A

PROJECT REPORT
ON

THE

ANALYSIS

OF

MARKETING

STRATEGY MARUTI UDYOG LIMITED

SUBMITTED IN PARTIAL FULFILLMENT OF 3 YEAR DEGREE
COURSE BBA OF JAMIA HAMDARD UNIVERSITY

UNDER THE GUIDANCE OF:

Mrs. NIDHI JAIN
Soft Dot Hi-Tech Educational & Training Institute
Pitam Pura, New Delhi
Study Centre Code:- 1006
SUBMITTED BY:
ANSHUL SRIVASTAVA
BBA-3YEAR
ENROLLMENT NO:-ODL/06/403/1475
To
Directorate of Distance Education
Jamia Hamdard University,

Hamdard Nagar, New Delhi

CERTIFICATE OF ORGINALITY
This is to certify that the project report on THE ANALYSIS
OF CUSTOMER SATISFACTION WITH RESPECT TO THE CAR
MODELS

OFFERED

BY

prepared

and submitted

MARUTI

UDYOG

by me to

LIMITED

is

Soft Dot Hi-Tech

Educational & Training Institute Pitam Pura, New Delhi

in

partial fulfillment for the award of the Bachelors Degree in

Business Administration, from Jamia Hamdard University,
and this report has not been submitted elsewhere.

Date:

ANSHUL

SRIVASTAVA
ENROLLMENT NO:- ODL/06/403/1475
Soft Dot Hi-Tech Educational & Training Institute
Pitam Pura, New Delhi

UNIVERSITY

STUDY

CENTRE

CERTIFICATION
This is to certify that this project report on THE ANALYSIS OF
CUSTOMER SATISFACTION WITH RESPECT TO THE CAR MODELS
OFFERED BY MARUTI UDYOG LIMITED is prepared and completed
successfully by SHASHANK KUMAR

as student of Jamia Hamdard

University ENROLLMENT NO:- ODL/06/403/1475 under my guidance.

The project has been completed to my satisfaction and I wish her all the best
in her future endeavor.

G.S. KALSHI
(

Academic

Director )

ACKNOWLEDGEMENT
This project is great source of learning, a good experience as it made me aware of
professional culture and conducts that exist in the industry.
Though at the onset of any project one always encounters certain difficulties in the
beginning, however, overcoming these difficulties, completing the project as well as
making it a success greatly depends on the encouragement, inspiration. For completion of
this thesis various people have put lot of efforts.
I would like to thank MR. G.S. KALSHI (Academic Director) for giving me an
opportunity to do project report on THE ANALYSIS OF CUSTOMER
SATISFACTION WITH RESPECT TO THE CAR MODELS OFFERED BY
MARUTI UDYOG LIMITED.I would like to express my gratitude to Mr.G.S.
KALSHI for his continuous inspiration, guidance and valuable suggestion that helped
me in every step.

ANSHUL SRIVASTAVA
ENROLLMENT NO:- ODL/06/403/1475

TABLE OF CONTENTS
CHAPTER 1- EXECUTIVE SUMMARY OF THE PROJECT7-8
CHAPTER 2- INDUSTRY OVERVIEW
CHAPTER 3- PROFILE OF THE COMPANY
3.1 INTRODUCTION
3.2 HISTORY
3.3 - SALES FIGURES AND MARKET SHARES
CHAPTER 4- RESEARCH METHODOLOGY
4.1 OBJECTIVES OF RESEARCH
4.2 SCOPE OF THE RESEARCH
4.3 DATA COLLECTION TOOLS
4.4 METHODOLOGY
--SAMPLE SIZE
AREAS COVERED
4.5 LIMITATIONS OF THE SURVEY
CHAPTER 5- FINDINGS AND ANALYSIS
5.1 GENERAL FINDINGS
5.2 FINDINGS BASED ON QUESTIONAIRE
CHAPTER 6 CONCLUSION AND SUGGESTIONS
ANNEXURE
BIBLIOGRAPHY

QUESTIONAIRE

CHAPTER 1 EXECUTIVE SUMMARY OF THE

PROJECT
Very often, there is an analogy drawn between the state of the great Indian roads
and the pace of economic development in the country. Needless to say, its not a
very pleasing comparison. So the average Indian customer who rides the roads of
India is naturally extremely cautious when it comes to investing in a vehicle.
Only those rough and tough enough to survive the potholes and nightmarish
surfaces can pass muster. In such a scenario, Maruti Udyog Limited, a subsidiary
of Suzuki Motor Corporation of Japan, has been the leader of the Indian car
market for about two decades. The company has a portfolio of 11 brands,
including Maruti 800, Omni, premium small car Zen, international brands Alto,
WagonR and Swift, off-roader Gypsy, mid size Esteem, luxury car Baleno, the
MPV, Versa and Luxury SUV Grand Vitara XL7. It has introduced upgraded
versions of all its existing products completely designed and styled in-house.
This project comprises of the analysis of the Indian Automobile Industry and the
competition that is the trend ,different companies and various players are
analysed from there competing strategies objectives ,strengths and weaknesses.
Further the comprehensive study on Maruti Udyog Limited was conducted and
the business process was very closely observed with greater emphasis on what
satisfies the customers and also the marketing strategies ,which to an extent affect
peoples opinion. It has been found that people buy cars as they derive satisfaction
from car purchase. Cars have become a necessity nowadays for every second
6

person. It is being seen as a mode of comfort, it gives emotional satisfaction and

is being looked upon as a status symbol especially in India.
Reasons or motives behind Car Purchase: Comfort and Convenience
Pride of ownership
Satisfaction of emotion
Basic necessity
It

has

been

found

though

study

that

Car

Buyers

in

India:

According to the study, the key drivers for the six need segments (potency, utility,
prestige, adventure, status and liberation) in India include a set of potency
buyers, who are motivated by a need to attract the opposite sex and feel
powerful.
Then there are utility buyers who seek a need for basic transportation and care
for family and value for money and cost of ownership are the benefits that these
buyers associate with.
Prestige buyers are motivated by a need for prestige, indulge self, and
exclusivity and they are least price sensitive and desirous of latest features in
cars. Adventure buyers seek fun and adventure and to increase popularity, while
status buyers want to show-off success and attract attention.
The objective was to do an analysis of customer satisfaction with respect to the
car models offered by Maruti Udyog Limited , and their performance on different
consumer value attributes against their rated importance and defining the overall
competitive performance of the company.

