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A STUDY ON SERVICES DELIVERY PROCESS With Respect to M G B AUTOMOBILES dealer of MAHINDRA PROJECT REPORT Submitted in partial fulfillment of the
Requirement for the award of the degree of MASTER OF BUSINESS ADMINISTRATION By K.ABDUL SALEEM MASTAN Reg.no:092G1E0022 Under the valuable Guidance of Mr.K.UMA SANKAR M.A.; M.B.A.; (Ph.D)
DEPARTMENT OF MBA ANANTHALAKSHMI INSTITUTE OF TECHNOLOGY AND SCIENCES (Affiliated to J.N.T.University, Anantapur.) ANANTAPUR 517 502. (2009 2011)
ANANTHA LAKSHMI INST. OF TECH AND SCIENCES
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ANANTHALAKSHMI INSTITUTE OF TECHNOLOGY AND SCIENCES (Affiliated to J.N.T.University, Anantapur.)
BONIFIED CERTIFICATE This is to certify that the project entitled SERVICES DELIVERY PROCESS With Respect to M G B AUTOMOBILES dealer of MAHINDRA has been submitted by K.ABDUL SALEEM MASTAN Reg.no:092G1E0022 In the partial fulfillment of the requirement for the award of degree of Master of Business Administration in MBA department from ANANTHA LAKSHMI INST OF TECH AND SCIENCES, Anantapur, during the academic year 2009 2011.
Mr.K.UMA SANKAR.. M.A.; M.B.A.; (Ph.D) Anantha lakshmi Inst. of Tech and sciences Anantapur Mr.D.NABI RASOOL. M.B.A.;(Ph.D) H.O.D. of M.B.A Anantha lakshmi Inst. of Tech and sciences Anantapur
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DECLARATION
I declare that this project report entitled A STUDY ON SERVICES DELIVARY PROCESSOF MAHINDRA (M G B AUTOMOBILES) is original and bonified work of my own in the partial fulfillment of the requirements for the award of degree of MASTER OF BUSINESS ADMINISTRATION submitted to the ANANTHALAKSHMI INSTITUE OF TECHNOLOGY AND SCIENCES, Anantapur, Under the guidance of Mr.K.UMA SANKAR, Faculty Member, and has not copied from any earlier reports. The empirical conclusions and findings on this report are based on the information collected by me.
Place: Date:
(K.ABDUL SALEEM MASTAN)
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ACKNOWLEDGEMENT
This project report entitled A STUDY ON SERVICES DELIVARY PROCESSOF MAHINDRA)is original and bonified work. I express my hearty full gratitude to Mr.M.RAMUDU (Chairman) of ANANTHALAKSHMI INSTITUE OF TECHNOLOGY AND SCIENCES, Anantapur. For his guidance and suggestions to complete this project work. I express my hearty full gratitude to Mr.M.RAMESH NAIDU(Director) of ANANTHALAKSHMI INSTITUE OF TECHNOLOGY AND SCIENCES, Anantapur I express my hearty full gratitude to Mr.B.RAMESH BABU(Principal) of ANANTHALAKSHMI INSTITUE OF TECHNOLOGY AND SCIENCES, Anantapur. With Profound gratitude and heart full thanks to Mr.G.RANGA REDDY (Asst.manager of marketing). Who was permitting me to do my project work in this esteemed organization. I am extremely grateful to my project guide to Mr.K.UMA SANKAR. M.A.;M.B.A.; (PH.D) Faculty guide, Department of Business Administration for her finely advice and valuable suggestions.
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CONTENTS
CHAPTER: 1 Absract CHAPTER: 2 Objectives of the study Scope of the study methodoly Limitations CHAPTER: 3 Industry profile Company profile Product profile Theoretical perspective CHAPTER: 4 Theoretical perspective Data analysis and interpretation CHAPTER: 5 findings Suggestions Conclusion Appendix Questionnaire
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S.NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
LIST OF TABLES Quality of work performed Having avoiding inconveniencing you Are making you feel comfortable Willingness to go out of their way to satisfy you Friendliness and helpfulness of cashier Having convenient hours for service Ease of obtaining an appointment Quickly acknowledging your arrival Promptness in handling repair worK Arranging replacement Any performance of repairs Clean, comfortable waiting area On time delivery You were explained the work to be performed before hand You were explained the work to be performed and the breakdown of the charges
P.NO
16 17 18 19 20
Informed when your car was ready The paper work was completed and waiting for you when you arrived They contacted you to ensure the work was performed to your satisfaction Employees are providing clear services to customers companies can providing any different services
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21 22
At the time of services the company providing any precautions to with the help of feedback from customers, the companies providing any
CHAPTER-1 INTRODUCTION
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ABSTRACT:
A Project is a group of unique, interrelated activities that are planned and executed in a certain sequence to create a unique product or service within a specific time frame, budget and the certain specifications. According to British standard-a project is a unique set of coordinate activates, with definite starting and finishing points, undertaken by an individual or organization to meet specific objectives within defined schedule cost and performance parameters. Im going to do this project work on SERVICES DELIVARY PROCESS in M G B AUTOMOBILIES in Anantapur. because to know the services delivery activities of M G B automobiles .what are the major tools they are using to services delivary process to their product. Now-a-days, business customers are outsourcing more and more task to external service suppliers in order to focus on their core business. with out this needed services, offering them needed solutions and good valve at a price they can offered, their companies cant hope to succeed. The main objective of the project is,to find the service delivary process and factors influencing effectiveness of service delivary process and To find the employees role in service delivery process.and also to find the effectiviness of employees role in service delivary process. The data could have been put in a structural model and tasted using structure Equations modeling to get integrated results,and also a portion of respondents were not clear in giving options of satisfaction or dissatisfaction,and also a study has certain limitations like to
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sample size was relatively small and was drawn from a specific geographical region (anantapur) , which makes the generalization of findings difficult.
Research methodology can be made in the process of by exploratory research design and also by questioners method. The research design are both descriptive and exploratory in nature. The sample size was determined as customers. The survey has been conducted and restricted to the district of Anantapur.Data is to be used for the project as come both from primary sources as well as secondary sources. By using statical techniques, the collected data will be analyzed and interpreted are made. Based on interpretations, findings will be written and by giving suggestions, the project will be concluded. .Data is collected from both sources: primary and secondary. Survey method is used to collect primary data. Secondary data is collected from relevant journals (Indian journal of marketing), books, news papers, business magazines annual reports, websites. The questionnaire as a tool is used to collect data from the primary data. A structure questioner is used to collect the data from respondents. Questions with multiple choice responses were also asked. Most of the respondents are customers of MGB. Convenient method is used to collect primary data. Initially the data collected from questionnaire is checked for any missing data and identified. Weighted average method and percentage methods are used for analysis of data. Interpretation at each end of questionnaire is necessary for analysis.
With the help data analysis we make findings, suggestions and conclusions.
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CHAPTER-2
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OBJECTIVES 1. To find the service delivery process and factors influencing effectiveness of service delivery process. 2. To find the employees role ( MGB MOBILES DELAR OF MAHINDRA)in service delivery process. 3. To find the effectiveness of employees role in service delivery process.
SCOPE The scope of the study in the services delivary process are services and delivary process in Anantapur RESEARCH METHODOLOGY Though the main objective of study is to verify whether employees are providing clear services to customers. Mostly services are most necessary factor in the market for companies to exist in the market. To exist in the competitive market companies are needed to provide value added services. Providing clear services to customers companies are needed to verify their service delivery process. Employees play major role in service delivery process. Our project also concentrated on effectiveness of employees during providing services. Here companies also needed to verify whether they are providing services in satisfactory manner. Industries like hotel, airlines, banking, educational institutes, hospital, job consultancy, auditing for companies, etc.
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Only by providing effective services to customers, companies exist in the market. Following project demonstrates clearly about varies factors involved in service delivery process. Research design: Research method adopted for the purpose is exploratory. The research technique adopted is survey method. To achieve the research objectives secondary data has been explored. Initial interviews with few of the company officials, available customers and also company helps in giving the directions. Sample unit for this study is the owner of the vehicle who has been using for the last two years. The respondent is contacted with sample frame available at the company. By using convenient sampling method adopted for the study, necessary precautions taken in the selections of him/her so that wide demographic respondents included in the list. A sample of 100 respondents are contacted to obtain the data. SAMPLE SIZE A sample of 100 respondents are contacted to obtain the data. Survey method in order to elicit the best feed back from the targeted sample units of 100, information was collected by personal contact and interviews.
PRIMARY DATA Data observed or collected directly from first hand experience is known as primary data. SECONDARY DATA Published data and the data collected in the past or other parties is called secondary data. Data is collected from both sources: primary and secondary sources. Survey method is used to collect primary data. In terms of primary data by using statistical techniques,and questionare as a tool is used to collect data from primary data.
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Secondary data is collected from relevant journals (Indian journal of marketing), books, news papers, business magazines annual reports, websites. A structure questioner is used to collect the data from respondents. Questions with multiple choice responses were also asked. With the help of primary and secondary sources with statistical techniques the data will be analysed.
LIMITATIONS y Study has certain limitations like to sample size was relatively small and was drawn from a specific geographical region (anantapur) , which makes the generalization of findings difficult. y The data could have been put in a structural modal and tasted using structure equation modeling to get integrated results. y A portion of respondents were not clear in giving opinions of satisfaction or
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Dissatisfaction. y Short time period of study is insufficient for conducting detailed study.
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CHAPTER-3
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INDUSTRY PROFILE
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Automobile:
The growth of the Indian middle class along with the growth of the economy over the past few years has attracted global auto majors to the Indian market. Moreover, India provides trained manpower at competitive costs making India a favored global manufacturing hub. The attractiveness of the Indian markets on one hand and the stagnation of the auto sector in markets such as Europe, US and Japan on the other have resulted in shifting of new capacities and flow of capital to the Indian automobile industry. Global auto majors such as Japanese auto majors Suzuki, Honda and Korean car giant Hyundai are increasingly banking on their Indian operations to add weight to their businesses, even as numbers stay uncertain in developed markets due to economic recession and slowdown. Moreover, according to a study released by global consultancy firm Deloitte, at least one Indian company will be among the top six carmakers that would dominate the global auto industry by 2020. According to the study, the car industry would see a massive capacity building in low-cost locations like India and China as manufacturers shift base from developed regions.
Production Although the sector was hit by economic slowdown, overall production (passenger vehicles, commercial vehicles, two wheelers and three wheelers) increased from 10.85 million vehicles in 2007-08 to 11.17 million vehicles in 2008-09. Passenger vehicles increased marginally from 1.77 million to 1.83 million while two-wheelers increased from 8.02 million to 8.41 million.
In recent times, India has emerged as one of the favorite investment destinations for automotive manufacturers.
y
German car major Audi will start assembling its sports utility vehicle Audi Q5 from mid2010. The company plans to assemble more cars locally at its Aurangabad plant instead of importing completely built units (CBUs).
Ford India commenced commercial production of its compact car Figo, and diesel and petrol engines at a new factory in Chennai. The Figo will be built exclusively in India and exported to Asian countries and South Africa.
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Japanese major Nissan has decided to shift the entire production of its small car, Micra, from the UK to India. After production of the Micra begins here, Nissan plans to manufacture four more models in India, involving a total investment of over US$ 412.2 million.
Suzuki Motorcycle India (SMIPL), a wholly-owned subsidiary of Japanese auto major Suzuki Motor Corporation, plans to double production capacity of its two-wheelers to 300,000 units by the end of the current fiscal year. The company will invest US$ 26.77 million.
Volkswagen has set a target to localize production in India to about 80 per cent in 2-3 years from the current levels of almost 50 per cent as it seeks to offer cars at more competitive prices.
Domestic Market According to figures released by the Society of Indian Automobile Manufacturers (SIAM), domestic passenger car sales have increased 32.28 per cent to reach 145,905 units in January 2010 from 110,300 units in the same month last year. Across all categories, total sale of vehicles increased 44.94 per cent to 1,114,157 units in January 2010, against 768,698 units in the January 2009.
Road Ahead The Indian auto industry is likely to see a growth of 10-12 per cent in sales in 2010, according to a report by the global rating firm, Fitch. According to its report, Indian Auto Sector Outlook, competition in the country's auto sector is likely to increase due to increasing penetration of global original equipment manufacturers (OEM). LIMITATIONS THAT OCCURRED IN INDUSTRY The automobile industry has to address the following issues at all the stages of vehicle manufacture:
y y y
Environmental Imperatives Safety Requirements Competitive Pressures and

