INTRODUCTION Tata Motors Limited is India's largest automobile company, with revenues of Rs.32,426 crores (USD 7.

2 billion) in 2006-07. It is the leader by far in commercialvehicles in each segment, and the second largest in the passenger vehicles market withwinning products in the compact, midsize car and utility vehicle segments. Thecompany is the world's fifth largest medium and heavy commercial vehiclemanufacturer, and the world's second largest medium and heavy bus manufacturer.The company's 22,000 employees are guided by the vision to be "best in themanner in which we operate best in the products we deliver and best in our valuesystem and ethics." Tata Motors helps its employees realise their potential throughinnovative HR practices. The company's goal is to empower and provide employeeswith dynamic career paths in congruence with corporate objectives. Allround potentialdevelopment and performance improvement is ensured by regular in-house and externaltraining. The company has won several awards recognising its training programmes.Established in 1945, Tata Motors' presence indeed cuts across the length andbreadth of India. Over 4 million Tata vehicles ply on Indian roads, since the first rolledout in 1954. The company's manufacturing base is spread across India - Jamshedpur (Jharkhand) in the east, Pune (Maharashtra) in the west, and in the north in Lucknow(Uttar Pradesh) and Pantnagar (Uttarakhand). A new plant is being set up in Singur (close to Kolkata in West Bengal) to manufacture the company's small car. The nation-wide dealership, sales, services and spare parts network comprises over 2,000 touchpoints. The company also has a strong auto finance operation, TML Financial ServicesLimited, supporting customers to purchase Tata Motors vehicles.Tata Motors, the first company from India's engineering sector to be listed in theNew York Stock Exchange (September 2004), has also emerged as an internationalautomobile company. In 2004, it acquired the Daewoo Commercial Vehicles Company,Korea's second largest truck maker. The rechristened Tata Daewoo CommercialVe hicles Company has launched several new products in the Korean market, while alsoexporting these products to several international markets.

Today two-thirds of heavy commercial vehicle exports out of South Korea arefrom Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, areputed Spanish bus and coach manufacturer, with an option to acquire the remainingstake as well. Hispano's presence is being expanded in other markets. In 2006, it formeda joint venture with the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India and selectinternational markets. Tata Motors also entered into a joint venture in 2006 withThonburi Automotive Assembly Plant Company of Thailand to manufacture and marketthe company's pickup vehicles in Thailand. In 2006, Tata Motors and Fiat Auto formedan industrial joint venture at Ranjangaon (near Pune in Maharashtra, India) to produceboth Fiat and Tata cars and Fiat powertrains for the Indian and overseas markets; TataMotors already distributes and markets Fiat branded cars in India. In 2007, Tata Motorsand Fiat Auto entered into an agreement for a Tata license to build a pick-up vehiclebearing the Fiat nameplate at Fiat Group Automobiles' Plant at Crdoba, Argentina. Thepick-up will be sold in South and Central America and select

European markets.These linkages will further extend Tata Motors' international footprint,established through exports since 1961. While currently about 18% of its revenues arefrom international business, the company's objective is to expand its internationalbusiness, both through organic and inorganic growth routes. The company's commercialand passenger vehicles are already being marketed in several countries in Europe,Africa, the Middle East, Australia, South East Asia and South Asia. It has assemblyoperations in Malaysia, Kenya, Bangladesh, Ukraine, Russia and Senegal.The foundation of the companys growth is a deep understanding of economicstimuli and customer needs, and the ability to translate them into customer-desiredofferings through leading edge R&D. The R&D establishment includes a team of 1400scientists and engineers. The company's Engineering Research Centre was establishedin 1966, and has facilities in Pune, Jamshedpur and Lucknow. The ERC has enabledpioneering technologies and products. It was Tata Motors, which developed the firstindigenously developed Light Commercial Vehicle, India's first Sports Utility Vehicleand, in 1998, the Tata Indica, India's first fully indigenous passenger car.