The major findings from the research have brought the following points into the
limelight: 1. MULs cars like Alto, WagonR, and Swift are currently being sold the most.
2. MUL is facing stiff competition in the higher end mid sized models. The company
does not have a stronger position in this segment.
3. Cars offered by other companies like Hyundai, General Motors, Ford Motors in the
segment C are now more people are preferring as they are manufacturing better
models.
The research identifies different activities that an aggressive company like Maruti
Udyog Limited follows in order to establish itself in a local market and keenly works
on different attribute of customer value to be in the customers mind and heart which
leads to an increase in sales and provides a strong foot hold for the company to further
grow and expand in a specific market, countering major competition.
Thus the following study sheds light and provides key insights on what a company
must do to establish itself as a strong brand in the market , study clearly shows how
Maruti Udyog continuously works on different strategic parameters like cost
leadership, focus and differentiation, which will definitely provide a learning for
not only the student who would be studying these aspects of management,but also
those companies which are struggling to make long strides in there growth patterns in
the Automobile Industry.

CHAPTER 2 -INDUSTRY OVERVIEW

INDIAN AUTOMOBILE INDUSTRY
The automotive industry is one of the largest industries worldwide and in
India as well. The automotive sector is a vital sector for any developed
economy. It drives upstream industries like steel, iron, aluminium, rubber,
plastics, glass and electronics, and downstream industries like advertising
and marketing, transport and insurance.
The automotive industry can be divided into five sectors:1) Passenger Cars
2) Multi- Utility Vehicles (MUVs)
3) Two- and Three- Vehicles
4) Commercial Vehicles - Light Commercial Vehicles (LCVs) / Medium
and Heavy Commercial Vehicles (MHCVs)
5) Tractors
We will be looking at the Passenger car industry in India.
Despite a head start, the passenger car industry in India has not quite
matched up to the performance of its counterparts in other parts of the world.
The primary reason has been the all-pervasive regulatory atmosphere
prevailing till the opening up of the industry in the mid-1990s. The various
layers of legislative Acts sheltered the industry from external competition for
a long time. Moreover, the industry was considered low-priority as cars were
thought of as unaffordable luxury.

The following table presents a comparative view of the extent of

motorization in India vis--vis certain other countries in the world
Country
Developed Countries
U.S.A
United Kingdom
Japan
Germany
Emerging Economies
China
Indonesia
Philippines
South Korea
India

Passenger Cars in Use

Two-Wheelers in Use

per Thousand Persons

per Thousand Persons

478
373
395
508

14
12
115
36

3
14
10
167
5

8
62
14
59
27

10

FY1996 failed to maintain the same momentum between FY1997 and

FY1999. The overall slowdown in the economy and the resultant slowdown
in industrial production, political uncertainty and inadequate infrastructure
development were some of the factors responsible for the slowdown
experienced. In FY2000, the sector experienced a turnaround and witnessed
the launch of many new models.
Two things that stunted growth of this industry in the past have been low
demand and lack of vision on the part of the original equipment
manufacturers (QEMs). However, the demand picked up after the
liberalization of the regulatory environment, and global QEMs- who enjoy
scale economies both in terms of manufacturing and research and
development (R&D) - entered the Indian market. This has resulted in a big
shift in the way business is conducted by suppliers, assemblers and
marketers.

11

 Passenger car sales are expected to increase at a compound annual growth

rate (CAGR) of 8% over the period FY2004-2007. The six broad
segments in the car market today are- Mini, Compact, Midrange,
Executive, Premium and Luxury. In the medium term, growth in the
Indian passenger car industry is expected to be led largely by the
Compact and Mid-range Segments.
The critical success factor has changed from price to price value.
In terms of engine capacity, the Indian passenger car market is moving
towards cars of highest capacity.
With the launch of new models from FY2000 onwards, the market for
MUVs has been redefined in India, especially at the upper end. Currently,
the higher-end MUVs, commonly known as Sports Utility Vehicles
(SUVs), occupy a niche in the urban market. With the success of SUVs,
the line of distinction between passenger cars and MUVs in the Indian
market is getting increasingly blurred.

12

Trends in the Indian Passenger Car Industry

Distribution Systems:
Changing relationship
of manufacturers with
dealers and suppliers
Auto finance:
Better/ cheaper
schemes
Regulatory
framework:
Deregulation;
De licensing;
Removal of QRs;
Introduction of strict
Emission norms

Product
technology:
MPFI;
CRDi;
diesel system

Indian
Passenger
Car
Industry

Structure of
demand:
Change in
industry
segmentation

Entry of
Foreign
Manufacturers
Manufacturing
Technologies:
Flexible
Manufacturing
Systems
Components:
Tierisation;
Tyres: Radials,
Retreading
Materials: Low
weight; Synthetic
Composites

Key Developments in the Industry

During April August 2006, the passenger car sales in India at 332159 units,
marked a growth of 5.3%over the previous year. The growth in the domestic
sales of passenger cars was led by strong growth in volumes reported by
compact and mid size segments. While the share of mini and executive
segments declined in the period under study, the share of other segments
increased. For instance, the share of compact segment in the domestic car sales

increased from 59.7% in April August 2005 to 64.9% in April August

2006, mid size segment from 20.5% to 22%, and the share of Premium
segment was stagnant at 0.7% in the same period.
New variants launches, easy availability of finance at relatively lower
interest rate and price discounts offered by the players have played an
important role in driving the sales growth in the domestic passenger car industry.
13

Key Demand Drivers

Traditionally, disposable income was perceived as the key factor driving
passenger car demand. But over time, other factors that are known to have
an impact on demand have emerged. These include the need for greater
mobility, non- availability of public transport services, availability of cheap
finance, development of the used-car market, introduction of new
technologically superior models, increasing levels of urbanization and
changing consumer profiles.

14

There is a high degree

of correlation between
the demand for cars
and
ECONOMIC

High degree of correlation between PER CAPITA

INCOME and demand for cars, increase in the
number of people crossing the income threshold,
and CHANGING CONSUMER PROFILE are
likely to increase and change the structure of

demand.

GROWTH.
CAR
DEMAND

Availability of NEW
MODELS is likely to
increase and change
the structure of
demand.

Competitive
PRICING is crucial
for gaining market
share, especially in the
small car segment.

AVAILABILITY OF CHEAP
FINANCE is a key determinant of
demand as most cars (around
60%) purchased in India are
financed.

The Central Governments

AUTO POLICY on excise
and customs is an important
aspect affecting the demand
and supply of cars.

A mature USED CAR

MARKET would, on one hand,
encourage consumers to trade in
their cars faster, and on the
other, eat well into the share of
new cars.