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There is a strong interlinking amongst all these forces of change, influencing the automobile industry. These have to be addressed consistently and strategically to ensure competitiveness. Since pollution is caused by various sources, it requires an integrated, multidisciplinary approach. The different sources of pollution have to be addressed simultaneously in order to stall widespread damage.
PARAMETERS DETERMINING EMISSION FROM VEHICLES Vehicular Technology

y y y
Fuel Quality Inspection & Maintenance of In-Use Vehicles Road and Traffic Management
While each one of the four factors mentioned above have direct environmental implications, the vehicle and fuel systems have to be addressed as a whole and jointly optimized in order to achieve significant reduction in emission.
VEHICULAR TECHNOLOGY In India, the vehicle population is growing at rate of over 5% per annum and today the vehicle population is approximately 40 million. The vehicle mix is also unique to India in that there is a very high proportion of two wheelers (76%). The significant environmental implications of vehicles cannot be denied. The need to reduce vehicular pollution has led to emission control through regulations in conjunction with increasingly environment-friendly technologies. It was only in 1991 that the first stage emission norms came into force for petrol vehicles and in 1992 for diesel vehicles. From April 1995 mandatory fitment of catalytic converters in new petrol passenger cars sold in the four metros of Delhi, Calcutta, Mumbai and Chennai along with supply of Unleaded Petrol (ULP) was affected. Availability of ULP was further extended to 42 major cities and now it is available throughout the country. The emission reduction achieved from pre-89 levels is over 85% for petrol driven and 61% for diesel vehicles from 1991 levels. ANANTHA LAKSHMI INST. OF TECH AND SCIENCES
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In the year 2000 passenger cars and commercial vehicles will be meeting Euro I equivalent India 2000 norms, while two wheelers will be meeting one of the tightest emission norms in the world. Euro II equivalent Bharat Stage II norms are in force from 2001 in 4 metros of Delhi, Mumbai, Chennai and Kolkata. Since India embarked on a formal emission control regime only in 1991, there is a gap in comparison with technologies available in the USA or Europe. Currently, we are behind Euro norms by few years, however, a beginning has been made, and emission norms are being aligned with Euro standards and vehicular technology is being accordingly upgraded. Vehicle manufactures are also working towards bridging the gap between Euro standards and Indian emission norms. FUEL TECHNOLOGY In India we are yet to address the vehicle and fuel system as a whole. It was in 1996 that the Ministry of Environment and Forests formally notified fuel specifications. Maximum limits for critical ingredients like Benzene level in petrol have been specified only recently and a limit of 5% m/m and 3% m/m has been set for petrol in the country and metros respectively. In place of phase-wise up gradation of fuel specifications there appears to be a region-wise introduction of fuels of particular specifications. The high levels of pollution have necessitated eliminating leaded petrol, through out the country. To address the high pollution in 4 metro cities 0.05% sulphur petrol & diesel has been introduced since 2000-2001. The benzene content has been further reduced to 1% in Delhi and Mumbai. There is a need for a holistic approach so that up gradation in engine technology can be optimized for maximum environmental benefits. Other factors influencing emission from vehicles.
INSPECTION & MAINTENANCE (I&M) OF IN-USE VEHICLES It has been estimated that at any point of time, new vehicle comprise only 8% of the total vehicle population. In India currently only transport vehicles, that is, vehicles used for hire or reward are required to undergo periodic fitness certification. The large population of personalized vehicles is not yet covered by any such mandatory requirement.
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In most countries that have been able to control vehicular pollution to a substantial extent, Inspection & Maintenance of all categories of vehicles have been one of the chief tools used. Developing countries in the South East Asian region, which till a few years back had severe air pollution problem have introduced an I&M system and also effective traffic management.
ROAD & TRAFFIC MANAGEMENT Inadequate and poor quality of road surface leads to increased Vehicle Operation Costs and also increased pollution. It has been estimated that improvements in roads will result in savings of about 15% of Vehicle Operation Costs.
CONCLUSION The need for an integrated, holistic approach for controlling vehicular emission cannot be over-emphasised. More importantly, it is time now for the auto and oil industry to come together under the guidance of the Government in evolving fuel quality standards and vehicular technology to meet air quality targets.
RECENT UPDATED ISSUES OCCURRED IN AUTOMOBILE INDUSTRY India's April car sales rise 39.5%, best in a decade
New Delhi: Sales figure for the month of April 2010 are out and the growth registered by the automotive industry in various segments is impressive. Passenger vehicles sales in April 2010 grew by 33.93% to 1,82,181 units, reports Society of Indian Automobile Manufacturers (SIAM). The growth within this segment was largely driven by a 39.48% growth witnessed in passenger car sales. Commercial Vehicles segment recorded a significant growth of 64.49% at 49,086 over 29,842 in the same period last year. Three wheelers segment witnessed a sales increase of 20.41% over April 2009. Two wheeler segment also continued the growth trend registering an upswing of 22.07% at 8,55,670 compared with 7,00,987 in the corresponding period of last year. Scooters managed to make a comeback posting a sales increase of 52.63% compared with April 2009. ANANTHA LAKSHMI INST. OF TECH AND SCIENCES
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Exports continue to grow stronger for the industry as overall exports posted a growth of 87.61% as reported by SIAM. Passenger vehicles segment and two wheeler segments posted a healthy growth of 28.63% and 96.91% respectively while commercial vehicles and three wheelers posted a strong growth of 132.68% and 202.47% respectively.
Auto Industry Continues on High Growth Path Date 09/06/2010
The overall production data for April-May 2010 shows production growth of 33.52 percent over same period last year with industry producing 2,715,189 vehicles.
Domestic Sales Passenger Vehicles segment in April-May 2010 grew at 34.49 percent over same period last year. Passenger Cars grew by 34.75 percent, Utility Vehicles grew by 30.40 percent and Multi Purpose Vehicles grew by 39.15 percent in April-May 2010 over same period last year. The overall domestic sale of Commercial Vehicles segment registered growth at 61.05 percent in April-May 2010 as compared to the same period last year. Medium & Heavy Commercial Vehicles (M&HCVs) registered growth at 94.88 percent and Light Commercial Vehicles grew at 40.08 percent. During April-May 2010, Three Wheelers sales recorded a growth rate of 15.16 percent. While Passenger Carriers grew by 15.49 percent and Goods Carriers grew at 13.91 percent in this period. Two Wheelers registered a growth rate of 25.43 percent in April-May 2010. Scooters, Mopeds and Motorcycles grew by 48.84 percent, 26.01 percent and 21.30 percent respectively. Exports In April-May 2010, overall automobile exports registered a growth rate of 67.57 percent. Passenger Vehicles, Two Wheelers, Commercial Vehicles and Three Wheelers segments grew by 19.90 percent, 72.09 percent, 122.42 percent and 184.42 respectively in April-May 2010 over April-May 2009. ANANTHA LAKSHMI INST. OF TECH AND SCIENCES
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Domestic car sales up by 32 per cent: SIAM According to the figures released by the Society of Indian Automobile Manufacturers (SIAM), domestic passenger car sales have increased 32.28 per cent at 145,905 units in January from 110,300 units in the same month last year. Motorcycle sales in the country during the month also increased by 43.69 per cent at 650,633 units, compared with 452,809 units in the corresponding month last year as per SIAM. Two-wheeler sales in January 2010 grew by 43.43 per cent to 834,383 units from 581,729 units in January 2009. Commercial vehicles sales also rose over two-fold during last month to 53,447 units from 23,154 units in the year-ago period, it added. Across all categories, total sale of vehicles increased 44.94 per cent to 1,114,157 units in January 2010, against 768,698 units in the January 2009.
Auto industry records highest ever sales this financial year New Delhi: The domestic auto industry is set to hit an all-time high sales figure of 12.2 million units in 2009-10, surpassing the previous sales record of 10.1 million units in 2006-07.
The strong growth is in terms of passenger car volumes, two-wheelers and commercial vehicles. This also represents a growth of 25.48 per cent over 2008-09 (9.7 million units). The phenomenal growth rides on the back of a low base, new launches primarily in the compact car category lowers interest rates and the 4 per cent reduction in excise duty as part of the fiscal stimulus.
Rajiv Dube, president, Tata Motors, said: The 25 per cent growth in 2009-10 is a two-year growth happening in just one year as the last financial year was nearly flat. If financing continues, as over 60 per cent of the vehicles are purchased on finance, it is expected that the demand would be sustainable in the medium to long term though it may not be as high as this.
The growth for 2009-10 would also be more than double of what the industry had predicted earlier. At the beginning of the financial year, the Society of Indian Automobile Manufacturers (Siam) had predicted low single-digit growth for the sector. Later, the figure was revised to low double-digit growth following a spurt in sales during the festive months. ANANTHA LAKSHMI INST. OF TECH AND SCIENCES
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The Indian automobile industry has recovered faster than any other market, post the global meltdown and we expect sales to cross the 12 million unit mark in 2009-10. Out of these passenger vehicles will be approximately 2 million units this time, Dilip Chenoy, director general, Siam, said.
As per Siam, passenger vehicle sales in the country have gone up by 26.1 per cent between April and February at 1,750,139 units, as compared to 1,387,545 units in the corresponding period of the last fiscal.
March has always been a high growth year for the industry and this time also we expect the overall industry to grow by over 30 per cent by this month end compared to the same period last year. This, despite the two consecutive hike in car prices and a marginal increase in interest rates, Ankush Arora, vice president (sales and marketing), General Motors India, said.
However, according to Rakesh Batra, national leader (automotive sector), Ernst &Young, the higher base of the ongoing financial year will have a slowdown effect in the coming months. The overall industry is expected to grow by around 15 per cent in 2010-11 and then it would slow down to anywhere between 10 and 15 per cent growth on a sustainable basis for the next three to four years.
