A STUDY ON CRM PRACTICES IN AUTOMOBILE INDUSTRY

WITH SPECIAL REFERENCE TO MARUTI SUZUKI

RESEARCH PROJECT SUBMITTED FOR THE

FULFILLMENT OF DEGREE OF
MASTER OF BUSINESS ADMINISTRATION –
INTERNATIONAL BUSINESS (MBA-IB)

FOR THE BATCH 2020-22

UNDER
HONOURS SCHOOL
SYSTEM AT
UNIVERSITY BUSINESS SCHOOL
PANJAB UNIVERSITY
CHANDIGARH

SUBMITTED TO SUBMITTED BY

DR. MONICA BEDI SHIVAM JAIN

PROFESSOR MBA-IB, 4th SEMESTER

UNIVERSITY BUSINESS SCHOOL UNIVERSITY BUSINESS SCHOOL

PANJAB UNIVERSITY, CHANDIGARH PANJABUNIVERSITY, CHANDIGARH
 Declaration
I, Shivam Jain hereby declare that the present work entitled “A study on CRM practices in
automobile industry with special reference to Maruti Suzuki” has been done by me
under the guidance of Dr. Monica Bedi for the partial fulfilment of the requirement for the
award of the degree of “Master of Business Administration in International Business” from
University Business School, Panjab University, Chandigarh. This is an original work
based on my understanding of the subject and I have not submitted it in part or full earlier,
for the award of any other degree or diploma of this or any other University or Institute.
Any material referred is duly acknowledged.

Date: 21/03/2022

Signature:

Name of Student: Shivam Jain

MBA International Business

Semester 4 Batch 2020-22

Roll No. 28
 Acknowledgement
I offer my sincere thanks and humble regards to University Business School, Panjab
University, Chandigarh for imparting us very valuable professional training in MBA. I pay
my gratitude and sincere regards to Dr. Monica Bedi, as he has been a constant source of
motivation and inspiration. I am also thankful to her for giving her suggestions and
encouragement throughout the project work. I take the opportunity to express my gratitude
and thanks to our office, computer lab and library staff members for providing me
opportunity to best utilize the available resources for the completion of the project. I also
thank my group members & friends for their valuable suggestions, comments and criticism.
They have been welcoming enough to provide me with all the required help that has enabled
me to make this project a success.

Sincerely,

Name of Student: Shivam Jain

Class: MBA International Business

Semester 4 Batch 2020-22

Roll No: 28

Similarity And Originality Report

 Table of Contents

Contents
List of Tables: ......................................................................................................
7

Abstract ................................................................................................................
8

Chapter-1: Introduction .....................................................................................

9

1.1 Customer Relationship Management: .....................................................

9

1.2 Automotive Industry (India) – Industry and Post Sale Practices: ......
11

1.3 Current CRM Practices in Automobile Industry: ...............................

13

1.4 Capturing Customer requirements: ......................................................

13

1.5 Automobile Sales Team and Customer Relationship Mapping: .........

14

1.6 Achieving CRM Success in Automobile Industry: ...............................

15

1.7 CRM Practices at MARUTI SUZUKI: .................................................

15

1.8 Key Initiatives: .........................................................................................

16

Chapter-2: Literature Review .........................................................................

18

Chapter-3: Objectives & Hypothesis ..............................................................

21

3.1. Research Objectives: ..............................................................................

21

3.2. Research Hypothesis: .............................................................................

21
 3.3. Conceptual Framework: ........................................................................
22

.............................................................................................................................
22

Chapter-4: Research Methodology .................................................................

23

4.1 Research Design: ......................................................................................

23

4.2 Sample Size: ..............................................................................................

23

4.3 Sampling process: ....................................................................................

23

4.4 Data Analysis Methods: ..........................................................................

23

Chapter-5: Data Analysis ............................................................................ 25

5.1 Customer Profile: .....................................................................................

25

5.2 Mean Scores and Standard Deviation: ..................................................

27

5.3 Investigating the relationship: ................................................................

28

5.4 Relationship Analysis: .............................................................................

29

5.5 Regression Model: ....................................................................................

30

5.6 Detection of Multicollinearity: ................................................................

32

5.7 Kruskal Wallis Test: ................................................................................

33
Chapter-6: Findings & Observations ..............................................................
35

6.1 Findings: ...................................................................................................

35

6.2 Observations: ...........................................................................................

35

Chapter-7: Recommendations & Conclusion ................................................