Within two years of launch, Tata Indica became India's largest selling car in itssegment. The ERC in Pune, among whose facilities are India's only certified crash-testfacility and hemi-anechoic chamber for testing of noise and vibration, has receivedseveral awards from the Government of India. Some of the more prominent amongstthem are the National Award for Research and Development Efforts in Industry in theMechanical Engineering Industries sector in 1999, the National Award for SuccessfulCommercialisation of Indigenous Technology by an Industrial Concern in 2000, and theCSIR Diamond Jubilee Technology Award in 2004.The company set up the Tata Motors European Technical Centre (TMETC) in2005 in the UK. TMETC is engaged in design engineering and development of products, supporting Tata Motors' skill sets. Tata Daewoo Commercial VehicleCompany and Hispano Carrocera also have R&D establishments at Gunsan in SouthKorea and Zaragoza in Spain.The pace of new product development has quickened through an organisation-wide structured New Product Introduction (NPI) process. The process with its formalstructure for introducing new vehicles in the market, brings in greater discipline inproject execution. The NPI process helped Tata Motors create a new segment, in 2005,by launching the Tata Ace, Indias first indigenously developed mini-truck. The years tocome will see the introduction of several other innovative vehicles, all rooted inemerging customer needs. Besides product development, R&D is also focussing onenvironment-friendly technologies in emissions and alternative fuels.Through its subsidiaries, the company is engaged in engineering and automotivesolutions, construction equipment manufacturing, automotive vehicle componentsmanufacturing and supply chain activities, machine tools and factory automations olutions, high-precision tooling and plastic and electronic components for automotiveand computer applications, and automotive retailing and service operations.True to the tradition of the Tata Group, Tata Motors is committed in letter and spirit toCorporate Social Responsibility. It is a signatory to the United Nations Global Compact,and is engaged in community and social initiatives on labour and environment standardsin compliance with the principles of the Global Compact.

In accordance with this, it plays an active role in community development,serving rural communities adjacent to its manufacturing locations. With the foundationof its rich heritage, Tata Motors today is etching a refulgent future. NEED OF THE STUDY: 1. TO KNOW WHY CUSTOMERS LIKE TATA TRUCKS. 2.TO STUDY ABOUT SATISFACTION LEVEL OF CUSTOMERSIN VELLORE CITY USING TATA TRUCKS. 3. TO KNOW BRAND PREFERENCE ABOUT TATA.

OBJECTIVES: 1. STUDY ABOUT THE LEVEL OF CUSTOMERS SATISFIEDUSING TATA TRUCKS. 2. TO KNOW WHY THE CUSTOMER HAD FEELINGS OFLOYALTY BY USING TATA TRUCKS. 3. HOW THE CUSTOMER FEELS THE TATA TRUCKS MAKEPROFITABILITY TO THEIR BUSINESS.

PROFILE OF VST MOTORS The VST Motors has been established and began to function in the Year 1954, Thus, VST was borN due to modernization of Motor vehicle business. Theyare exclusive dealers of TATA Motors.The corporate is a Private body and has to run on sound business principles.The company has been fully carrying out the role assigned to it and justifying theconfidence of the public by offering absolute security, better spare parts and policyconditions, cheaper rates, dependable service, intelligent management and favourablereturns to the public at large.The companys central office is located at Chennai. There are 5 Branches inChennai, Cuddalore, Vellore, Salem and Trichy. At present the company has manyDivisional Offices and 5 Branch Offices spread across

Tamil Nadu.The initial capital base of Rs.50 Crores was infused by the Company. Today ithas grown to gigantic proportion and is having a net asset base of over Rs.600Crores. The turn over per month is Rs.250 Crores. It is a matter of pride that thisgrowth has enabled VST to emerge as the best automobile industry in the state.The total work force of VST is over