The sector got a major boost from the government stimulus last year and this could have a lowering effect on sales in the coming financial year as the base is exceptionally high. Moreover, if new emission norms come into force, there could be another 3-4 per cent hike in car prices that would impact sales in the long run, Abdul Majeed, analyst and partner, Price Waterhouse explained.
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AUTOMOBILE INDUSTRY IN INDIA The automobile industry in India is the seventh largest in the world with an annual production of over 2.6 million units in 2009. In 2009, India emerged as Asia's fourth largest exporter of automobiles, behind Japan, South Korea and Thailand. By 2050, the country is expected to top the world in car volumes with approximately 611 million vehicles on the nation's roads. The automotive industry designs, develops, manufactures, markets, and sells the world's motor vehicles. In 2009, more than 60 million motor vehicles, including cars and commercial vehicles were produced worldwide following economic liberalization in India in 1991, the Indian automotive industry has demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions. Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and international operations. India's robust economic growth led to the further expansion of its domestic automobile market which attracted significant India-specific investment by multinational automobile manufacturers. In February 2009, monthly sales of passenger cars in India exceeded 100,000 units. Embryonic automotive industry emerged in India in the 1940s. Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. However, the growth was relatively slow in the 1950s and 1960s due to nationalisation and the license raj which hampered the Indian private sector. After 1970, the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment of Maruti Udyog. A number of foreign firms initiated joint ventures with Indian companies. In the 1980s, a number of Japanese manufacturers launched joint-ventures for building motorcycles and light commercial-vehicles. It was at this time that the Indian government chose Suzuki for its joint-venture to manufacture small cars. Following the economic liberalisation in 1991 and the gradual weakening of the license raj, a number of Indian and multi-national car companies launched operations. Since then, automotive component and automobile manufacturing growth has accelerated to meet domestic and export demands. ANANTHA LAKSHMI INST. OF TECH AND SCIENCES
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Exports India has emerged as one of the world's largest manufacturers of small cars. According to New York Times, India's strong engineering base and expertise in the manufacturing of low-cost, fuel-efficient cars has resulted in the expansion of manufacturing facilities of several automobile companies like Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki. In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan Motors plans to export 250,000 vehicles manufactured in its India plant by 2011. Similarly, General Motors announced its plans to export about 50,000 cars manufactured in India by 2011. In September 2009, Ford Motors announced its plans to setup a plant in India with an annual capacity of 250,000 cars for US$500 million. The cars will be manufactured both for the Indian market and for export. The company said that the plant was a part of its plan to make India the hub for its global production business. Fiat Motors also announced that it would source more than US$1 billion worth auto components from India. Indian automobile companies y y y y y y y y Ashok Leyland Chinkara motors : beachster, hammer,roadster 1.8s, rockster, jeepster, sailster. Force motors Hindustan motors : ambassador Mahindra: scorpio, xylo,logon Premier: sigma, road ster, RiO San motors : storm Tata motors: nano, indica, sumo, safari, TL.aria.
India's April car sales rise 39.5%, best in a decade Sales figure for the month of April 2010 are out and the growth registered by the automotive industry in various segments is impressive. Passenger vehicles sales in April 2010 grew by 33.93% to 1,82,181 units, reports Society of Indian Automobile Manufacturers (SIAM). The growth within this segment was largely driven by a 39.48% growth witnessed in passenger car sales.
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Commercial Vehicles segment recorded a significant growth of 64.49% at 49,086 over 29,842 in the same period last year.
Three wheelers segment witnessed a sales increase of 20.41% over April 2009. Two wheeler segment also continued the growth trend registering an upswing of 22.07% at 8,55,670 compared with 7,00,987 in the corresponding period of last year. Scooters managed to make a comeback posting a sales increase of 52.63% compared with April 2009.
Exports continue to grow stronger for the industry as overall exports posted a growth of 87.61% as reported by SIAM. Passenger vehicles segment and two wheeler segments posted a healthy growth of 28.63% and 96.91% respectively while commercial vehicles and three wheelers posted a strong growth of 132.68% and 202.47% respectively.
Year 2002-03 2003-04 2004-05 2005-06 2006-07
(In USD Million) 14,880 16,544 20,896 27,011 34,285
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Turnover of Automobile Industry 2002-03 to 2006-07
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Automobile Production Trends (Number of Vehicles) 2010-11
Category
2004-05 2005-06 2006-07 2007-08
2008-09
2009-10
Passenger 989,560 1,209,876 1,309,300 1,545,223 1,777,583 1,838,593 2,351,240 Vehicles Commercial 275,040 353,703 391,083 519,982 549,006 416,870 566,608 Vehicles Three Wheelers 356,223 374,445 434,423 556,126 500,660 497,020 619,093 Two Wheelers Grand Total 5,622,741 6,529,829 7,608,697 8,466,666 8,026,681 8,419,792 10,512,889 7,243,564 8,467,853 9,743,503 11,087,997 10,853,930 11,172,275 14,049,830
Automobile Exports Trends
(Number of Vehicles) 2008-09 2009-10 2010-11
Category Passenger Vehicles Commercial Vehicles
2004-05 2005-06 2006-07 2007-08
129,291 166,402 175,572 198,452 218,401 335,729 446,146 17,432 29,940 40,600 49,537 58,994 42,625 45,007
Three Wheelers 68,144 66,795 76,881 143,896 141,225 148,066 173,282 Two Wheelers Grand Total 265,052 366,407 513,169 619,644 819,713 1,004,174 1,140,184 479,919 629,544 806,222 1,011,529 1,238,333 1,530,594 1,804,619
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COMPANY PROFILE
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HISTORY Mahindra embarked on its journey in 1945 by assembling the Willys Jeep in India and is now a US $6.3 billion Indian multinational. It employs over 1,00,000 people across the globe and enjoys a leadership position in utility vehicles, tractors and information technology, with a significant and growing presence in financial services, tourism, infrastructure development, trade and logistics. The Mahindra Group today is an embodiment of global excellence and enjoys a strong corporate brand image.
Mahindra is the only Indian company among the top tractor brands in the world and has made an entry in the two-wheeler segment, which will see the company emerge as a fullrange player with a presence in almost every segment of the automobile industry.
The Mahindra Group expanded its IT portfolio when Tech Mahindra acquired the leading global business and information technology services company, Satyam Computer Services. The company is now known as Mahindra Satyam.
Mahindra's Farm Equipment Sector is the proud recipient of the Japan Quality Medal, the only tractor company worldwide to be bestowed this honor. It also holds the distinction of being the only tractor company worldwide to win the Deming Prize. The US based Reputation Institute recently ranked Mahindra among the top 10 Indian companies in its Global 200: The World's Best Corporate Reputations list.
Mahindra is also one of the few Indian companies to receive an A+ GRI checked rating for its first Sustainability Report for the year 2007-08. Mahindra & Mahindra Limited Mahindra & Mahindra Limited is part of the Mahindra Group, an automotive, farm equipment, financial services, trade and logistics, automotive components, after-market, IT and infrastructure conglomerate. The company was set up in 1945 in Ludhiana as Mahindra & Mohammed. Later, after the partition of India, Malik Ghulam Muhammad returned to Pakistan and became that nation's first finance minister. Hence, the name was changed from Mahindra & ANANTHA LAKSHMI INST. OF TECH AND SCIENCES
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Mohammed to Mahindra & Mahindra in 1948 Initially set up to manufacture general-purpose utility vehicles, Mahindra & Mahindra (M&M) was first known for assembly under license of the iconic Willys Jeep in India. The company later branched out into manufacture of light commercial vehicles (LCVs) and agricultural tractors, rapidly growing from being a manufacturer of army vehicles and tractors to an automobile major with a growing global market. At present, M&M is the leader in the utility vehicle (UV) segment in India with its flagship UV, the Scorpio (known as the Mahindra Goa in Italy.
Mahindra & Mahindra grew from being a maker of army vehicles to a major automobile and tractor manufacturer. It has acquired plants in China and the United Kingdom, and has three assembly plants in the USA. M&M has partnerships with international companies like Renault SA, France and International Truck and Engine Corporation, USA.M&M has a global presence and its products are exported to several countries.
Its global subsidiaries include Mahindra Europe Srl. based in Italy, Mahindra USA Inc., Mahindra South Africa and Mahindra (China) Tractor Co. Ltd.M&M is one of the leading tractor brands in the world. It is also the largest manufacturer of tractors in India with sustained market leadership of over 25 years. It designs, develops, manufactures and markets tractors as well as farm implements. Mahindra Tractors (China) Co. Ltd. manufactures tractors for the growing Chinese market and is a hub for tractor exports to the USA and other nations.
M&M will make its maiden entry into the heavy trucks segment with Mahindra Navistar, the joint venture with International Truck, USA. M&M's automotive division makes a wide range of vehicles including MUVs, LCVs and three wheelers. It offers over 20 models including new generation multi-utility vehicles like the Scorpio and the Bolero. At the 2008 Delhi Auto Show, Mahindra executives said the company is pursuing an aggressive product expansion program that would see the launch of several new platforms and vehicles over the next three years, including an entry-level SUV designed to seat five passengers and powered by a small turbo diesel engine.
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Awards y y Bombay Chamber Good Corporate Citizen Award for 2006-07 Business world FICCI-SEDF Corporate Social Responsibility Award 2007 Deming Prize y Japan Quality Medal in 2007
Modals y y y y y y y y y y Mahindra Bolero Camper , Mahindra Bolero Inspira , Mahindra Bolero Stinger Concept Mahindra Scorpio ,Mahindra Scorpio Getaway , Mahindra Scorpio First Mahindra Xylo , Mahindra Legend , Mahindra MM550 XD , Mahindra-Renault Logan (in cooperation with Renault)