37

7.1 Recommendations: ...................................................................................

37

7.2 Conclusion: ...............................................................................................

37

Chapter-8: Limitations & Future Work .........................................................

38

8.1 Limitations of Study: ...............................................................................

38

8.2 Future Work: ...........................................................................................

38

9. References: .....................................................................................................
40

10. Annexure 1: Questionnaire ........................................................................

43

List of Tables:
 Table no. & name Page no.
Table-1 Age 26
Table-2 Gender 26
Table-3 Descriptive Statistics 27
Table-4 Correlation 30
Table-5 Model Summary 31

Table-6 ANOVA 31
Table-7 Stepwise Regression Analysis 32
Table-8 Multicollinearity Statistics 33
Table-9 Kruskal Wallis One Way 34
ANOVA

Abstract
This research is conducted to study the level of customer satisfaction from after sales services
of Maruti Suzuki in Tri-city. The research is conducted on a sample size of 100 respondents,
analyzing their attitude and level of customer satisfaction towards after-sale services of Maruti
Suzuki for gathering sufficient knowledge about their CRM practices and level of customer
satisfaction from their services. Respondent results were collected through a detailed
questionnaire and were later on analyzed through SPSS using different statistical techniques
such as Kruskal-Wallis’s test, ANOVA, Correlation and Regression.

The aim of the research is to measure the significance of different aspects and factors of
aftersales services for the consumers in deriving the satisfaction from them. The study
examined how different aspects of after-sale services and customer satisfaction is influenced
by socialdemographic traits like gender and age. Among these factors it was found that
gender does not affect the consumer attitude and satisfaction level towards after sale-services
where age does. Also, the impact of quality, cost, responsiveness and speed of after-sale
servicer towards customer satisfaction is studied. From this study it was found that consumers
are influenced more by responsiveness and speed and less influenced by quality and cost
while deriving satisfaction from after-sale services of Maruti Suzuki. This research will be
helpful for organizations to identify what major factors are focused on by consumers and
prioritize such factors in order to develop new strategies.

Chapter-1: Introduction
1.1 Customer Relationship Management:

Customer Relationship Management (CRM) is a system that empowers associations to

decrease costs, increment benefit and reinforce reliability of their clients. CRM gathers data
dependent on all information sources inside the association (and when it is conceivable, past
association) and addresses a comprehensive understanding on each client continuously.
Customer Relationship Management, the board is of highest significance. No one needs the
one-off clients who go back and forth. With the consistently expanding cost of getting clients,
it becomes significant that we improve the interaction while keeping up with and sustaining a
more profound relationship with clients who are now ready.
To do that, an organization ought to have an unmistakably characterized technique for
sustaining clients. From getting data to moving towards possible purchasers, following up,
offering important substance just as dependability projects and advancements. CRM items is
the possibility that an organization ought to have a coordination to get the data in regards to
the records and individuals they serve.
Anyway, what does CRM rely on? It represents the manner in which you sort out your
interior cycles around the clients. In this angle, CRM programming will help you and your
group become more productive. It can (and when executed it will) increment in general
usefulness, deals effectiveness, increment consumer loyalty and standards for dependability.
The development of CRM system as an administration approach is the consequence of a few
significant patterns that describe contemporary society.
• A change in the business center from conditional to relationship advertising;
• Understanding that clients are business partners, not simply business crowd;
• Transitions in the organizing of the association at an essential level, from capacities to
measures;
• Recognition of the benefits of utilizing data proactively as opposed to just responsively;
• Greater utilization of innovation in the administration and the most extreme worth of data;
• Accepting the need to adjust the conveyance and extraction of client esteem;
• Development of "balanced" promoting approach
The definitions are predictable in their evaluation that a CRM technique is arranged to the
client. This methodology incorporates investigation, arranging and control, inception, settling
restoring and resuscitating relations with clients. A critical component of the idea of the
board is the deliberate ID of productive client sections and advancement of differential
advertising, deals and administration idea. Improvement of good relations with clients is the
premise of business achievement.
There are numerous innovative answers for CRM, yet to consider CRM simply in mechanical
terms is a misstep. CRM is basically a business methodology or a set of cycles, individuals
and innovation utilized by the organizations to effectively draw in and hold the clients for the
augmentation of development and benefit of the association.
Every area of the economy and industry, non-benefit associations and government
establishments use CRM for the benefits in the work with its clients or customers. Diverse
CRM systems, contingent upon financial area, are frequently unique, and they are regarding
the items and administrations presented to clients.
CRM is important with the advancement of electronic business, and it is upheld by web
applications and the quick development of the Internet. What is the way to deal with oversee
and foster CRM (bit by bit or at the same time, interior turn of events or acquisition of
"World" arrangements, and so forth); how much innovation is required to tackle the
execution of CRM procedure; what client data should be known and gathered; what
information should be created inside the association; how to quantify the viability of
execution; where to start – from the client's requirements, inward cycles or innovation – these
are on the wholesome of the issues that are continually forced. Associations face various
degrees of execution hindrances. The justification for this is the conditions that fluctuate from
one association to another. A few associations are confronted with a larger number of issues
than others, administration and the executives can arrive at the essential thoughts and
inspiration to keep the CRM execution proceeding to give unmistakable advantages to the
association. A decent CRM arrangement, with cozy’s associations with clients, brings the
chance of early acknowledgment of new clients and their particular prerequisites and thus,
they can be fulfilled quicker than the opposition. Along these lines, an effective CRM gives
authority in nature of items while simultaneously it further develops the consumer loyalty and
their availability to buy unrivalled items. By consolidating proper programming with
scientific apparatuses, CRM assists the association with coordinating client information from
different sources, and to direct profound examination and gain exhaustive view on relations
between the association and clients.