1,800 employees, supported by over 10Retail and Service Outlets. VST at present has a market share of 18 percent of theMotor Vehicle business in India. OBJECTIVES OF VST MOTORS Spread automobile services widely and in particular to the rural areas and tothe socially and economically backward classes with a view to reaching all thevehicle owned persons in the country and providing them adequate financial cover against purchase of new or additional vehicles at a reasonable cost. Maximize mobilization of peoples savings by making insurance- linkedMotor vehicle purchase that is adequately attractive. Bear in mind, in the investment of funds, the primary obligation to itspotential stockholders, whose money it holds in trust, without losing sight of theinterest of the community as a whole; the funds to be developed to the best advantage of the investors as well as the community as a whole, keeping in view companyspriorities and obligations of attractive return. Conduct business with utmost economy and with the full realization that themoneys belong to the stock holders. Act as trustees of the public in their individual and collective capacities. Meet the various needs of the community that would arise in the changingsocial and economic environment. Involve all people working in the company to the best of their capability infurthering the interests of the public at large by providing efficient services withcourtesy. Promote amongst all employees of the company a sense of participation ,pride and job satisfaction through discharge of their duties with dedication towardsachievements of company objectives. VISION OF VST MOTORS To transform ourselves into a Trans-nationally competitive financial Conglomerate of significance to societies and the pride of India. MISSION OF VST MOTORS To ensure and enhance the quality of life of people through financial security byproviding products and services of aspired attributes with competitive returns, and byrendering resources for economic development. VALUES OF VST MOTORS: Caring and Courtesy

Initiative and Innovation Integrity and Transparency Quality and Returns Participation and Relationship Trustworthiness and Reliability CULTURE OF VST MOTORS: Agility Adaptability Collaboration Commitment Discipline Empowerment Sensitivity Excellence ACHIVEMENTS OF VST MOTORS: Certified by M/S. Tata Motors as Most Trusted Service Brand in India. Rated as Best IT user. PEOPLES MONEY FOR PEOPLES WELFARE: The VST has been a nation-builder since its formation in1954. True to theobjectives of globalization, the VST has mobilised the funds invested by the peoplefor the benefit of the community at large. VST has, over the years been investing amajor part of its fund primarily in the socially oriented sectors.The company has developed the funds to the best advantage of thestockholder as well as community as a whole, true to the spirit of globalization. BETTER HEALTH, MORE POWER AND HOUSES TO MASSES The Company has been promoting social welfare through socially orientedinvestments. These investments are regulated by the governments socialinterventation from time to time to benefit the people at large by providing basicamenities like potable water, drainage, housing electrification and transport, besidesinfrastructure projects.The company also helps to boost the industrial growth in the country. Thecompanys assistance to state level companies like VST Service Station Pvt.Ltd

VST Auto Agencies VST Govt. Finance and Investments Ltd.by way of subscription to bonds / debentures indirectly from its customers helpsdevelopment of small scale and middle scale industries.VST touches life, enriching the individual by providing financial assistance toprojects associated with power, water supply, transport, housing development,infrastructure development and industrial growth. OPERATIONS AND FUNCTIONS: VST is one of the commercial establishments operating at present in theSouthern parts of India. Today it is widely accepted as one of the most attractivefinancial instruments in an individuals portfolio that provides an assurance of security with attractive service returns.Besides material supplies, its services offer, protection, aid to thrift, liquidityand money when people need it. VST offers a basket of schemes to meet the variousneeds of an individual and his family. 1. Basic Plans 2. Term Assured Plans 3. Plans for Sports persons 4. Plans for Women 5. Economic Plans 6. Plans for Hadicapped 7. Euro-clean Plans8. Sales linked Plans 9. and Other Plans GROUP SCHEMES VST offers services under group schemes to various segments such asemployer- employee, professionals, Co-operatives, etc,. It also provides services topeople at sudsidised rates under social schemes. Besides, providing various schemes,the company also offers group schemes to employers, employees of other corporations which provide purchase of new or more vehicles. The mail features of the schemes are low interest rates and simple insurability conditions. INFORMATION TECHNOLOGY IN VST MOTORS VST has been one of the pioneers among largest dealer in Tamil Nadu inintroducing Information Technology.VST introduced front office computerization.Within the next 4 years all the Branch offices of VST shifted to the front-end format.Now all the Branch Offices has shifted to the single window servicing concept, wherecustomers can avail themselves of almost all the services in single point.