Mahindra scorpio second genaratation
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Mahindra Pick Up (old versio
MAHINDRA jeep CJ 340 Mahindra AXE
XYLO
MAHINDRA GEO
MAHINDRA scorpio pick up genaratation ANANTHA LAKSHMI INST. OF TECH AND SCIENCES
Mahindra scorpio first
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BOARD OF DIRECTORS: The Board of Directors of the Company has, as its members, eminent persons from Industry, Finance, Investment and other branches of business, who bring diverse experience and expertise to the Board. NAME 1. 2. Mr. Keshub Mahindra Mr. Anand G. Mahindra DESIGNATION Chairman Vice Chairman and Managing Director
3. 4. 5. 6.
Deepak Shantilal Parekh Nadir Burjorji Godrej M. M. Murugappan Bharat Narotam Doshi
Director Director Director Executive Director & Group Chief Financial Officer (Group CFO)
7. 8.
Arun Kumar Nanda Narayanan Vaghul
Executive Director Director
9. 10. 11.
Dr. Ashok Sekhar Ganguly R. K. Kulkarni Anupam Pradip Puri
Director Director Director Nominee of LIC
12. Arun Kanti Dasgupta
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DOMESTIC OPERATATIONS Overview Presenting India's first compact truck. A truck thats built to save for you. It gives an unmatched mileage of 27 kmpl and scores really low on maintenance. Its 0.5 ton, compact truck box ensures maximum space is utilized in intra city operations. All this, and a range of other features, comes at a price for which you wont have to spend your lifes entire savings. In fact, the Gio was destined to be a leader even before it was launched. After all it boasts of an impressive lineage, since Mahindra is the biggest player in the small commercial vehicle segment, where combined sales of its pick-ups and 3 wheelers cross 7000 vehicles every month. And hallmarks of all these vehicles include their rugged build, low operating costs and powerful yet fuel efficient engines. Backed by Mahindra's unique experience, Gio comes to you as a trustworthy partner, dedicated to your business and your progress.
The Automotive Sector is the market leader in utility vehicles in India since inception and currently accounts for about half of Indias market for utility vehicles with a product portfolio that ranges from rugged, mass-transport utility vehicles to personal segment sports utility vehicles like the Scorpio. Mahindra has recently launched the Xylo, perhaps the most complete car with luxury comforts to enter the Indian market with everything that todays sedans offer and much more. Available at 57 select Mahindra dealerships in January and another 44 dealerships from February, the XYLO price range start 24,500. While the world-class Scorpio (declared to be the Car of the Year by CNBC Autocar, BBC Wheels and Business Standard Motoring) is the Automotive Sectors current flagship, it has many more products that have made it popular with individuals and institutions in India and the world. The Automotive Sector of the Mahindra Group is currently present in the multi-utility vehicle, light commercial vehicle and three-wheeler segments. Now, with its joint ventures, it will have a presence in the passenger car and the medium and heavy commercial vehicle segments too. Rs. 6,
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INTERNATATIONAL OPERATATIONS
Born around the same time as independent India, Mahindra is like a microcosm of the country of its birth. Indeed, few groups can identify as closely with Indias destiny and industrial progress as the Mahindra Group. Established in 1945 as a franchise for assembling jeeps from Willys, USA, the company soon began manufacturing light commercial vehicles and agricultural tractors, emerging as one of Indias leading auto brands. Today, the Mahindra Group is a leading manufacturer of multi-utility vehicles with significant presence in key sectors like automotive, farm equipment, financial services, trade and logistics, automotive components, after-market, IT and infrastructure. Mahindra & Mahindra Ltd. (M&M) is the leader in the Utility Vehicle (UV) segment in India and also manufactures passenger cars, three-wheelers and pick ups. It's flagship SUV, the Scorpio (known as the Mahindra Goa in Italy) is acknowledged the world over for its arresting blend of rugged utility and style, while its Bolero SUV was recently crowned Indias leading SUV brand for two years in a row with record sales of over 50,000 units in one year.
Reaching out to the world a global timeline In 1969 Mahindra established its export division with its first order of 600 jeeps for the Yugoslavian market. And there began Mahindras Journey towards expanding its global footprint. 1970s Mahindra begins exporting vehicles to Nigeria and other African countries. Today, the company has a presence in almost 15 markets in Africa. It was also during the 70s that Mahindra concluded exports of about 3300 units, mainly to Indonesia and Yugoslavia
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1980s Mahindra exports its CJ 5 model as CKD units to Iran where it is sold under the brand name of Sahara 1990s Mahindra begins exporting to Nepal in the early 90s and today, the mountain kingdom is one of Mahindras key markets in neighboring countries CBU exports in Ro-Ro shipment was made to Ceylon , Kenya , Namibia, Mozambique in Africa . Circa 2000 The Bolero is launched, further transforming the image of the company with its contemporary looks and style. Mahindra increased its global aspirations and expanded further field. It was during this decade that Mahindras export division gained further momentum. The winds of change were blowing through Mahindra as the company began consolidating its strengths in design. In 2002, M&M achieved a major milestone with the launch of Indias first indigenous SUV, the Scorpio. A runaway hit from the day of its birth, the Scorpio was by far one of the most exciting products ever developed by M&M and one that would give it immense recognition. The success of the Scorpio in India further bolstered Mahindras global ambitions and the company actively began looking for partnerships overseas. The emphasis was now on establishing a solid local presence as this was the key to long-term success and building trust with the customer. In addition to the Scorpio, Mahindra also developed the Mahindra Pik Up, based on the Scorpio platform, exclusively for overseas markets.
Outside India marking its presence internationally
In the early 2000s Mahindra made its presence in Tanzania, Sri Lanka, Congo, Madagascar, Mozambique, Ethiopia, Rwanda , Burundi and Nigeria . ANANTHA LAKSHMI INST. OF TECH AND SCIENCES
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2004 - An SKD (Semi Knocked Down) facility is set up in Uruguay for manufacture of the Bolero Pik Up which is locally sold under the brand name of Cimarron. Mahindra South Africa, a JV company, is also set up in South Africa for sale of the Scorpio and Bolero Pik Up. 2005 Mahindra Europe is established in Italy with the launch of the Scorpio (known as the Mahindra Goa), and Bolero Pik Up. Mahindra also made a foray in the French market in the same year. 2006 - M&M launches a product solely for the overseas market, the Mahindra Pik Up which was built on the Scorpio platform. 2007 Mahindra consolidates its position in neighboring countries including Bhutan. The company soon forays into Sudan Morocco, Algeria and Ghana, consolidating its position in the African continent. Mahindra also ventures into Chile in South America with the introduction of the Mahindra Pik Up. 2008 M&Ms first overseas CKD (Completely Knocked Down) operations are established in Egypt with the launch of the Scorpio. This was soon followed by CKD operations in Brazil for manufacture of the Scorpio SUV and Pik Up range. The Scorpio SUV and Pik Up range is also launched in Peru and the Pik Up Double Cab is introduced in Paraguay, further consolidating the companys presence in South America.
M&M has a growing global footprint and has established itself in markets across the world as one of the worlds most prestigious auto brands. The emphasis is now on establishing a solid local presence in these countries as this was the key to long-term success and building trust with the customer. With subsidiaries in South Africa, Europe and Australia and a strong presence in over 15 countries, it aspires to be globally renowned in Utility vehicles. International operations has ever since, enjoyed a healthy CAGR (64 % CAGR from F03 to F08). In addition to the Scorpio SUV, Mahindra also developed the Mahindra Pik Up, based on the Scorpio platform, exclusively for overseas markets. Further, we aspire to be the first automaker in USA. Today thousands of people use Mahindra vehicles every day and perceive the Mahindra badge as a symbol of trust, reliability, durability, style and innovation. ANANTHA LAKSHMI INST. OF TECH AND SCIENCES
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M&M ties up with Mitsubishi for farm equipment Indias largest tractor manufacturer Mahindra & Mahindra (M&M) today signed a technical license agreement with Mitsubishi Agriculture Machinery Company, Japan, for transfer of agricultural machinery technology.
The agriculture machinery technology is being licensed to M&M Farm Equipment Sectors (FES) Applitrac business for manufacturing Mitsubishis products in India. These machinery will be sold under the Mahindra brand name in India as well as in export markets like China and the Saarc countries.
To start with, M&M will produce the rice transplant machine, priced at Rs 1.75 lakh from its plant in Nagpur. The company is making an investment of Rs 15 crore towards the venture and intends to sell 1,000 units of the machine this year, while the target is expected to go up to 5,000 units per year in the next two to three years. These machines reduce man-hours while improving costs savings. According to estimates, the rice transplantor can save 30 per cent of costs while employing only three persons against 10-12 persons under manual conditions. Mitsubishi also partners M&M is the US where it makes compact tractors for the Indian company and sells them under the M&M brand name.
The Applitrac business where M&M sells all products other than tractors, such as harvesters and other machinery, currently contributes Rs 100 crore to M&Ms FES revenue. This is expected to grow to Rs 500-600 crore in the next five years, according to Anjanikumar Choudhari, president-M&M FES.
Further, both companies are also exploring collaboration in the area of tractors. Mitsubishi has expertise in making compact and low-power tractors, whereas Mahindra makes bigger and high-capacity tractor.
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MAHINDRA XYLO The Mahindra Xylo is an MUV designed and manufactured by Mahindra & Mahindra Limited. The Xylo was launched on 13 January 2009 at Nashik. Four variants-E2,E4,E6 and E8 are available with a price range of Rs 6,24,000-7,69,000. More than 3,000 units of Xylo were sold in March 2009.
Mahindra Xylo Manufacturer Production Assembly Body style(s) Engine(s) Transmission(s) Wheelbase Length Width Height Fuel capacity Mahindra & Mahindra 2009-Present Nashik, Maharashtra, India 4-door MUV 2.5 L Turbo 5-speed manual 2,760 mm (109 in) 4,520 mm (178 in) 1,850 mm (73 in) 1,895 mm (75 in) 55 L (15 US gal; 12 imp gal)
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TGHORETUCDAL
MARKETING:
CONTENT