1.2 Automotive Industry (India) – Industry and Post Sale Practices:

The automobile sector in India is one of the world's largest, according to the India Brand
Equity Foundation, with annual output of 23.96 million vehicles in FY (fiscal year) 2015–16,
up 2.57 percent from the previous year. The automobile sector generates 7.1% of the
country's gross domestic product (GDP). Due to a growing middle class and a young
population, the two-wheeler segment leads the Indian automobile market with an 81 percent
market share. Furthermore, the increased interest of businesses in investigating rural markets
boosted the sector's expansion. The whole Passenger Vehicle (PV) sector accounts for 13% of
the market.
India is a major auto exporter, with excellent export growth prospects in the near future.
According to the Society of Indian Automotive Manufacturers (SIAM), the Indian
automotive industry is worth $74 billion today, and by 2026, it is predicted to be worth $300
billion, with a 15 percent compound annual growth rate. In 2006, the Automotive Mission
Plan (AMP) was created to outline the goals of the auto and auto component industries,
promote India as a desirable global manufacturing destination, and develop intervention and
prescription mechanisms to support the industry.
Automobile production increased at a CAGR of 9.4% from FY06 to FY16. During the period
FY06-FY16, the passenger car segment increased at the quickest rate, with a CAGR of 10.09
percent, followed by the two-wheeler segment, which grew at a CAGR of 9.48 percent.
Several automakers have begun investing extensively in various parts of the business in the
last few months in order to keep up with the growing demand. According to data given by the
Department of Industrial Policy and Promotion, the industry attracted US$ 15.79 billion in
foreign direct investment (FDI) from April 2000 to September 2016. (DIPP). The following
are some of India's notable investments and developments in the automobile sector.
(Reference: India Brand Equity Forum)
• Tesla Inc., an electric car company, is expected to launch its models in India sometime in
the summer of 2017.
• KIA Motors Corp. of South Korea is close to deciding on a location for its first
manufacturing in India, which will cost US$1 billion (Rs 6,700 crores). It is debating
whether to go with Andhra Pradesh or Maharashtra. The facility is expected to be operating
by the end of 2018 or early 2019.
• Several automakers, including global giants like Audi and Indian firms like Maruti Suzuki
and Mahindra & Mahindra, are looking at the possibility of bringing autonomous self-
driving cars to India.
• BMW intends to produce a local version of the G310R, a sub-500cc motorbike, for Indian markets
at TVS Motor's Hosur plant in Tamil Nadu.
• Honda Motorcycle and Scooter India (HMSI) has opened its 900th Honda Authorized Exclusive
Dealership in India, bringing the overall number of Honda Authorized Exclusive Dealerships in India
to 4,800, with ambitions to expand to 5,300 by the end of 2016-17. Hero MotoCorp Ltd is pursuing its
internal EV Program in addition to investing Rs 205 crore (US$ 30.75 million) in Bengaluru-based
technological start-up Athar Energy Pvt Ltd to increase its presence in the Indian electric vehicle (EV)
market.
• Just Ride, a self-drive car rental company, has raised $3 million in a bridge round led by a
group of global investors and a trio of Y Combinatory partners. The funds will be used to
expand Just Ride's car sharing platform Just Connect and Yabber, an internet of things
(IoT) device for cars based on the company's smart vehicle technology (SVT).
• Ford Motor Company plans to invest Rs 1,300 crore (US$ 195 million) in Chennai to
construct a global technology and business centre that will serve as a hub for product
development, mobility solutions, and business services for India and other markets.
• Cummins intends to turn India into a global export powerhouse by investing in cuttingedge
components and technologies.
• Suzuki Motor Corporation, a Japanese automaker, wants to invest Rs 2,600 crore (US$ 390
million) in Mehsana, Gujarat, to build its second assembly plant and an engine and
transmission unit. Mr. Masayoshi Son, SoftBank Group's Chief Executive Officer, stated
that Ola Cabs may introduce a fleet of one million electric cars in collaboration with 12
electric vehicle manufacturers and the Indian government, which could help reduce
pollution and transform the country's electric mobility sector.
• SAIC Motor, China's largest automaker, aims to invest $1 billion in India by 2018 and is
looking into setting up a manufacturing unit in one of three states: Maharashtra, Andhra
Pradesh, or Tamil Nadu.
• Suzuki Motorcycle India Pvt Ltd has begun exporting its made-in-India flagship bike, the
Gixxer, to Japan, in addition to its present shipments to Latin America and the neighboring
countries. GM plans to invest $1 billion in India by 2020, primarily to enhance capacity at
its Talegaon facility in Maharashtra from 130,000 to 220,000 vehicles per year by 2025.

• FIAT Chrysler Automobiles has invested US$280 million at its Ranjangaon facility to
localize the production of the Jeep Compass, a new compact SUV set to debut in India in
August 2017.

1.3 Current CRM Practices in Automobile Industry:

According to the car expert, new vehicle overall revenues are slender. Also, in a developing
multi-channel world, it has been found that clients are at last inspired by the end result and
don't actually tend to think about what sort of touch point was utilized to associate with
vehicle vendors. Also, it causes fundamental for the organizations to guarantee that emphasis
not on the center around the deal however to acquire committed client for a daily existence, to
tackle the gigantic likely result in post-deals exercises.
Usually, the dissemination arrangement of the car business was with the end goal that the
producers and end clients were to a great extent separated. For most car makers, their genuine
client was the 'seller' and spotlight were on the best way to keep them glad. When the vehicle
arrived at the vendor and the OEMs' levy were settled, the main interest that the producers
had was to guarantee that the seller prevailed with regards to making a deal. Makers are
worried about keeping their industrial facilities running, vehicle creation and delivery them -
after which the last onus to sell the vehicle is moved to the seller.
In any case, as advancement in the time brought forth the much-developed client; numerous
makers are today lamenting at any point had this viewpoint. Having cleaned up off all
nearness with the end client, a huge volume of client related data was lost - client inclinations
assumed a little part in vehicle producing.
CRM in the car business is mind boggling and regardless of its size, there are not many CRM
programming arrangements which can be custom fitted to meet the business' particular
necessities.