Segment Analysis

15

Vehicle Length

Maruti Udyog Ltd

Hyuindai Motor India
Ltd
Hindustan

MINI

COMPACT

MID-SIZE

EXECUTIVE

PREMIUM

LUXURY

<3400mm
800
Omni

3401-4000
Alto
Zen
Wagon R
Versa

4001-4500
Esteem
Baleno
Altura

4501-4700

4701-5000

>5000

Santro

Accent
Ambassador
Mitsubishi
Lancer
Siena
adventure
Weekend
Opel Corsa
Opel Astra
Opel Swing
City
Ikon
Indigo

Elantra

Sonata

Motors

Ltd
Fiat India Automobile

Palio
Uno

Ltd
General Motors India
Ltd
Honda Siel India Ltd
Ford India Ltd
TELCO

Corsa Sail

Indica

Contessa

Opel Vectra

Accord
Mondeo
Mercedes
Benz

C Mercedes

Mercedes

DalmierChrysler

Class,M

Benz

E Benz

India Ltd

Class,SL

Class

Class

16

Skoda India Ltd

Toyota
Kirlosker

Octavia

Motor Ltd

Corolla

Camry

The credit for growing the Indian Compact Segment, and in fact, the Indian
Passenger car industry goes partly to the Korean manufacturers (HMIL and
the erstwhile Daewoo) and the Indian player Tata Motors.
The HMIL Santro was launched in September1998 and created a sensation
on account of its aggressive pricing at Rs.2, 99,000. The Santro became
successful as HMIL had got the price value equation just right. While
Daewoos Matiz picked up only seven months after its launch, the Santro
was selling more than 3000units a month only 2 months after its launch.
HMIL had in fact, planned its entry into the Indian market with the 1495cc
Accent but later opted in favour of the smaller car. At the time the Santro
was launched, both the options available in the segment- Fiat Uno and the
Zen-had been around in the Indian Market for quite some time and lacked
novelty. Santro was not only cheaper but also incorporated a multi-point fuel
injection (MPFI) system that offered superior fuel economy to Zens
carburetor system.
The Matiz was launched in November 1998. Its 800cc engine immediately
encouraged comparisons with Maruti 800. The initial launch price of Matiz
at Rs. 3, 55,000 was significantly higher than the Santros Rs, 2, 99,000.
Given that the Matiz was smaller than the Zen and the Santro, the initial
impact was not so strong. In May 1999, Daewoo launched stripped-down
variants. The launch of the cheaper versions saw the sales of Matiz reaching
almost 2000 units in May 1999 and recording an average monthly sale of
17

3123units in FY2000. However, the financial crisis faced by the parent,

Daewoo Motor Corporation affected the performance of the Indian
subsidiary (that was reporting net loss and had significant borrowings).
Subsequently, the Indian subsidiary halted production.
MUL now has 4 cars in the Compact Segment: the Swift, the Zen, the Alto
and the Wagon R. In terms of market share, Zen steadily lost share in
FY2000 to its competitors. Despite this, there is no denying that the Zen is
one of the bigger success stories in the Indian car market. With 3 models,
MUL is the market leader in the Compact segment.
The Alto arrived in India when there was little room for man oeuvre in a
crowded compact segment. It was launched in 2 versions, the LX and the
VX. The base version is priced competitively with the deluxe version of the
Maruti800, while the higher-end version competes with the based versions
of the Zen and the Wagon R.
The 1061cc Wagon R is available in four manual transmission variants (LX,
LXi, VX and VXi) and one automatic transmission variant (AX). Since its
introduction in February 2000, Wagon R has been selling in the 15003000units per month range as against 5000-8000units per month range for
the Santro. The presence of the already well-established Matiz and the
Santro meant that the novelty factor did not work too well for Wagon R.
However 2005 has been a revolutionary year for Maruti since its new
Launch Swift has been a huge success in the market and the most demanded
car as well.
The other cars in the compact segment to have made an immediate dent in
the market with their launch are the Palio of Fiat India and the improved
18

version Indica V2 of Tata Motors. Indica was the third largest selling car in
FY2002 in this segment, after Santro and Zen. On the other hand, Palio was
launched at the time when the passenger car industry was witnessing a
slump but the model cut across the barriers and was able to create a market
for itself. However, the success of this model was short-lived and the sales
declined thereafter. Nevertheless, launches of new variants (such as the
diesel version) helped sales recover marginally.
The size of the compact segment has increased as a result of the high growth
rate attained by the models in this segment. The changing price-value
equation, coupled with the declining interest rates and easy availability of
finance, has prompted consumers to move towards the compact car segment
from the mini segment. The high rate of growth achieved by the compact
segment has attracted the attention of other players also; including GM. GM
has entered the compact segment with the launch of its Opel Corsa Sail in
May2003.

19

CHAPTER 3-PROFILE OF THE COMPANY

3.1- INTRODUCTION
A market is never saturated with a good product, but
it is very quickly saturated with a bad one. -Henry
Ford

Maruti Udyog Limited is a subsidiary of the Suzuki Motor Corporation of

Japan and has been the leader of the Indian car market since its
establishment in 1981. Its manufacturing plants, located south of New Delhi
in Gurgaon and Manesar, has an installed capacity of 450,000 units per
annum, with a capability to produce around half a million vehicles. The
company has a portfolio of 11 vehicle brands and is listed on both the
Bombay and National Stock Exchanges in India.

20

3.2- HISTORY

TRADEMARK LOGO OF THE COMPANY-

21

The case 'Marketing strategies of Maruti Udyog' examines the market

expansion strategies adopted by Maruti Udyog Limited (MUL), India's
biggest carmaker, in response to intense competition and a decline in sales of
its

bread-and-butter model - the Maruti 800. MUL enjoyed a near-

monopoly status, until the Government of India liberalized the economy in

1991. This led to the entry of foreign players like Hyundai, Fiat, Mitsubishi,
and Toyota. Even Indian auto players like Tata Motors and Mahindra and
Mahindra entered the fray to give MUL tough challenges. MUL began to
introduce new models, and upgrade its existing models in response to market
demand. For instance, the company introduced the hatchback 'Swift' to shed

22

its image of being a manufacturer of low-cost staid cars. The case study
looks into how MUL came back from the crunch to retain its place as the top
carmaker in India. It also deals with the tussle between Suzuki Motor
Corporation and the Government of India over ownership issues. The case
highlights the promotional offers undertaken by MUL in its quest for market
dominance and examines how the company was able to mould itself
according to the market requirements, by entering new domains and
reaching out to potential customers through its 'True Value' and other
promotional offers.
A joint venture between the Government of India and Suzuki Motors,
automotive manufacturer Maruti Udyog Limited has the largest dealer and
service network in India and commands a 60 percent market share of the
Indian car market. In the JD Power Survey for the year 2000, Maruti was
ranked number one in customer satisfaction marking the first instance
where a leader in the Indian market was also recognized as a leader in
customer satisfaction. To help maintain this high level of customer
satisfaction, Maruti was looking for a way to speed and streamline
information access to ensure the fastest possible response to customer issues.