Marketing is a social and managerial process by which individuals and groups obtained what they need and want through creating and exchanging products and valve with others.
MARKETING MANAGEMENT: Marketing management as an art and science of choosing target markets and getting, keeping and growing, customers through creating, delivering and communicating superior customer valve.
MARKETING MANAGMENT : The analysis, planning, implementation and control of programs design to create, build and maintain beneficial exchanges with target buyers for the purpose of achieving organizational objectives.
MARKETING MANAGEMENT CONCEPTS
Production
Product
Selling
Marketing
Societal
SERVICE: Any way of providing benefits to a customer that doesnt involve the exchange of a tangible good.
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WHAT IS CUSTOMER SERVICE ? Customer service is the overall activity of identifying and satisfying customer needs. Giving customers service may mean giving them excellent service once, More often it refers to the whole process of meeting customer needs time and time again and giving them a better service than they expected. DESIGNING SERVICE DELIVARY SYSTEM: Designing a service delivery system is a creative process. It begins with a service concept and strategy to provide a service with features that differentiate it from the competition. The various alternatives for achieving these objectives must be identified and analyzed before any decisions can be made. Designing a service system involves issues such as location, facility design and layout for effective customer and work flow, procedures and job definitions for service providers, measures to ensure quality, extent of customer involvement, equipment selection, and adequate service capacity. The design process is never finished; once the service becomes operational, modifications in the delivery system are introduced as conditions warrant.
SERVICE DELIVERY PROCESS The nature of the services both influenced and is shaped by distribution strategy. It is through delivery systems that the supplier provides service to the customers with mature services; improvements may take the form of incremental enhancements to improve the efficiency of attractiveness of the delivery system. The thrust of the so-called experience economy often consists of enhancing the experience associated with delivery processes as opposed to improving the core product. In well-designed high-contract services, customers are often so actively involved in service delivery that process and outcome become intimately entwined. In low-contact services, delivery system simply to the extent that they can obtain service promptly whenever they want it.
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Companies and not-for profit organizations use a wide array of B2B (business-tobusiness) services, varying to some degree according to the nature of their industry, but usually involving purchases or, a much larger scale than those made by individuals or households. Now days, business customers are outsourcing more and more tasks to external service suppliers in order to focus on their core business. With out these needed services, offering them needed solutions and good value at a price they can afford, their companies cant hope to succeed.
Unfortunately, customers are not always happy with the quality and value of the services they receive. Sometimes you may be delighted with your service experience but there have probably been times when you were very disappointed. Both individual and corporate purchasers complain about broken promises, poor value for money, and lack of understanding of their needs, rude or incompetent personnel, and inconvenient service hours. Bureaucratic procedures, wasted time, mal functioning self-service machines, complicated web sites, and a host of other problems. Suppliers of services, who often face stiff competition, sometimes appear to have a very different set of concerns.
Many owners and managers complain about how difficult it is to keep costs down and make a agers complain about how difficult it is to keep costs down and make a profit, to find skilled and motivated employees, or to satisfy customers who, they sometimes grumble, have become unreasonably demanding.
Defining Services Services cover a vast array of different and often very complex activities. The word service was originally associated with the work that servants did for their masters. In time, a broader association emerged, captured in the dictionary definition of the action of serving helping, or benefiting, conduct ending to the welfare or advantage of another. Early marketing definitions of services contrasted them against goods. John Rathmell defined services in broad terms as acts deeds performance or efforts and argued that they had different characteristics from goods-defines as articles, devices, materials, objects, or things.
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ROLE OF INTERMEDIARES Many service organizations find it cost-effective to delegate certain tasks; most frequently this delegation concerns supplementary service elements. For instance despite their greater use of telephone call centers and the Internets, transportation firms and hotels still rely for a significant portion of their business on travel agents who handle customer interaction such as giving out information, taking reservations accepting payment, and ticketing. And of course many manufacturers rely on the services of distributors or retailers to stock and sell their physical products to end users, while also taking on responsibility for such supplementary services as information advice order taking delivery, installation billing and payment and certain types of problems solving in some cases they may also handle certain types of repairs and upgrades. Delegating Specific Service Elements The flower of service frameworks to illustrate how the original supplier may work in partnership with one or more intermediaries to deliver a complete service package to customers. In this example the core product is still delivered by the originating supplier, together with certain supplementary services packaged with this offering have been added by an intermediary to complete the offering as experienced by the customer. In other instances, several specialist outsourcers might be involved as intermediaries for specific elements. The challenge for the original supplier to act as guardian of the overall process, ensuring that teach element offered by intermediaries fits the overall service concept to create a consistent and seamless branded services experience. The customer service study revealed that no specific tactic, technology, or mission statement is the key to effective customer service delivery. In fact, what is clear is that effective customer service delivery is organization specific, since services are designed around the targeted customers desires and the frontline employees delivering the services. The components of the process for producing effective customer service delivery include appropriately identifying and targeting the ideal customer, establishing a customer-focused vision that is consistent with the prioritized desires of the target customers, establishing the operational procedures and internal infrastructure that support customer service, continuously measuring customer and employee satisfaction, embracing change, and striving persistently to improve. The customer ANANTHA LAKSHMI INST. OF TECH AND SCIENCES
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service literature clearly demonstrates that both profit-seeking and public agencies that implement effective customer service strategies realize financial benefits, either through increased profits or through reduced costs associated with long-term, informed customers; customer referrals; employee retention; improved information exchange; and streamlined service delivery. Why should a company or agency provide good customer service process? It improves trust and information exchange: In the public sector, including child support offices, good customer service generates satisfied or delighted customers. Satisfied customers lead to increased compliance, improved information exchange, improved relationships, increased trust, and, potentially, decreased workloads or costs. For instance, police departments across the Nation have embraced the concept of community policing. Through community policing, police departments incorporate a customer focus as well as an attitude of partnership with customers, to increase satisfaction and trust and even reduce fear of crime in the community. Customers actually participate in addressing crime and disorder problems, thus reducing the workload on patrol officers. What are the guiding principles of companies that deliver effective customer service? In the customer service literature, five guiding principles are adopted by public as well as private agencies delivering excellent customer service: 1. Embrace change and persistently strive to improve (be a learning organization). 2. Continually ask the target customers what they want and then give it to them. 3. Empower, support, and reward frontline personnel. 4. Harness the power of information. 5. Establish an enabling infrastructure.
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How does an organization
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develop and implement an effective customer service strategy 1) Identify the target customer. 2) Determine what customer want. 3) Establish an organizational culture supportive of customer service. 4) Implement an internally oriented strategic service concept. 1. Identify the Target Customer.
o
Begin by identifying the target customers and by considering the point of purchase, point of service delivery or receipt, and point of consumption.
Cluster or segment target customers based on their common behaviors, knowing that targeting the wrong customers can have adverse effects on the organization.
Determine the priorities of various clusters of customers, knowing that the capabilities of the organization are crucial in addressing these priorities.
When possible, focus on customers with high current or future value. (Perhaps in child support this is a custodial parent with many children in the system.) This does not mean that other customers will not receive service, but it may mean that they will receive a different level of service. Consider the frequent flier programs that airlines and hotels offer to their customers with high current and future value. This does not mean that other passengers will not receive services, but services may not be at the same level.
Discourage non-target customers, those who are not likely to be satisfied by the services, and those to whom it is expensive to provide services, which is a necessary part of a customer focus. A simple example is offered as an illustration. A fire department could discourage residents from contacting the department to remove cats from trees by charging a $20 fee for performing the service and by advertising their busy emergency call load. The equipment and time investment of sending a ladder truck and several firefighters may reduce the effectiveness of the
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department at responding to an emergency and may not be the most prompt means of accomplishing the task for the customer.
2. Determine What Customers Want..