VARIOUS DEPARTMENTS FUNCTIONING IN VST MOTORSCENTRAL OFFICE: 1. Maintenance 2. Audit 3. Board Secretariat 4. Corporate Planning 5. Customer Relations Management 6. Engineering 7. Office Services8. Finance and Accounts 9. HRD and OD 0. Information Technology11. Inspection12. Investment13. Legal and Property Finance14. M anagement Development Center 15. Marketing16. Personnel Scheme17. Public Relations18. Corporate Communication19. Research and Product Development DIVISIONAL OFFICE 1. Claims 2. Customer Relations Management 3. Finance and Accounts 4. Information Technology 5. Legal and property Finance 6. Marketing7. New Business8. Office Services9. Sales10. Personnel and Industrial Relations 11. Services

12. Secretarial Services BRANCH OFFICE 1. Finance and Accounts 2. Information Technology 3. New Business4. Office Management and Office Services 5. Services and Claims 6. Sales

PERSONNEL POLICY OF VST MOTORSOBJECTIVES: VST is one of the premier service institutions in the state. It is said to be aplace for model employment giving efficient and courteous service to the customers,promoting participation and consultative culture of working towards the fulfillmentof company objectives and with pride, giving their very best while performingindividual tasks and duties.Create conditions to perform well and acquire more and more industry basedknowledge and skills.Prepare them assiduously to assume positions of responsibility in thecompany. GOALS OF HUMAN RESOURCE AND PERSONNEL DEPARTMENT (a) LONG TERM GOALS OF HRD/OD DEPARTMENT: Comprehensive HR policies through various stages Career path training needs Competency mapping OD initiative- managing change (b) PERSONNEL ADMINISTRATION SECTION: Career path and succession planning REVIEW OF LITERATURE (Bateson and Hoffman 1999). The time period between service production and consumption is considerably shorter than for products.Most of the services are produced on a spot in an interactive process, in which customers and companyemployees meet. Satisfaction with service quality depends on a large number of dimensions - both tangibleand intangible attributes of the product-service offer. The impact of intangible dimensions on consumer satisfaction is of particular interest at this point (Mathew W Augustine, 1999) The quality of interaction between customer and service provider influences customers perception of Service quality. In services, a single employee may affect service efficiency and consequent customer satisfaction with the service. (Barnard 2002). Even customers own involvement and participation in the service delivery affect customer satisfaction. Dueto the differences in production and provision of products and services, customers evaluate quality andattributes of material goods and services in different ways. This realization has initiated a discussion on theneed for special tools for evaluating more diverse and less tangible services. Responding to the growingdemands for developing specific and reliable ways to measure customer satisfaction in service industries, anumber of

studies have been conducted that suggested methodological frameworks for measuring customer satisfaction. (Markovic and Horvat 1999). Studies looked at what measures are used by service companies for measuring customer satisfaction.Studying how financial sector measures customer satisfaction Edgett and Snow (1997) showed that eventhough it is mostly traditional (financial) measures that are being used by the sector, they do not provide asufficient basis for innovation in services and multidimensional approaches need to be devised. The twomost often used types of measures in service companies are the increase in the number of customers andincrease in portfolio dollars. However, the most useful types were direct personal interviews withcustomers and measure of customer expectations and perceptions. Surprisingly, companies use traditionalquantitative measures, but perceive qualitative measures as the most useful. Authors concluded thatfinancial institutions are not satisfied that the traditional accountingtype measures are presenting the fullperformance picture for new products (Edgett and Snow 1997). (Hayes 1998), CUSTOMER SATISFACTION SURVEY Customer satisfaction surveys are a questionnaire based information collection tool to determine the level of satisfaction with various product or service features. Developing a good questionnaire is the key to collecting good quality information. Questions must be short and concise, well formulated, easy to interpret and answer, and facilitate unbiased responses. Survey techniques and questionnaire designs are well known to research community and multiple guidance from different disciplines exist. Bobbin Rodregous, 1987, CUSTOMER INTERRCEPTS Customer intercepts and exit surveys are two types of in-store information collection methods. They areespecially useful in probing customer in their shopping environment. These surveys aim to intercept consumers in retail places and deliver a short structured questionnaire on their satisfaction with thedelivered service, preferences, or behaviour. The intercept surveys can also incorporate limited producttesting, which provides opportunity to appraise consumer opinion immediately after sampling a product. Vance Christensen, Customer Satisfaction vs. Customer Loyalty More executives and management teams are interested in customer satisfaction and loyalty metrics thanever before. And, more recently, there has been specific interest in customer loyalty metrics and gainingcompetitive advantage through loyalty as outlined in any of the several popular books authored byFrederick F. Reichheld. Interestingly, very few executives and managers understand the critical difference,requirements for measurement, or value to the business for actively improving both. Although both metricshave a loose,

