im ly e e t e d o rs e ctiv .

5 0
4 0
3 0
2 0
Frequency
1 0
0 D a re is g e N ithe A re no D e r g e r i A re g e S ng A re tro ly g e
T e d llive a B lla M im ly e ry t e d otors is ve e ctive ry ffe .
INTERPRETATION From the above graph we can see that, in the total sample size of 100,45% of the respondents are agreed that timely delivery is very effective at Bellad Motors, 11% of the respondents are strongly agreed and 11% of them neither agreed nor disagree and 2% of them disagree Belgaum Institute Of Management Studies (MBA) Belgaum. 81
BELLAD MOTORS (P) LTD g) After sales service at Bellad Motors is very effective. Frequency Percent Valid Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Total 1 2 7 77 13 100 1.0 2.0 7.0 77.0 13.0 100.0 Valid Percent 1.0 2.0 7.0 77.0 13.0 100.0 Cumulative Percent 1.0 3.0 10.0 87.0 100.0
A r s le s rv ea B lla M to isv rye c e fte a s e ic t e d o rs e ffe tiv .

S rn lyD a re to g is g e S n lyA re tro g g e D a re is g e N ith r A re n r D e e g e o i
A re g e
INTERPRETATION From the above graph we can see that, in the total sample size of 100, 77% of the respondents are agreed that after sales service at Bellad Motors is very effective, 13% of the respondents are strongly agreed and 7% of them neither agreed nor disagree, 2% of them disagree and 1% of them strongly disagree.
BELLAD MOTORS (P) LTD 6. Are you satisfied with service station at Bellad Motors. Frequency Percent Valid Yes No Total 84 16 100 84.0 16.0 100.0 Valid Percent 84.0 16.0 100.0 Cumulative Percent 84.0 100.0
A you sa re tisfied w service sta ith tion at B ellad M otors.

1 00
8 0
6 0
4 0
Frequency
2 0
0 Ys e N o
Are you satisfied with service station at Bellad M otors.
INTERPRETATION From the above graph we can see that, in the total sample size of 100, 84% of the respondents are satisfied with service station and 16% of the respondents are not satisfied. Still there is scope to improve the service station to satisfy the unsatisfied customers.
8. Could you tell the reason why you purchased car at Bellad Motors. Belgaum Institute Of Management Studies (MBA) Belgaum. 83
Frequency Percent Valid New Showroom Trust Colour choicing Price variation Extra offers/disc ounts Total 13 31 18 22 16 100 13.0 31.0 18.0 22.0 16.0 100.0
Valid Percent 13.0 31.0 18.0 22.0 16.0 100.0
Cumulative Percent 13.0 44.0 62.0 84.0 100.0
C lu y ut ll t er a o w yy up r h s dc r a B lla M t r . o ld o e h e s n h o uc a e a t e d oos
4 0
3 0
2 0
Frequency
1 0
0 Nw h wom e Soro Tu t rs Clo r c o in o u h ic g Pic v r t n r e aiaio Et aoesd c u xr f r / iso n f
C lu y ute t er a o w yy up r h s dc r a B lla M to s o ld o ll h e s n h o uc a e a t e d o r .
INTERPRETATION From the above graph we can see that, in the total sample size of 100, 31% of the respondents are purchased car at Bellad Motors due to trust, 22% of them purchased due to price variation in dealers, 18% of them purchased due to colour choicing, 16% of the respondents are purchased due to extra offers/discounts and 13% of them purchased due to new showroom.
BELLAD MOTORS (P) LTD 9. Do you recommend others to purchase cars at Bellad Motors?
Frequency Valid Yes No Total 80 20 100 Percent 80.0 20.0 100.0 Valid Percent 80.0 20.0 100.0 Cumulative Percent 80.0 100.0
D y ure m e d o e to p rch se ca a B lla M to o o co m n th rs u a rs t e d o rs?

10 0
8 0
6 0
4 0
Frequency
2 0
0 Ys e N o
D youre o com e doth rs to p rch se ca a B lla M mn e u a rs t e d otors?
INTERPRETATION
From the above graph we can see that, in the total sample size of 100, 80% of the respondents are ready to recommend to others to purchase car at Bellad Motors and 20% of them do not recommend. Most of the customers are satisfied with performance of Bellad Motors hence they are ready to recommend to purchase the Maruti Cars at Bellad Motors.
10. How do you rate overall performance of Bellad Motors.
BELLAD MOTORS (P) LTD Frequency Percent Valid Excellent Good Neither bad nor good Total 16 66 18 100 16.0 66.0 18.0 100.0 Valid Cumulative Percent Percent 16.0 16.0 66.0 82.0 18.0 100.0 100.0
How do you rate overall p erform ance of B ellad M otors.