1.4 Capturing Customer requirements:

At the point when we talk about "CRM constructed vehicles", there are two significant
advances which the business needs to take forward. Most importantly, the assembling system
adaptability must be expanded and also seller producer incorporation should be made. The
main motivation to focus on 'worked to arrange' (BTO vehicle models) is to get rid of waste
that happens because of enormous left-over inventories. In an ideal auto world, the producer
will begin fabricating the vehicle solely after getting explicit orders from clients consequently
prompting shrewd utilization of inventories and irrelevant wastage. This is the core of CRM
in the auto business - client inputs launch creation. Inline creation like paint, seating or other
late occupation can be deferred a little until the specific client inclination gets passed on.
The thought is to have a smaller number of vehicles yet more tweaked, consequently wiping
out elements or choices that clients don't need. There should be a shift from the old attitude
that the amount satisfaction is a higher priority than a fulfilled client. The ideal slogan for
CRM in the car business ought to be "Determine what you need and we will assemble it for
you."

1.5 Automobile Sales Team and Customer Relationship Mapping:

The outreach group faith in CRM framework is persuaded to work for the more noteworthy
vertical great, they can possibly get colossal to the client and seller relationship in the board
interaction.
• Foresee request - The car business faces an on-going issue of precise interest estimation,
the answer for which isn't simply mechanical. Now and then, certain choices in vehicles are
not presented to clients, because of which measuring the interest for it is impossible.
Through an exhaustive CRM arrangement which consolidates social CRM, salesmen can
make note of client prerequisites/interests and joins among elements and explicit client
requests while at the same time following contenders' contributions. This would then be
able to advance to the producer for thought. Be that as it may, this is just viable with high
client response.
• Track open exercises - Customers frequently have severe inclinations with respect to the
need to be reached by salesmen and regularly demand relevant composed
material/surveys/indexes preceding further conversations or dealings. This data and related
assignments can be caught in the CRM framework for every client in the information base,
making it accessible through a focal storehouse. Furthermore, acceleration rules can be
tweaked to guarantee productive subsequent meet-ups.
• Auto-populate crusade members - Connections among clients and advertising projects
can be set up through a successful CRM arrangement - client names can spring toward a
specific showcasing program or a particular portion that can be proposed to enhance lead age.
• Calculate ROI for new drives - Integrate with numerous frameworks and examine costs
and results of different merchants/seller related promoting exercises and motivators on single
CRM program me to guarantee precise estimation of profit from venture (ROI).

1.6 Achieving CRM Success in Automobile Industry:

Advertising leaders finds that simple execution of a CRM framework isn't the main answer
for the charm, speak with and hold clients. There is regularly a correspondent hole among
clients and organizations in which IT frameworks alone can't connect. As per considers, auto
organization client association happens around 1.5 time per annum which doesn't give
adequate information to address questions like which client ought to get what offer and item,
when, and so on. This delivers a significant truth – auto organizations need the way to deal
with CRM that dealers and clients both can embrace easily.
Car industry CRM programs should fuse two fundamental standards to succeed –
• Understanding buy cycle closeness - A useful CRM framework should dive into the fact
that what drives the buy choice before the buy is made, and open genuine worth by
perceiving the various client track on various buy ways.
• Analyses possession experience - Since various clients follow various ways of
proprietorship, great CRM frameworks should build up a profound connection to each
individual's proprietorship experience, their relationship with the automobile all through the
pattern of possession. A solitary vault with subtleties of every single related buy
(administrations, AMC, protection, frill, and so forth) and protests will work with scientific
bits of knowledge and upgrade of techniques to enhance client experience.