o
Determine what target customers want (not just what they need right now) by asking them in person or as part of a mail or telephone survey[2] or by using other mechanisms (e.g., electronic tracking and researching marketing trends) to determine what they want. Be aware that advertising, word of mouth, and public relations influence customers expectations. Meeting customers basic needs or expectations does not always bring high levels of satisfaction. Exceeding expectations produces high satisfactiontherefore, determine customers ideal desires.
Determine how the target customers prioritize their "wants." Generally, customers want convenience, quality products and services, variety or selection, low prices, and protection or security. However, each organization must identify what is most important to its customers.
Weigh how important the customer-identified "wants" are to the organization. Are the services something that the organization does, is capable of doing, or wants to pursue?
Determine how well the organization can meet the customers "wants" in comparison with competitors. The success of other companies at meeting and exceeding customer expectations changes a customers frame of reference and increases a customers expectations.
Determine which "wants," if performance delivery were to be improved, would most impact the organizations bottom line (profit, cost, loyalty, trust, or compliance).
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3. Establish an Organizational Culture Supportive of Customer Service.

o
Utilizing the information gathered, establish the companys customer-focused vision. The vision statement should be simple and may also identify what the company does not want to be. Some examples of simple vision statements include "Absolutely, Positively Overnight" by Federal Express and L.L. Beans promise "Guaranteed. Period."
Live up to what is promised by concurrently developing and applying externally and internally oriented strategic service concepts that reflect the vision. If the organization does not implement both internally and externally oriented service strategies consistent with the vision, the organization will have good intentions but poor customer service (Thompson).
Continually reflect on the vision and goals and the way services are delivered to customers. Be creative about the mechanisms used to create and deliver new services. Be willing to change existing practices to integrate improvements.
4. Concept. Implement an Internally Oriented Strategic Service The internally oriented strategic service concept establishes how the organizations internal processes will support the customer-focused vision. The premise behind the internally oriented strategic service concept is "capable workers who are well trained and fairly compensated provide better service, need less supervision, and are much more likely to stay on the job. As a result, their customers are likely to be more satisfied" A study by Sears in 1989 found that "employee turnover and customer satisfaction are directly correlated." Stores with high customer service ratings had a 54 percent sales force turnover versus 83 percent in stores with low customer service ratings (Harvard Business Review, 1994, p 80). This is supported by examples throughout the literature. Taco Bell found that the 20 percent of stores with the lowest employee turnover rates have 55 percent higher profits (an outcome of customer satisfaction) than the 20 percent of stores with the highest turnover rates (Harvard Business Review, 1994, p 240). ANANTHA LAKSHMI INST. OF TECH AND SCIENCES
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Identify employee groups important to implementing the externally oriented service concept. Frontline workers are of central importance.
Focus on recruiting employees who support the customer service vision. The costs of employing people who do not support the customer service vision are considerable. Forum Corporation research in the service industry showed, "only 14% [percent] of customers who stop patronizing service businesses do so because they are dissatisfied with what they bought. More than two-thirds defect because they find service people indifferent or unhelpful." (Harvard Business Review, 1994, p 77). Oftentimes, the right employees are those that fit in with the corporate cultures customer service vision, not necessarily those with the most experience in the industry. Additionally, develop career paths that allow successful customer-oriented employees to remain on the frontline.
Ensure that management supports employee decisions and judgment calls, even if this means that the cost of satisfying customers initially increases. In positions of high customer contact, quality control is not met by increased supervision, but by the use of incentives to emphasize quality, making service providers highly visible to customers, and by building a peer group to instill a sense of pride and teamwork.
Link all employees compensation to (and offer rewards for) good customer service performance. Rewards can be money, status, praise, acknowledgement, or perks such as trips or special events. While Charles Schwab does provide monetary incentives based on the amount of money a broker team brings into the company, if the customer service survey for the quarter does not show strong customer service by the team, the reward is reduced or even eliminated for the quarter. This policy in a profit-seeking environment leaves no doubt that customer satisfaction is the primary goal (Wiersema, 1998).
Finally, measure employee satisfaction regularly. Leaders in the service industry have employed such methods as toll-free numbers, periodic roundtable meetings, and surveys to collect employee satisfaction information.
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Role of Customers in Service Delivery Service customers are often present in the factory (the place the service is produced and/or consumed), interacting with employees and with other customers. E.g In a classroom or training situation, students (customers) are sitting in the factory interacting with the instructor and other students as they consume the educational services. Since these customers are present during service production, customers can contribute to or detract from the successful delivery of the service and to their own satisfaction. The Importance of Customers in Service Delivery Customer participation at some level is inevitable in service delivery. Services are actions or performances, typically produced and consumed simultaneously. In many situations employees, customers and even others in the service environment interact to produce the ultimate service outcome. Because the customers receiving the service participates in the delivery process, he or she can contribute to through appropriate or inappropriate, effective or in effective , productive or unproductive behaviors. Customers who are unprepared in terms of what they want to order can soak up the customer service representatives time as they seek advice. Similarly, shoppers who are not prepared with their credit cards can put the representative on hold while they search for their credit cards or go to another room or even out of their cars to get them. Meanwhile, other customers and calls are left unattended, causing longer wait times and potential dissatisfaction. The level of participation low, medium, high varies across services. In some cases, all that is required is the customers physical presence (low level of participation), with the employees of the firm doing all of the service production work, as in case of a ghazal concert. The listeners must be present to receive the entertainment service. In other cases, consumer inputs are required to aid the service organization in creating the service (moderate level of participation). Inputs can include information, effort or physical possessions.
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DATA ANALYSIS
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Data analysis Initially the data collected from questionnaire is checked for any missing data and identified. Weighted average method and percentage methods are used for analysis of data. Interpretation at each end of questionnaire is necessary for analysis. 4.1 Quality of work performed To know about quality of work performed by employees of MGB mobiles we need to analyze the following information.
Table: 4.1 Scale VERY POOR POOR AVERAGE GOOD EXCELLENT TOTAL No. of respondents 0 5 7 75 13 100 Percentage 0 5 7 75 13 100
Interpretation: From the above table it is clear that majority of respondents are feeling good regarding to quality of work performed by employees at MGB mobiles.
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4.1 GRAPH: Quality of work performed
80 P E R C E N T A G E 70 60 50 40 30 20 10 0 VERY POOR POOR AVERAGE GOOD EXCELLENT
Interpretation: From the above table it is clear that majority of respondents are feeling good regarding to quality of work performed by employees at MGB mobiles.
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4.2. Avoiding inconvenience to the customer To know whether employees are avoiding inconvenience customers of MGB mobiles we need to analyze the following information.
Table: 4.2 Scale VERYPOOR POOR AVERAGE GOOD EXCELLENT TOTAL No. of respondents 2 4 5 80 7 100 percentage 2 4 5 80 7 100
Interpretation: Table no 4.2, which depicts that 80 members are, satisfied well with employees attitude by avoiding inconvenience to customers. Ultimate need of customer is to feel comfortable with services provided by MGB mobiles.
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GRAPH: 4.2. Avoiding inconvenience to the customer
90 P E R C E N T A G E 80 70 60 50 40 30 20 10 0 VERY POOR POOR AVERAGE GOOD EXCELLENT
Interpretation: Table no 4.2, which depicts that 80 members are, satisfied well with employees attitude by avoiding inconvenience to customers. Ultimate need of customer is to feel comfortable with services provided by MGB mobiles.
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4.3. Comforting customers To know whether employees are really making feel comfortable to the customers of MGB mobiles we need to analyze the following information.
Table: 4.3 Scale VERY POOR POOR AVERAGE GOOD EXCELLENT TOTAL No. of respondents 3 5 7 79 6 100 percentage 3 5 7 79 6 100
Interpretation: By observing above table, majority of customers perception is good regarding to their comfort ness with employees, i.e., employees making them feel comfortable.
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GRAPH: 4.3. Comforting customers
90 P E R C E N T A G E 80 70 60 50 40 30 20 10 0 VERY POOR POOR AVERAGE GOOD EXCELLENT
Interpretation: By observing above table, majority of customers perception is good regarding to their comfort ness with employees, i.e., employees making them feel comfortable.
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4.4. Willingness to satisfy you While providing services to customers, does employees are really going out of their way to satisfy customers. To analyze this we need to use following tabulate information. Table: 4.4 Scale VERY POOR POOR AVERAGE GOOD EXCELLENT TOTAL No. of respondents 8 15 5 62 10 100 percentage 8 15 5 62 10 100
Interpretation: According to customers perception and above calculations, employees are providing services to customers with spending their own times. It shows that customers are satisfying with services provided by MBG mobiles
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GRAPH: 4.4. Willingness to satisfy you
70 P E R C E N T A G E 60 50 40 30 20 10 0 VERY POOR POOR AVERAGE GOOD EXCELLENT
Interpretation: According to customers perception and above calculations, employees are providing services to customers with spending their own times. It shows that customers are satisfying with services provided by MBG mobiles
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4. 5. Friendliness and helpfulness of cashiers To know whether employees are really helpful towards customers we need to analyze following information. Table: 4.5 Scale VERY POOR POOR AVERAGE GOOD EXCELLENT TOTAL No. of respondents 10 14 5 60 11 100 percentage 10 14 5 60 11 100
Interpretation: From the above graph it is clear that customers are feeling good with the attitude of customers. Also cashiers are needed to help more to customer
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GRAPH: 4.5. Friendliness and helpfulness of cashiers
Interpretation: From the above graph it is clear that customers are feeling good with the attitude of customers. Also cashiers are needed to help more to customer
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4.6. Having convenient hours for service To know customers are getting convenient hours of services, following information. Table: Scale VERY POOR POOR AVERAGE GOOD EXCELLENT TOTAL No. of respondents 5 10 7 58 20 100 percentage 5 10 7 58 20 100 we need to analyze
Interpretation: From the above table, it is clear that customers are getting convenient hours of services from MGB mobiles. It is clear that service delivery process is working clearly.
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GRAPH: 4.6 Having convenient hours for service
70 60 P E R C E N T A G E 50 40 30 20 10 0 VERY POOR POOR AVERAGE GOOD EXCELLENT
Interpretation: From the above table, it is clear that customers are getting convenient hours of services from MGB mobiles. It is clear that service delivery process is working clearly.
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4.7. Ease of getting appointment Does getting an appointment is really easy or tough task we need to conform by analyzing following tabulated data.
Interpretation: From the above graph, it is clear that customers are not struggling for getting appointment. As anantapur is not a metro city, getting appointment is easy
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GRAPH: 4.7 Ease of getting appointment