70 6 0 5 0 4 0 3 0
Frequency
2 0 1 0 0 E e nt xc lle Go od N ithe b d no g o e r a r od
H do you rate overall perform ow ance of B ellad M otors.
INTERPRETATION From the above graph we can see that, in the total sample size of 100, 66% of the respondents are rated overall performance of Bellad Motors as good, 18% of them neither bad nor good and 16% of them placed excellent. Still there is lot of scope to reach the excellent stage.
FINDINGS
1. 59% of the respondents are placed their opinion about Maruti car as excellent. 2. 51% of the respondents are aware about Bellad Motors through newspaper advertisement and 49% of respondents are through word of mouth. 3. 18% of the respondents are not satisfied with Bellad Motors performance. 4. 11% of the respondents are rated the timely delivery as neither agree nor disagree and 2% of them are disagree. 5. 84% of the respondents are satisfied with service station and 16% of the respondents are not satisfied. 6. 31% of the respondents are purchased car at Bellad Motors due to trust, 22% of them purchased due to price variation in dealers, 18% of them purchased due to colour choicing, 16% of the respondents are purchased due to extra offers/discounts and 13% of them purchased due to new showroom. 7. 80% of the respondents are ready to recommend to others to purchase car at Bellad Motors and 20% of them do not recommend. 8. 66% of the respondents are rated overall performance of Bellad Motors as good, 18% of them neither bad nor good and 16% of them placed excellent.
SUGGESTIONS
1. Newspaper advertisements is very effective so enhance news paper advertisements and provide good service for existing customers which can help to increase positive word of mouth. 2. Delivery of car should be made at promised time. 3. In service station recruit the well experienced staff which will increase efficiency and performance of staff and improve the quality of service. 4. Most influential factors are trust, color choosing, extra offers and discounts and price variations between the dealers. Hence allow cash discounts on cash payments and provide offers in the form of 1 year free insurance, free accessories, increased number of free services, and technical support & guidelines. 5. Provide all committed offers at the time of delivery of the car, which can reduce the cognitive dissonance of the customer. 6. Instead of spending heavily for prospective customers, satisfy the existing customers which will increase positive word of mouth, and enhance the sales by their recommendations. 7. To reach the excellent stage of performance it has to overcome from commitment problem, service station problem, quality spares and accessories and should recruit the experienced service staff.
CONCLUSION
Winning the hearts and minds of todays sophisticated vehicle buyers will require collaboration, commitment and communication on the part of both manufacturers and dealers. This study provides an overview of consumers automotive buying behaviourhow they shop, why they buy, what keeps them coming back. The findings make it clear that automotive manufacturers and dealers must focus on better collaboration, stronger commitment to developing a long-term relationship with the customer, and increased communication throughout the vehicle lifecycle if they hope to improve customer loyalty as well as business performance.
BELLAD MOTORS (P) LTD QUESTIONNAIRE Dear sir/madam, I am pleased to introduce myself as MBA student of PES&Ts Belgaum Institute of Management Studies, (MBA) Belgaum. As a part of curriculum I have undertaken a research entitled A study on impact of consumer buying behaviour on sales at BELLAD MOTORS, Hubli. The information provided by you will be kept strictly confidential and used for academic purpose only. Please co-operate.
1. What is your opinion about Maruti Car ? Excellent Good Neither bad nor good Bad Very bad
2. Name the Maruti Dealers in Hubli. ________________________________________________________ 3. Are you aware of Bellad Motors ? (Maruti Suzuki Dealer ) Yes No
If yes how, News paper Cable Advertisement Word of mouth Others , please specify 4. Where would you like to purchase in future ? Bellad Motors RNS Motors
BELLAD MOTORS (P) LTD 5. Rate the following at Bellad Motors. A) Showroom is situated in convenient place.
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
B) Parking place is very comfortable.

C) Sales executives of Bellad Motors are very co-operative & helpful.

D) Finance assistance of Bellad Motors is very effective.

E) Pre-delivery check up at Bellad Motors is very good.

F) Timely delivery at Bellad Motors is very effective.

G) After sales service at Bellad Motors is very effective.