interdependent relationship, they are two very different metrics with different businessimplications.Customer Satisfaction is VERY DIFFERENT from Customer Loyalty. One is a requirement to do business;the other is the basis for sustained profitability and growth. Customer Satisfaction Customer satisfaction is just that, a customers sense of satisfaction. Speaking simply, customer satisfaction is a measure of expectations being exceeded, met, or not met. Thats it. When thinking of customer satisfaction measurement, want to know that are meeting or exceeding customer expectations,want to believe that have satisfied customers and that this will lead to their loyalty and improve revenues.Unfortunately, customer satisfaction has little to do with customer loyalty. Spent time with several organizations who had invested considerable time and resources to survey thesatisfaction levels of their customers. The results were in and overall they were very positive aggregatescores. Satisfied customers will stay until there is a better alternative offered to them even if there expectationsare exceeded! This is true for both external and internal customer groups. When ex-customers are surveyedin exit interviews, they typically reveal that they left because they received a better deal or offer. They didnot feel committed to the prior company. No emotional investment or connection. On the other hand, loyal customers are a different breed. Loyal customers will stay with a product or service provider through thick and thin. The mistake make is confusing loyal customers with satisfiedcustomers. Much research over the years has indicated that there is no connection between customer loyaltyand customer satisfaction because a customer indicates a high level of satisfaction does not mean that they are or will be loyal. Customer loyalty entails an emotional connection. Have embedded yourself in the heartand mind of that customer. Customer Loyalty The difference between the customer satisfaction and loyalty is all on the emotional level. In order to gaincustomer loyalty, need to engage mind and pierce heart.Differentiate between satisfied customers and loyal customers by eight ways. They are equally relevant toexternal customers as they are to internal employee customers.1 . PricingNegotiate prices with satisfied customers. Negotiate costs with loyal customers.2. PaymentSatisfied customer pay at their discretion. Loyal customers pay on time.3. Referrals . Satisfied customers become referrals of competitors. Loyal customers willingly providereferrals. 4.Turnover-

Generally, experience turnover rates of 15% or higher of satisfied customers. The turnover rate of loyal customers will be less than 5% and will be for reasons out of control 5.Competitive dataYour satisfied customers are seeking competitive data. Your loyal customers aresharing competitive data. 6.Perception-Satisfied customers perceive as a commodity provider. Loyal customers perceive as a partner. 7.ContractNeed a contract to keep many satisfied customers in place. Have a virtual lifetime contract with your loyal customers. 8.Difficult times-Satisfied customers will leave. Loyal customers will stay by our side. People, Products, and Processes Loyalty comes primarily from a customers emotional connection and experiences with an organizations people. Secondarily, Customer Loyalty is driven by customer experience with products and processes. A companys customer satisfaction metrics are a superset of customer perceptions regarding their people, products, and processes. At aggregate levels, customer satisfaction metrics have no value. Understanding the drivers of customer satisfaction at granular levels and taking timely action to improve them in a way customers notice, creates and drives Customer Loyalty and markedly improved customer retention. There are two important keys in that merit repeating: 1. Understanding drivers of customer satisfaction at granular levels by agent, by product, by process or transaction type, and 2. Taking timely action to improve them.