23

"We knew we needed to be more nimble when it comes to

information access and sharing," says Rajesh Uppal, general manager, IT
division, Maruti Udyog Ltd. "We had been looking for portal software for
our intranet to help accomplish this but had not found any open, flexible and
cost-effective solutions. HP Services was instrumental in pointing us toward
the Microsoft Share Point Portal Server." Maruti had, in fact, been partnering
with HP Global Services since 1993; and HP Services has provided design
and support services for Maruti's networking infrastructure as well as
providing assistance in planning the migration from Microsoft Exchange
Server 5.5 to Exchange 2000. "The HP Services team understands our
business and our information technology requirements," says Uppal. "Their
extensive Microsoft expertisealong with the information they shared with
24

us about HP's own intranet solution based on Share Pointenabled the fast
deployment of Microsoft Share Point Portal Server and resulted in a solution
that is both flexible and cost-effective."
Maruti Udyog Ltd., a joint venture between the Government of India
and the Suzuki Motor Corporation of Japan was Indias largest automobile
company in 2005. It operated in the passenger vehicle market and
manufactured affordable and fuel efficient cars for the Indian masses. Maruti
800 was its flagship small sized car and was the best selling car in India
since decades. In 2005, Suzuki launched their global car Swift in
international markets and later in India. Swift was the first stylish compact
car from the stable of Maruti and was a differentiator from its earlier
products. The launch of Swift had brought Maruti in lime-light and various
global international automobile manufacturers announced their plans to
boost their investments in India and launch competing cars. The competition
was expected to intensify to grab the burgeoning customer base.
The case describes the Indian Passenger car industry and the presence
of Maruti in each of the categories. It traces the origin, growth and evolution
of Maruti and the role played by Suzuki in enabling it to achieve dominance.
The case highlights the global strategy of Suzuki and the marketing strategy
of Maruti in launching Swift. It describes the 5 Ps of marketing around the
launch of Swift in an endeavor to change the image of Maruti as a
manufacturer of fuel-efficient but non-stylish cars only. The case finally
talks about the plans of other competitors and their strategy to gain
dominance and the plans of Maruti to sustain its dominance in all segments.
The excitement has started building at Maruti Udyog's plant in
Gurgaon, near Delhi, and amongst potential car buyers. The country's largest
25

automobile manufacturer is gearing up for one of its biggest launches. Not

since the launch of the Maruti 800 in 1983 has the anticipation amongst its
employees, dealers and customers been so high. The objet d'attention we are
talking about here is the Suzuki Swift, the first truly global car that the
Japanese manufacturer will be launching in the Indian market. Scheduled to
hit the neighborhood Maruti showroom in the third week of May, the Suzuki
Swift has already generated a lot of heat in the automobile market with
competitors working and reworking their marketing strategies and customers
putting their purchase decisions on hold. You may have caught a few
glimpses of the Concept-S, the design concept car on which the Swift is
based, showcased at the 2000 Auto Expo. But the new Swift is a lot different
and much more practical than that concept. We think this sneak-peek of the
Suzuki Swift will be able to give you an idea of what is in store for potential
premium small car buyers.

26

The Swift is considered as Suzuki's most attractive and stylish vehicle. Since
launch it has quickly gone up the sales charts to become one of the 20 top
selling models in Japan. There is a strong India connection for the Swift.
From the time Suzuki decided to develop this Supermini, as the size segment
is called in European markets, the Japanese company had worked on the
design and development with engineers from around the world, motoring
enthusiasts and European designers for fine-tuning the looks and
performance of the car. With the aim of launching the car in India too, 21
Indian engineers worked with Suzuki in developing this global model. This
is one of the few occasions that engineers from India have been involved in
the development of an international car model. These engineers from Maruti
have been part of the Swift design team for two years, and are now busy
testing the the vehicle in Indian conditions.
The Swift is Suzuki's first world car in the sense that it has been designed
with European taste in mind and is being launched simultaneously
worldwide. Both Suzuki and Maruti are positioning the car around traits
such as style, modern looks and young attitude, in addition to the traditional
Maruti-Suzuki USPs of fuel efficiency and performance. To that extent the
Swift will be a departure from the excessive focus on fuel economy and low
maintenance that Maruti's other vehicles are known for. However, Maruti
will want the Swift to also retain the image of a car that offers the benefits of
fuel efficiency, performance and reliability. The Swift could come with a
choice of new 1.3 litre or 1.5 litre petrol engines and may later offer even a
diesel burner. Although the pricing of the Swift will be decided at the time of
launch in May, it is likely to be at a premium to the current crop of small
cars. Maruti is hoping to clock big numbers with the Swift and the target

27

audience is likely to be potential customers and current owners of the Suzuki

Alto, Zen and Wagon R, Fiat Palio and the Hyundai Santro.
Maruti Udyog Limiteds (MUL) share of the Indian passenger vehicle
market dropped to below 50% in 2004-05. The future of MULs low-cost
model - the Maruti 800 (M-800) - was at stake due to the entry of global
automakers into India. M-800 had dominated the Indian car market since it
was launched in 1984. The introduction of new cars by competitors made the
M-800 look obsolete as it had not been changed in any major way for over
two decades. Apart from the increased competition, MUL also had a few
other problems on its plate. There was a delay in setting up of a plant in
India for manufacturing diesel engines and transmission systems for cars.
The engines for its diesel variants were imported from other countries, and
there were limits on the quantities it could import. In the market, MULs
models like the Zen, Alto, WagonR, and Baleno were showing mixed results.
While Zen, Alto and WagonR were successful, Baleno failed to live
up to MULs expectations. Its utility vehicle Versa met with a disastrous
response from the Indian consumer. In addition, rising incomes, the growth
in the used-car market, and availability of easier finance options, led
customers to shift their allegiance to other models from competitors. To
reduce its excessive dependence on a single model (M-800), the company
had restructured the strategy for the M-800, and planned for product
upgrades and new product development. In tune with changing customer
preferences, the company launched its hatch-back model, Swift in May
2005, to compete with Hyundai Getz and Fiat Palio. MUL hoped this model
would help the company shed its low-cost and simple look. The move
expressed the companys intent to move up the value pyramid (by upgrading
28

Alto-WagonR-Santro customers to the new model) while simultaneously

increasing market penetration at the bottom of the value pyramid by making
the M-800 more affordable.