BELLAD MOTORS (P) LTD 6. Are you satisfied with service station at Bellad Motors. Yes No
If No, Reason Please -______________________________ ________________________________ 7. Could you tell the reason why you purchased car at Bellad Motors. New Showroom Price variation Trust colour choicing
Extra offers/ discounts
8. What other services would you like to expect at Bellad Motors. ___________________________________________________________ ___________________________________________________________ 9. Do you recommend others to purchase cars at Bellad Motors? Yes No
If No Why? ___________________________________ ___________________________________ 10. How do you rate the overall performance of Bellad Motors. Excellent Good Neither bad nor good Bad Very bad
NAME:_____________________________________________________ ADDRESS:__________________________________________________ __________________________________________________ MARUTI CAR:________________ MODEL:______________________ DATE OF PURCHASE:________________________________________
THANKING YOU DATA CODE SHEET

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45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 1 1 1 1 2 1 2 2 2 1 2 1 2 2 2 1 1 1 2 1 1 2 1 2 2 1 1 1 2 2 1 2 1 1 2 1 2 1 2 2 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 3 1 1 3 3 1 1 3 3 3 1 3 1 3 3 3 1 3 3 3 1 3 3 3 1 3 3 3 3 1 3 3 1 3 3 1 1 3 3 1 1 1 1 1 1 3 1 1 1 1 2 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 2 1 1 1 1 1 2 2 1 1 1 1 1 1 1 1 1 2 2 4 5 5 5 4 5 4 5 5 4 5 4 4 5 4 5 4 4 4 5 4 4 4 4 4 5 5 4 4 4 5 4 4 5 4 4 4 4 4 4 4 5 5 4 5 4 4 5 4 5 5 5 4 5 4 3 5 3 5 4 4 4 4 5 4 5 4 5 5 4 5 4 4 5 4 4 5 4 4 4 4 5 4 4 4 4 4 5 5 5 5 4 5 4 4 5 5 5 4 4 4 4 5 4 4 4 4 5 4 5 4 4 4 5 4 4 5 5 5 5 4 4 5 5 4 3 5 4 5 4 5 4 3 5 4 5 5 4 5 5 5 5 4 4 5 4 5 4 4 4 5 4 3 4 5 4 5 4 3 5 4 4 4 5 4 5 4 5 5 4 5 5 4 4 4 4 4 4 4 4 4 5 4 4 4 5 4 4 5 4 3 4 4 5 4 5 4 4 4 4 4 5 4 5 4 3 4 4 5 5 4 5 5 4 4 5 4 4 4 5 5 3 4 4 4 5 4 4 4 4 5 5 5 4 5 5 4 4 4 5 4 5 5 4 4 5 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 4 5 5 4 4 5 3 4 4 5 5 5 3 3 5 5 5 4 4 5 5 5 5 3 4 5 4 4 4 4 4 4 5 5 4 4 4 5 4 5 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 4 5 4 4 3 4 4 4 4 5 2 4 4 4 4 4 4 1 1 1 2 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 2 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 2 1 3 3 2 5 4 3 2 4 4 5 4 4 2 4 5 5 3 4 2 1 2 4 4 5 5 2 1 2 3 5 2 4 1 5 4 5 4 5 2 3 2 2 2 4 2 2 3 5 1 1 1 2 1 1 1 1 2 2 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 2 1 1 1 2 1 1 1 1 1 2 2 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 3 2 3 2 3 2 2 2 2 3 2 2 3 2 2 2 2 2 3 2 2 3 3 2 2 3 2 2 2 2 2 3 3 1 1 2 2 2 2 2 2 1 2 3

93 94 95 96 97 98 99 100 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 1 1 1 1 2 1 1 4 5 4 4 4 4 5 5 4 5 4 5 4 4 5 4 5 4 4 5 4 3 4 4 5 4 4 4 4 4 5 4 4 4 4 5 4 4 4 5 5 5 4 5 4 3 4 5 4 4 4 4 5 3 4 4 1 1 1 1 1 2 1 1 4 2 2 1 4 3 2 3 1 1 1 1 1 2 1 1 2 1 2 2 2 2 1 2
BIBLOGRAPHY
REFERANCE BOOKS: Marketing research Marketing research : Tull and Hawkins : A.Parasuraman, Dhruv Grewal and R.Krishnan.
INTERNET WEBSITES : www.marutiudyog.com www.google.com

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BELLAD MOTORS (P) LTD

Belgaum Institute Of Management Studies (MBA) Belgaum. 1

Belgaum Institute Of Management Studies (MBA) Belgaum. 2

Maintain good customer relationship.

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LITERATURE REVIEW Consumer buying behaviour

Types of Purchase Decisions

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BELLAD MOTORS (P) LTD

upon the buying situation.

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BELLAD MOTORS (P) LTD

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In all but the most routine purchases, consumers

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BELLAD MOTORS (P) LTD MANAGEMENT PROBLEM

Hence statement problem as follows

A study on impact of consumer buying behavior on sales at Belled motors Hubli.

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BELLAD MOTORS (P) LTD PURPOSE OF THE STUDY

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Suzuki innovative traffic beat in Delhi and Chennai as social

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BELLAD MOTORS (P) LTD

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BELLAD MOTORS (P) LTD SOCIAL WELFARE:

Medical support & welfare

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Education Programme for mothers

Our environment Policy:

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BELLAD MOTORS (P) LTD