80 70 P E R C E N T A G E 60 50 40 30 20 10 0 VERY POOR POOR AVERAGE GOOD EXCELLENT
Interpretation: From the above graph, it is clear that customers are not struggling for getting appointment. As anantapur is not a metro city, getting appointment is easy
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4.8. Acknowledging the arrivals To know whether the management of MGB mobiles are really acknowledging customer arrival we need to analyze following information. Table: 4.8 Scale VERY POOR POOR AVERAGE GOOD EXCELLENT TOTAL No. of respondents 7 9 11 53 20 100 percentage 7 9 11 53 20 100
Interpretation: From observing above table it is clear that customers are not able to answer and it shows that are not getting problem as whether they are arriving to service center or not.
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GRAPH: 4.8 Acknowledging the arrivals
60 50 P E R C E N T A G E 40 30 20 10 0 VERY POOR POOR AVERAGE GOOD EXCELLENT
Interpretation: From observing above table it is clear that customers are not able to answer and it shows that are not getting problem as whether they are arriving to service center or not.
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4.9. Promptness in handling repair work To know whether customers are satisfied with handling work of customers, we need to analyze following tabulated information.
Table: 4. 9 Scale VERY POOR POOR AVERAGE GOOD EXCELLENT TOTAL No. of respondents 4 6 8 72 10 100 percentage 4 6 8 72 10 100
Interpretation: From the above graph, customers are satisfying good with performance of employees while handling work. Repairs are must needed for customers while their visit for service.
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GRAPH: 4.9 Promptness in handling repair work
Interpretation: From the above graph, customers are satisfying good with performance of employees while handling work. Repairs are must needed for customers while their visit for service.
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4.10. Arranging replacement To know whether MGB mobiles are providing replacements offer to customer. We need to analyze following data.
Interpretation: According to customers opinion, MGB mobiles are trying to replace any part of vehicle if they required. 70 members of respondents are feeling satisfied with replacement offer provided at MBG mobiles.
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GRAPH: 4.10 Arranging replacement