3.3 SALES FIGURES AND MARKET SHARES

ARRIVAL OF SMALL CARS IN INDIAN MARKET WAS THE BEST
THING TO HAVE HAPPENED TO MARUTI
The race for India's small-car market has begun. But only those among the
big four who get all their strategies right will win this unforgiving contest.
The prize: not just the largest automobile segment, but also survival in this
market. They're lined up for the last lap. With Market India becoming a
minefield for the world's largest auto-makers, the Formula I has become
brighter than the red lights that have stopped them in their tracks so far--only
the small car will enable endurance. Bumper-to-bumper, therefore, the
combatants are accelerating towards the small-car segment. Amounting to 60
per cent of the Rs 14,500-crore automobiles market, and hitherto
monopolized by the Rs 8,454-crore Maruti Udyog with its Maruti 800 and
Zen, it's the final frontier between survival and extinction. So far,
accustomed as they are to the priorities of the customer in the developed
markets, the global auto-makers have taken many wrong turns in India.
But neither the road nor the end-point of their journey is wide enough for all
of them. At a projected 6-lakh units by 2000, demand for cars is still 25 per
cent less than the number of F-150 pick-up trucks sold by the $153.6229

billion Ford Motor Co. in 1997. But the importance of India on the world
auto map is strategic. With an estimated total capacity of 58 million units a
year, the global auto industry is racing far a head of the demand of 45
million units. Markets in North America, Europe, and Japan--which account
for 74 per cent of the demand--have become saturated. Global carmanufacturers will need to plant their feet in a low-cost, young, stable
market to sell their products to create a global supply-base for cars and
components. The first wave of manufacturers simply failed to make a splash
in India. They were revving up for a growth that never happened. Their entry
reasoning: since India had been a small-car market for years, it was only a
matter of time before it enlarged to accommodate bigger, luxury cars. India
is still a small-car market for anyone who wants both revenues and profits.
Not surprisingly, Ford (which launched the 1,300-cc petrol and the 1,800-cc
diesel Escort in 1996), the $178.17-billion General Motors (which entered
with the 1,600-cc Opel Astra in 1996), and the $72-billion Daewoo Group's
Rs 963.37-crore Daewoo Motors (which launched the 1,498-cc Cielo in
1995) are limping at the starting-block. None of the 3 has managed to chalk
up sales of more than 18,000 units a year. Even Maruti Udyog--a joint
venture between the $12.12-billion Suzuki Motor Corporation of Japan and
the Government of India--has been unable to grow the luxury segment. At
18,000 units in 1997-98, its 1,300-cc Esteem luxury car's sales fell by 28 per
cent. But despite Honda's initial success, the luxury-car segment has
plateaued, and there seems to be room for just one player. In the past 3 years,
the segment has shrunk in value, dashing car-makers' hopes of rebuilding
their futures in India. Naturally, the only safe haven that remains is the
small-car segment, which is 2.45 lakh units in size. And the only segment
expected to grow at 15 per cent a year for the next 5 years. The new
30

millennium cannot but belong to the small car. However, economics of

upstream manufacture will only ensure survival. Sophisticated downstream
skills are essential to make inroads into the tough Maruti Udyog territory.

SWOT Analysis
Strengths

Weakness

Brand Name
Large Distribution Network
Wide product offering at different
price points
Cheapest Cars in corresponding
segments
Encouraging exports
Awarded many awards
Economy with technology

Lack of in house R & D

New model introduction limited
to only cosmetic changes
Dominance mainly at lower level
only (Swift)

Opportunity

Threats

Rise of Indian middle class and

small cities
A booming economy
Rising exports

Many players fighting for the

same cake
Entry of new players
Cannibalism

31

STRENGTHS
1. Brand Name: Maruti Suzuki has emerged as a strong brand name in

recent times. Backed with the parent company Maruti Suzuki this is
recognized as a strong player in worldwide automotive market, Swift
has definitely a value associated with it any individual will like
associated with.
2. Large Distribution Network: With a strong dealer network of around

3000 dealers al around the country, Maruti Suzuki has made its
presence felt in each and every corner of India.
3. Wide Product offerings at different price points: Maruti Suzuki has

launched various models in various segments and hence has a very

good product mix of offerings as different price points.
4. Cheapest cars in respective segments: Maruti Suzuki has always

followed an aggressive pricing policy. As a result it has its cars priced

at lowest possible rates in respective segments.
5. Encouraging Exports: Backed by a strong production and a global

setup at Gurgaon, Maruti Suzuki is exporting a lot. An export of worth

Rs. 1,325 crores has been achieved in last six months.
6. Awarded Many Awards: Maruti Suzuki has been awarded with many

awards and recognitions like The Star Company amongst unlisted

companies by Business Standard this year. Its various models like
Swift has achieved many awards, thereby increasing the brand value
of the company.
7. Economy with technology: Maruti Suzukis cars have always seen as a

company producing cars blending economy with technology. Swifts

32

initiative of putting a 16-bit microprocessor on board has proved as

one of the major reasons for its success and that too for the lowest
price in its segment.

Weaknesses
1. Lack of in house R & D: Maruti Suzuki do not have a comprehensive

R & D department.
2. New model introduction to only cosmetic changes: There is no major

design changes incorporated in Maruti Suzuki products. Only some

cosmetic changes have been made.
3. Dominance mainly at lower level: Maruti Suzuki dominance in Indian

market is only at its lower level segments like Swift in B-Segment and
Accent n C-Segment. It has to focus on its upper segment models to
strengthen its position in Indian car industry.
OPPORTUNITIES
1. Rise of Indian middle class and small cities: As a phenomenonal
growth is seen in recent times in Indian middle class and the
purchasing power of working class individuals. Also a rise in small
cities across the country has given a great opportunity to Maruti
Suzuki for achieving a higher growth rate in coming times.
2. A Booming Economy: Indian economy is growing at a rate of on an
average of 7% every year thereby giving an opportunity of larger sales
in each and every segment.
3. Rising exports: With a export of Rs. 1,325 crores in last six months,
Maruti Suzuki has a great opportunity of achieving a export target of
Rs. 2,700 crores in this fiscal year.
33

THREATS
1. Many players fighting for the same cake: There a many major players

in the B-Segment and since the size of market is not expanding

rapidly, Maruti Suzuki has a major threat in form of tough
competition.
2. Entry of new players: with coming of Tata Indica and other players

planning to come out with much more models in B-Segment, the

competition is just getting hotter.
3. Cannibalism: to some extent the Zen is affecting Swift because of its

price. Thus Maruti Suzuki has to focus more on its positioning

strategy of Zen and Swift.

PEST ANALYSIS
In order to understand the conditions under which the Maruti products were
launched in the Indian market, its necessary to analyze the factors that
influenced its effectiveness.