Interpretation: According to customers opinion, MGB mobiles are trying to replace any part of vehicle if they required. 70 members of respondents are feeling satisfied with replacement offer provided at MBG mobiles.
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4.11. Performance of repairs To know about performance of repairs at MGB mobiles to customer, we need to analyze following data.
Interpretation: From the above calculations it is clear that employees are perfectly performing their role during repairing the motors. Nearly 62 members of respondents are satisfied with work performed by MGB mobiles
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GRAPH: 4.11. Performance of repairs
Interpretation: From the above calculations it is clear that employees are perfectly performing their role during repairing the motors. Nearly 62 members of respondents are satisfied with work performed by MGB mobiles
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4.12. Clean, comfortable waiting area To know whether customers visiting MGB mobiles are finding Clean, comfortable waiting area, we need to analyze following data.
Interpretation: From above calculations, it is clear that most of the customers are feeling good about working area at MGB. It resembles the attitude of management towards cleanness
GRAPH: 4.12. Clean, comfortable waiting area ANANTHA LAKSHMI INST. OF TECH AND SCIENCES
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Interpretation: From above calculations, it is clear that most of the customers are feeling good about working area at MGB. It resembles the attitude of management towards cleanness
4.13. On time delivery ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

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To conform whether customers are satisfied with on time delivery process at MGB mobiles, we need to analyze following data.
Interpretation: From the above table, time management regarding to delivery of specifics vehicle is not up to mark. For a company it is not always easy to give on time delivery.
GRAPH: 4.13. On time delivery
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60 P E R C E N T A G E 50 40 30 20 10 0 VERY POOR POOR AVERAGE GOOD EXCELLENT
Interpretation: From the above table, time management regarding to delivery of specifics vehicle is not up to mark. For a company it is not always easy to give on time delivery.
4.14. Explanation of the work to be performed before hand
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To know whether customers are explained the work to be performed before hand, we need to analyze following tabulated data.
Interpretation: From the above table it is clear that most of the respondents are feeling good, that they are really explained the work to be performed before hand.
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GRAPH: 4.14 Explanation of the work to be performed before hand
Interpretation: From the above table it is clear that most of the respondents are feeling good, that they are really explained the work to be performed before hand.
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4.15. Explanation of the work performed and the break down of the charges To conform whether customers are explained about the work performed and the break down of the charges, we need to analyze following tabulated data.
Interpretation: From the above table and according to customers perception, customers are experienced that they were explained about the work performed and the break down of the charges. It is very necessary to customers.
Graph: 4.15 Explanation of the work performed and the break down of the charges
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Interpretation: From the above table and according to customers perception, customers are experienced that they were explained about the work performed and the break down of the charges. It is very necessary to customers.
4.16. Informed when your car was ready
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To know whether customers are informed about completion of work, we need to analyze following data.
Interpretation: From the above table, most of the customers are informed when they vehicle was ready. It shows the professionalism of MGB management.
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Graph: 4.16 Informed when your car was ready
Interpretation: From the above table, most of the customers are informed when they vehicle was ready. It shows the professionalism of MGB management.
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4.17. Paper work was completed and you waiting for you when you arrived To know whether the paperwork was completed and waiting for customers arrival, we need to analyze following tabulated data.
Interpretation: From the above table, customers are not considering paperwork as important factor, rather than it they are concentrating on completion of work.
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GRAPH: 4.17 .Paper work was completed and you waiting for you when you arrived
45 40 35 P E R C E N T A G E 30 25 20 15 10 5 0 VERY POOR POOR AVERAGE GOOD EXCELLENT
Interpretation: From the above table, customers are not considering paperwork as important factor, rather than it they are concentrating on completion of work.
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4.18. Servicing up to the satisfaction To know whether MGB mobiles is really contacted you to ensure that the work performed was up to your satisfaction or not, we need to analyze following data.
Interpretation: From the above calculations it is clear that customers are mostly satisfied with the work performed by employees of MGB mobiles. Ultimate need of customer is to fulfill their needs.
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GRAPH: 4.18 .Servicing up to the satisfaction
Interpretation: From the above calculations it is clear that customers are mostly satisfied with the work performed by employees of MGB mobiles. Ultimate need of customer is to fulfill their needs.
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19) EMPLOYEES ARE PROVIDING CLEAR SERVICES TO CUSTOMERS ? To know wheither employees are providing clear services to customers,we need to analyze following data.
TABLE:19.0 Scale VERY POOR POOR AVERAGE GOOD EXCELLENT TOTAL No. of respondents 6 8 4 70 12 100 percentage 6 8 4 70 12 100
Interpretation: From above calculations, it is clear that most of the customers are feeling good about providing clear services at MGB. It resembles the attitude of management towards cleanness.
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GRAPH:19.0 .EMPLOYEES ARE PROVIDING CLEAR SERVICES TO CUSTOMERS ?
Interpretation: From above calculations, it is clear that most of the customers are feeling good about providing clear services at MGB. It resembles the attitude of management towards cleanness.
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20)COMPANY PROVIDING ANY DIFFERENT SERVICES TO CUSTOMERS? To know whiether companies are provding different services to customers,we need to analyze the following data.
Interpretation:From above calculations, it is clear that most of the customers are feeling good about providing different services at MGB.
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GRAPH:20.0 .COMPANY PROVIDING ANY DIFFERENT SERVICES TO CUSTOMERS?
Interpretation: From above calculations, it is clear that most of the customers are feeling good about providing different services at MGB.
21) AT THE TIME OF SERVICES, EMPLOYEES ARE PROVIDING PRECAUTIONS TO CUSTOMERS.?
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To know whiether employees are providing precautions to customers,we have to verify Following data.
Interpretation: From above calculations, it is clear that most of the customers are feeling good about providing precautions to customers at MGB.
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GRAPH:21.0. AT THE TIME OF SERVICES, EMPLOYEES ARE PROVIDING PRECAUTIONS TO CUSTOMERS.?
Interpretation: From above calculations, it is clear that most of the customers are feeling good about providing precautions to customers at MGB.
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22) WITH THE HELP OF FEEDBACK FROM CUSTOMERS,COMPANIES PROVIDING ANY BETTER SERVICES? To know wheither employess are providing any better services with the help of feedback from customers.
Interpretation: From above calculations, it is clear that most of the customers are feeling good about better services with the help offeedback at MGB.
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GRAPH:22.0 .WITH THE HELP OF FEEDBACK FROM CUSTOMERS,COMPANIES PROVIDING ANY BETTER SERVICES?
Interpretation: From above calculations, it is clear that most of the customers are feeling good about better services with the help offeedback at MGB.
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CHAPTERFINDINGS
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FINDINGS
y Qualities of work performed by employees are satisfied by customers. Ultimate expectations of customers to get quality work. y Most of the customers are feeling that employees are avoided inconveniencing customers during providing services to customers. y y Most of the customers are feeling comfortable while getting services at MGB mobiles. Employees are willing to go out of their way to satisfy customers. Its shows that customers are satisfying with services provided at MGB mobiles. y Cashiers at MGB mobiles are acting friendly and helpful towards customers during their visit. y Customers are getting convenient hours of service from employees of MGB mobiles. But still they need to contribute more to customers. y Customers are not struggling with getting appointment from MGB mobiles, as anantapur is common urban town. y Management of MGB mobiles are quickly acknowledging customer arrival. It shows professionalism of MGB employees. y y Customers are feeling satisfaction with handling of repair work by employees. MGB mobiles are providing replacement opportunity to customers, as it under guarantee scheme. y Customers are satisfied with performance of repairs by employees. It is necessary to fulfill the service delivery process. y Customers are not feeling inconvenience with waiting area, as they are clean and comfortable.
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SUGGESTIONS
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SUGGESTIONS
As services are variable and perishable, company needs to focus standard services to customers.
Due to threat of new players and existing competitors, company need to more aggressive in terms of value added services.
Automobile industry having some defaults like happenings of accidents , to avoid it company needed to take care of customers by giving standard precautions.
Company should focus on gaining better quality employees as customers are mainly brand loyal.
Use standard intermediaries to make service delivery process as effective.
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CONCLUSION
Page 103
CONCLUSION
Most of the customers are satisfied with the services provided by the employees of MGB mobiles. Employees role is major factor that influence the service delivery process. While providing services to customers of MGB mobiles, the employees are showing good attitude which is much needed for both market and customers.
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APPENDIX
Page 105
APPENDIX
BOOKS REFERED
: MM.Philip Kotler
MODERN MANAGEMENT PRIMARY DATA Website
: R.S.N.PILLAI KOTER WWW.MAHINDRA.COM WWW.AUTOMOBILES.COM WWW.AUTOMOBILE INDUSTRY .COM
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QUESTIONNAIRE
Page 107
QUESTIONNAIRE My name is K.ABDUL SALEEM MASTAN. I am doing my project on SERVICES DELIVARY PROCESS in M G B AUTOMOBILES, in Anantapur. I collected data with number of respondents by questionnaire method of services provided by M G B AUTOMOBILES. QUESTIONNAIRE: On your most recent service visit, how would you rate the service department on the following area? 1. How the quality of work performed.. a) Very poor b) poor c) average d) good e) excellent
2. Having avoiding inconveniencing you a) Very poor b) poor c) average d) good e) excellent
3. Are making you feel comfortable... a) Very poor b) poor c) average d) good e) excellent
4. Willingness to go out of their way to satisfy you.. a) Very poor b) poor c) average d) good e) excellent
5. Friendliness and helpfulness of cashier. a) Very poor b) poor c) average d) good e) excellent
6. Having convenient hours for service. a) Very poor b) poor c) average d) good e) excellent
7. Ease of obtaining an appointment a) Very poor b) poor c) average d) good e) excellent
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8. Quickly acknowledging your arrival. a) Very poor b) poor c) average d) good e) excellent
9. Promptness in handling repair work. a) Very poor b) poor c) average d) good e) excellent
10. Any performance of repairs. . a) Very poor b) poor c) average d) good e) excellent
11) Arrainging replacement. a) Very poor b) poor c) average d) good e) excellent
12)performance of repairs. a) Very poor b) poor c) average d) good e) excellent
13. Clean, comfortable waiting area.. a) Very poor b) poor c) average d) good e) excellent
14. on time delivery . a) Very poor b) poor c) average d) good e) excellent
15) wheather employees are providing clear services to customers. a)very poor b)poor c)average d)good e)excellent
16)At what level employees providing services a)very poor b)poor c)average d)good e)excellent
17)companies can providing any different services.. a)very poor b)poor c)average d)good e)excellent
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18)At the time of services the company providing any precautions to customers.. a)very poor b)poor c)average d)good e)excellent
19)with the help of feedback from customers, the companies providing any better services a)very poor b)poor c)average d)good e)excellent
Did the following things occur on your most recent services visit and rate them? 20)You were explained the work to be performed before hand. a) Very poor b) poor c) average d) good e) excellent
21) You were explained the work to be performed and the breakdown of the charges.......... a) Very poor b) poor c) average d) good e) excellent
22) You were informed when your car was ready. a) Very poor b) poor c) average d) good e) excellent
23) The paper work was completed and waiting for you when you arrived.. a) Very poor b) poor c) average d) good e) excellent
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A STUDY ON SERVICES DELIVERY PROCESS With Respect to M G B AUTOMOBILES dealer of MAHINDRA PROJECT REPORT Submitted in partial fulfillment of the

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHALAKSHMI INSTITUTE OF TECHNOLOGY AND SCIENCES (Affiliated to J.N.T.University, Anantapur.)

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

(K.ABDUL SALEEM MASTAN)

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

Environmental Imperatives Safety Requirements Competitive Pressures and

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PARAMETERS DETERMINING EMISSION FROM VEHICLES Vehicular Technology

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

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

Year 2002-03 2003-04 2004-05 2005-06 2006-07

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ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

Turnover of Automobile Industry 2002-03 to 2006-07

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

Automobile Production Trends (Number of Vehicles) 2010-11

2004-05 2005-06 2006-07 2007-08

Automobile Exports Trends

(Number of Vehicles) 2008-09 2009-10 2010-11

Category Passenger Vehicles Commercial Vehicles

2004-05 2005-06 2006-07 2007-08

ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

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Mahindra scorpio second genaratation

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MAHINDRA jeep CJ 340 Mahindra AXE

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Executive Director Director

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ANANTHA LAKSHMI INST. OF TECH AND SCIENCES

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Outside India marking its presence internationally

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MARKETING MANAGEMENT CONCEPTS

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