Political Conditions

34

 Maruti Suzuki entered India when liberalization was at its peak. As a

result, everyone was very open to the idea of foreign companies
collaboration (Maruti India + Suzuki Japan) setting up base in India.
The government insisted on the Companies using 70% local content in
the manufacture of the cars as they would have generated tremendous
revenue for India. Maruti Suzuki achieved this in a very short time.
A positive EXIM policy also has helped Maruti Suzuki to boost its top
line with Exports of Maruti Suzuki products to other countries.
Economic Conditions
The economic conditions during the launch of Maruti Suzuki were
very relaxed and liberal. Maruti Suzuki was launched when the
country had just opened its doors to liberalization. So there were no
strict norms or bylaws that the company had to adhere by.
The resources available in India were utilized by the multinationals
(Suzuki), which generated considerable revenue for the government.
A booming banking sector and a phenomenal growth in Auto Loans
market has made Maruti Suzuki more affordable.
Social Conditions
A rise in Middle class and concept of small nuclear families has
propelled a demand of B-Segment cars. Maruti Suzuki provides an
exact choice for this demand leading to its high growth.

Technological Conditions

35

 Since Maruti Suzuki manufacturers everything from the smallest of

screws to the biggest of machines in its factory it is able to maintain
the efficiency of the machines. Maruti Suzuki therefore manufactures
cars under best of conditions with the best of machinery. As a result,
the cars manufactured are of top quality.

STP SEGMENTATION, TARGETING, POSITIONING

Marketing is not an event, but a process . . . It has a beginning, a middle,
but never an end, for it is a process. You improve it, perfect it, change it,
even pause it. But you never stop it completely.
- Jay Conrad Levinson
Segmentation
Segmentation is based upon considerable evidence that a single marketing
approach or formula will not work for all members of the community to be
served.
Geographic
The region of interest of Maruti Suzuki is whole India with special focus on
Type A and fast growing Type B cities across India.

Demographic
36

Age Anybody of age between 20 40 yrs.

Income Anybody with an income of over 4 lakh p.a.
Occupation Millennial employed as professionals, managers and those
want to buy their first car.
Social Class Middle class, Upper middle, Lower Upper and Upper uppers.

Psychographic
Personality Dreamers, those who want to achieve big, ambitious, price
conscious, took their first step towards success and value driven.
Behavioral
Benefits Quality, Style, Price (economical)
User status Potential users and first time users
Buyer Readiness Stage Those who are aware, informed, interested and
intends to buy
Targeting
In evaluating the market segments Maruti Suzuki has looked at two factors The segments overall attractiveness and the companies resources. As is very
clearly seen Maruti Suzuki has opted for a selective specialization kind of
targeting. Maruti Suzuki has selected a number of segments each objectively
attractive and appropriate. There is minimal synergy among the segments
but each is a cash cow. This multi segment strategy has had the effect of
diversifying the firms risk.

37

Having Bollywood celebrities to endorse its cars paid off for Maruti Suzuki.
Bollywood celebrities like Sunny Deol as a brand ambassador targets two
sections of the society. Firstly, his glamorous and sophisticated image
appealed to the elite effecting their purchase decisions. Secondly, his
adorable persona appealed to the middle class buyers who wanted a good car
for the big investment they were making and for people who were
graduating from the second hand car.
The low price tag of Maruti Suzuki initiated a price war among all
companies and forced Tata Indica to pre-pone its launch. The initial low
price tag and strengthened by a solid marketing initiatives in form of print
advertisements provided a solid foundation for Maruti Suzuki in India which
showed in its sales of 17000 units in just 5 months.
Maruti Suzuki has identified its target market based on its pricing strategy.
Swift aims to be the price leader in B-Segment cars. It has always priced its
base model lower than Zen or Indica giving all the features which they give
in their higher models. With a constant change in its positioning strategy,
Maruti Suzuki Swift has succeeded in identifying its target market every
time and emerging as the fastest selling car in its own segment. With the
invent of Swift, Maruti Suzuki is looking towards entire new segment of
consumers and all set to target it to emerge as the market leader in BSegment cars.

Positioning
38

Since its inception, Swift has undergone a lot of changes in terms of its
positioning. First it was Swift, then Swift VXI, and then came finally Swift
VDI.
When Swift was initially launched it was positioned as The Complete
Family Car. Since Swift was launched in B-Segment, it had Santro and Tata
Indica as its biggest competitors in that segment. The stylish Tall Boy
Design of Swift together with its slogan helped it to position itself as one of
the cars to look upon. With a constant change in its positioning, Maruti
Suzuki always tried to keep alive the buzz associated with Swift .
Maruti Suzuki repositioned Swift as Sunshine Car (smart car for young
people) from earlier complete family car. This was done because the
competitors were coming out with similar products and then Maruti Suzuki
started what they call as Emotional Positioning. This repositioning of
Swift also helped it to target the segment of first time car buyers. Even the
print ads at this time were designed in a way to project Swift as the first car
for the fastest growing consumer segment of India at that time, The Young
Professionals, of the service industry that combined with various loan
facilities were too eager to buy their first car. This led to a phenomenonal
growth in its sales and further strengthening its position as a brand in
consumer mind. Thus the repositioning of Swift gave it an edge over its
competitors and also to emerge as a tough rival to Maruti 800 as The First
Car.

39

CHAPTER 4-RESEARCH METHODOLOGY

OBJECTIVES OF THE STUDY
The present study of the marketing strategy of the Maruti Suzuki (Pvt.)
Limited revolves around the following broad objectives:
(i)

To study the evolution and growth of the Maruti Suzuki (Pvt.)

Limited in the context of the automobile revolution in India;

(ii)

To study the growth strategy of the Maruti Suzuki (Pvt.) limited

and the marketing methods followed by it in this regard.

(iii)

To study the small car revolution in India and the contribution of

the Maruti Suzuki (Pvt.) limited to it.
This section provides corporate overview of Maruti Suzuki
India, its vision, quality systems and technology, along with a
brief historical perspective. It also offers information about
export operations and details of the company's social initiatives
in the field of road safety, safe driving, Driving Training
Institute and environment care. Additionally, It gives
information on multiple channels for contacting the company.
Basically the main objective of the survey is to try to identify
whether Maruti Suzuki Pvt. Limited is maintaining the service
level desired by the consumers. It also tries to study the
company on different customer value attributes and analysis its
performance, to assess the service quality gap (expectation
perception) for Maruti.

40

The service quality gap can be assessed on the following 5

dimensions of service quality gap : Tangibles the appearance of physical facilities,
equipments, personnel and communication material.
Reliability The ability to perform dependable service
and accuracy.
Empathy The provision of caring, individualized
attention to customers.
Responsiveness The willingness to help customers and
to provide prompt service.
Assurance The knowledge and courtesy of employees
and their ability to convey trust and confidence.

SCOPE OF RESEARCH
There is a tremendous amount of scope for future research in this area ,
that is the Automobile Industry, some possibilities can be:
Comprehensive research on all the competitors in the market.
Research on the buying behavior which would include brand
performance, brand attitudes, product satisfaction, purchase
behavior, purchase intentions, brand awareness, segmentation
studies, etc.

41

 Study of perceptions among people regarding automobiles

(Maruti) and their preferences of the type of vehicles (cars).
Similar study can also be carried out in other parts of the country
where the company has established their operations.
Study of the general usage patterns shown by the people and the
type of cars preferred by them.
Study of the promotion employed by various competitors. The
study may include aspects like motivational research, media
research, copy research, advertising effectiveness, competitive
advertising

studies,

public

image

studies,

sale

force

compensation studies, studies of premium and discounts.

DATA COLLECTIONS TOOLS

Data collected
(a)Primary Data: Questionnaires and personal interviews
Telephonic interviews
E-mail questionnaires.
All customers in and around South Delhi region were approached,
the information required in the questionnaire was collected by
interviewing them and got them filled personally.

42

Primary data has been collected as follows: 1. Observing the current market trends like the current customer base being shared by
Maruti, analyzing the comprehensive strategies adopted by MUL for customer
retention etc.
2. 100 respondents have been taken for Questionnaire technique to evaluate customer
satisfaction in relevance to MUL.
3. 4 respondents have been personally interviewed regarding their views on the
current operations being carried out by MUL.
(a)

Secondary Data: Secondary data has been collected from cars magazines, books relating to
consumer behaviour, from Internet from sites like www.marutiudyog.com,
www.Google.com, www.yahoo.com, www.Answers.com, www.rediff.com etc.

METHODOLOGY
43

A strategic analysis was done on The customer satisfaction with

respect to car models offered by maruti Suzuki pvt.limited.
UNIVERSE: All consumers /customers in South Delhi and surrounding

areas.
SAMPLE SIZE: 50 people
AREAS COVERED: In South Delhi, specific areas surveyed are Anand

Lok , Neeti Bagh , South-Extention , Panchsheel Park , Gulmohar Park

etc.

LIMITATIONS OF THE SURVEY

1. The scope of the project is limited in the sense that only
Maruti Suzuki Private Limited has been undertaken for
consumer research.
2. The extent of the survey was New Delhi only. So the
arguments or the suggestions given in the report may not hold
true for other locations in India.
3. Because of time constraints and reserve constraints, a mix of
convenient sampling and judgment was used.
4. Also because of the above mentioned constraints, the
sampling size chosen for the survey was 50 people.
5. For presenting information about Maruti Suzuki Private

Limited, only secondary source of data were referred. No

44

interviews with the company personnel, whether at

operational or managerial levels, were conducted.

45

CHAPTER 5 FINDINGS AND ANALYSIS

GENERAL FINDINGS
Future of Car Market in India
The Indian automotive market offers tremendous opportunities due to a
strong GDP growth, increased urbanisation, an expanding middle class, an
upward migration of disposable incomes and availability of easy financing
options. The Indian automotive industry is dominated by two-wheelers,
while cars account for about 10.7 percent of the total industry. The potential
for growth is enormous.
The Indian Governments Automotive Mission Plan 2006-2016 states that
the Indian passenger car market is expected to reach 3 million by 2015,
making India as one of the top 10 car markets in the world. India is also
expected to remain as the second-largest two-wheeler manufacturer, the
largest tractor and three-wheeler manufacturer and the fourth-largest truck
manufacturer in the world by 20151. The main considerations driving
customer preference are mainly reliability and economy.

46

47

INDIA: THE SOON TO BE SMALL-CAR HUB

Small cars constitute about 78 percent of the domestic demand, making
India the third-largest producer of small cars after Japan and Brazil.
Therefore, the government has decided to launch a programme to make
India a small car hub in the future a recent reduction in excise duties from
24 percent to 16 percent exclusively for small cars being an initiative in this
direction. Players with expertise in small car, such as Maruti and Hyundai,
have formulated plans for ramping up production capacities.

FINDINGS BASED ON QUESTIONNAIRE

From Primary Data Collected:

Market Observation Method: -

Observing the current market trends, a large number of customers are

satisfied with the current models offered by MUL in basically the and midsize car segment. Whereas customers preferring luxury cars are not much
satisfied as MUL has still a long way to go in the luxury car segment. In the
luxury car segment, other companies like Hyundai, General Motors, Ford
Motor Company are capturing a large portion of the market. A general
overview obtained by measuring customer satisfaction in relevance to MUL
is given as follows: -

48

CUSTOMER SATISFACTION INDEX

Ratio
30%
65%
5%

Type of Car
Small car
Mid-Size car
Luxury car

Satisfaction
Very High
High
Very Low

49

DATA ANALYSIS
Q-1. What are the basic features you look for in a car ?

50

Q-2. What type of cars do you prefer?

______

51

Q-3. What are the different car accessories you prefer?

52

Q-4. Small cars generally give better service than large ones.

Q-5. What type of services you prefer at the time of purchase of

car?

53

Q-6. What after sales services you prefer?

54

Q-8 Which car of MUL do you think has the highest resale value?

55

56

57

Q-9

(a)

Have

you

visited

MULs

service

stations?

Q-10. Are you satisfied with the current services provided by

MUL?

58

Q-11. Product Information provided by authorized dealers of MUL

so that the customer gets satisfied with the product he want to
purchase

is:-

59

Q-12. Is the availability of spare parts of cars manufactured by MUL

effective?

60

Q-13. Do you find promotional strategies of MUL effective?

Q-14. Are you satisfied with the price ranges offered by MUL?
61

62

Q-15 Which car of MUL do you think is the most affordable &
fuel efficient?

63

Q-16. How would you rate MUL car on the following: -

64

Q-17. OVERALL, please rate the quality, reliability & durability

of cars manufactured by MUL.

65

Q-18. MUL ranks highest in the India Sales Satisfaction Study: -

66

Q-19. Are you satisfied with Marutis True Value service offered?

67

Q-20. Maruti Insurance provides value addition to its

customers: -

68

69

CHAPTER 6
CONCLUSION AND SUGGESTIONS
Maruti Udyog Ltd., a joint venture between the Government of India and the
Suzuki Motor Corporation of Japan was Indias largest automobile company
in 2005. It operated in the passenger vehicle market and manufactured
affordable and fuel efficient cars for the Indian masses. Maruti 800 was its
flagship small sized car and was the best selling car in India since decades.
In 2005, Suzuki launched their global car Swift in international markets
and later in India. Swift was the first stylish compact car from the stable of
Maruti and was a differentiator from its earlier products. The launch of Swift
had brought Maruti in lime-light and various global international automobile
manufacturers announced their plans to boost their investments in India and
launch competing cars. The competition was expected to intensify to grab
the burgeoning customer base.
The Indian car market currently appears to be at a crossroads, where car
marketers are attempting to change customer perceptions of their brands and
where specific buying motivations appear to be replacing generalities.
This meanwhile, is quite unlike the west where buyers consider aesthetics,
comfort and safety, not necessarily in that order, before finalising a purchase.
Its smarter to think about emotions and attitudes, if marketers are to do a
better job of marrying what a car offers to the consumers image of the
offerings.

70

The mindset of the Indian consumer is such that he is delighted if he buys a

pen a little cheaper than his neighbour. Things are, however, slowly
changing and customers at the upper end of the market are now ready to pay
more for more. I hope that this approach will soon enter the small car
segment, maybe not with the same intensity .
Success will largely be determined to the extent a company can
differentiate itself in terms of intangibles that go with a car. Thus, success
could well hinge on the best of bundle of services that a carmaker can
provide. Maruti Suzuki grew from zero to the 500,000 mark and the number
One sales spot in India in just five years. Looking at the present scenario it
can be said that though there is lot of competition in the auto world Maruti
Suzuki is picking up well.
Suggestions/Recommendations :
1. According to the respondents feedback, MUL needs to launch new & better
models in the small car and luxury car segment and upgrade its existing
models in the mid size car segment.
2. MUL needs to offer more & more services to remain in competition.
3. Availability of spare parts of cars manufactured by MUL should be made
more effective.
4. Marutis vehicles are still number one in terms of service standards, other
factors like fuel efficiency, trouble-free operation etc., but still it needs to
improve as its existing model like Maruti 800 is becoming outdated in

71

technological terms & other foreign players like Hyundai, General Motors
are using latest technologies

ANNEXURE
BIBLIOGRAPHY:
Books & Journals
Marketing Management by Phillip Kotler
Brand positioning by Subroto sengupta
Positioning: The Battle for your mind by Al Ries & Jack Trout
Ahluwalia, I.J. (1988). "Industrial Policy and Performance in India" in
Lucas, R.E.B. and G.F. Papanek (eds.) (1988). The Indian Economy:
Recent Development and Future Prospects. Delhi: Oxford University
Press, pp. 151-162
Ahluwalia, I.J. (1996). "India's Opening up to Trade and Investment"
in I.J. Ahluwalia, Rakesh Mohan and Omkar Goswami, Policy
Reform in India . Edited by Charles Oman. Paris: OECD, pp. 17-41
AIAM (1999). Recommendations for Developing Indian Automotive
Policy. Association of Indian Automobile Manufacturers, New Delhi

Newspapers, Journals & Magazines

Business World
The Economist
Economic Times
Autocar Indias
72

QUESTIONNAIRE
Q-1. What are the basic features you look for in a car?
(Rank Between 1 to 13)
Rankings
(a)

Looks/Appearance

(b)

Mileage

(c)

Brand Name

(d)

Price

(e)

Car Accessories

(f)

Power Steering

(g)

Speed

(h)

Colour

(i)

Airbags

(j)

ABS (Breaking System)

(k)

Defogger

73

(l)

Effective AC System

(m)

Alternative Fuel System (LPG/CNG)

If any other essential feature, please mention
_____________________________________________________

Q-2. What type of cars do you prefer?

Small Cars
Premium Cars

Mid Size Cars

Luxury Cars

Q-3. What are the different car accessories you prefer?

Audio-System

Seat Covers

Alloy Wheels

Rear Spoiler

Key-less entry

Q-4. Small cars generally give better service than large ones.
Strongly

Disagree

Disagree
1. _____

Neither agree

Agree

nor disagree
2. ______

3. ______

Strongly
agree

4.______

5.______

74

Q-5. What type of services you prefer at the time of purchase of car?
Test-drive

Proper product information

Good Salesmanship
Q-6. What after sales services you prefer?

Car servicing

On-road services

Repairing of defective parts within the time period of

warranty
Q-7.
(1.)

Which car are you currently using?

_______________________________________

(2.)

Price paid for purchase of that car

_______________________________________

Maruti Udyog Limited (MUL)

Q-8. Which car of MUL do you think has the highest resale value?
Alto
Wagon R

Omni
Versa

Maruti 800

Maruti Zen

Maruti Esteem
75

Baleno
Maruti Gypsy

Swift

Maruti Zen Classic

Grand Vitara

Q-9.
(a)

Have you visited MULs service stations?

Yes____ No____
(b)

If yes, how many times______ &

where __________________________________________
Q-10. Are you satisfied with the current services provided by MUL?
Yes_____ No_____

Q-11. Product Information provided by authorized dealers of MUL so

that the customer gets satisfied with the product he want to
purchase is:Excellent

Very Good

1. _______

2.________

Good

Fair

Poor

3.________ 4.________ 5.________

76

Q-12. Is the availability of spare parts of cars manufactured by MUL

effective?
Yes_____ No_____
Q-13. Do you find promotional strategies of MUL effective?
Effective

Not Effective

1. __________

2.__________

Q-14. Are you satisfied with the price ranges offered by MUL?
Satisfied

Dissatisfied

Neither satisfied nor

dissatisfied

1. _______

2. _______

3. _______

Q-15 Which car of MUL do you think is the most affordable & fuel
efficient?
Alto

Omni

Maruti 800

Wagon R

Versa

Baleno

Swift

Maruti Gypsy

Maruti Zen

Maruti Esteem
Maruti Zen Classic
Grand Vitara

Q-16. How would you rate MUL car on the following: -

77

Trouble-free

Ease of maintenance

operation

/10 & repair

/10

Freedom from squeaks

& rattles

/10

Q-17. OVERALL, please rate the quality, reliability & durability

of cars manufactured by MUL.

SERVICE STANDARDS

/10

Q-18. MUL ranks highest in the India Sales Satisfaction Study: Agree

Disagree

Neither agree
nor disagree

1._______

2.________

3.________

Q-19. Are you satisfied with Marutis True Value service offered?
Yes_____ No_____
Q-20. Maruti Insurance provides value addition to its customers: Agree

Disagree

1.______

2._______

Q-21. Your opinion about the current offerings of the models of cars
78

Of MUL: - (In 20 words)

_____________________________________________________
_____________________________________________________
____________________________________________________

79