1.7 CRM Practices at MARUTI SUZUKI:

The board at MARUTI SUZUKI accepts that a fruitful CRM technique can't be carried out by
just introducing and coordinating a product bundle and won't occur out of the blue. Changes
should happen at all levels including arrangements and cycles, front of house client support,
worker preparing, showcasing, frameworks and data; all parts of the business should deal
with; all parts of the business should be reshaped to be client driven.
To be successful, the CRM interaction has been coordinated with start to finish across
promoting, deals, and client support. In these serious occasions the test is to continue
developing more up to date methods of getting things done to keep the clients in your
overlap. In the course of the most recent couple of years, the organization fortified the current
practices and explored different avenues regarding numerous new drives via kaizens
(persistent upgrades) to charm its clients. These drives went from plan the quality to organize
extension, and included new assistance projects to address inferred issues of clients. The
organization has held its strategic advantage by offering great items. In the field, the items are
upheld by quickly growing organizations. The organization has assorted itself for new
vehicles, extras, administration, and used vehicles, etc., and each one of them were in
extension mode last year to empower the organization to draw nearer to the client.
Servicing clients 24X7...... 365 days....
The organization invests heavily in sharing that clients have evaluated Maruti Suzuki first in
Customer Satisfaction Survey led by autonomous body, [Link] Asia Pacific. It is ninth
time in succession. The organization was first Car Company in Quite a while to dispatch a
Call Centre in the year 2000. The honor reflects the organization's responsibility towards
"Client Obsession'.

1.8 Key Initiatives:

Vehicle pickup and delivery facility for women car owners:

Statement Unquote: "The investigation discovers that vehicle pickup and conveyance facility
previously affect consumer loyalty. Specifically, clients who say that their vehicle was gotten
from their doorstep before administration and conveyed to a similar point after help are
remarkably more pleased with their after-deals administration experience then the clients who
don't get this service...." Maruti likewise dispatched mission to advance safe driving
propensities mutually with Institute of Driving Training and Research. It has additionally
dispatched "U Dil Se"- an uncommon program for Indians living abroad or NRIs, to work
with them to gift Maruti vehicles online to companions and family members at home. Online
club "Quick Life" is made for all Swift proprietors.

Setting up "Expedited Service Bays" and "2 - Technician Bays"

As the name proposes the organization set off to charm its clients by offering them quicker
vehicle administration by presenting new ideas like Express Service Bays and 2 Service Bays
and 2-Technicians Bays. These are accomplished for clients who are frustrated for time. Both
the drives attempted toward this path which has further developed client interface and
furthermore helped increment the efficiency and limit of existing studios.

Super Camps
The organization forcefully leads 'Super Camps' all through the nation round the year.
Exercises attempted during a super camp incorporate free vehicle wash, AC and Pollution
examination, oil and fuel top ups, wheel arrangements and so forth. Aside from super camps,
studio camps like A/C examination camps, PUC and general examination camps, Locality
camps, Pre storm camps and so forth are additionally routinely directed as a feature of client
associate drives. Another interesting drive is the entryway step administration office through
Maruti Mobile Support. Maruti Mobile Support is a first of its sort drive and is relied upon
not only to exclusively help the organization connect clients in metro urban communities but
also as an intend to arrive at semi metropolitan/provincial regions were setting up of new
studio may not be practical.

Vehicle Safety gadget: Immobilizer

The organization utilized innovation to address client issues and even pleasure them.
Following criticism that the organization's vehicles were more inclined to robbery inferable
from their resale esteem, the organization dealt with an enemy of burglary immobilizer or
"ICats;" framework for all its new vehicles.

Complete vehicle needs

The organization's work of giving all vehicle related necessities - from figuring out how to
drive a vehicle at Maruti Driving Schools to vehicle protection, service contract and in the
long run trading the current vehicle for another one - under one rooftop at vendors upgrades
consumer loyalty.

Chapter-2: Literature Review

Reichheld and Sasser (1990) showed that an improvement of 5% in client maintenance

prompts an expansion of 25% to 75 percent in benefit of auto organizations. Further, Wills
(2009) revealed that it costs in excess of fivefold the amount to get another client than to keep
a current one. Besides, with committed clients, for instance, organizations can build their
income. To start with, committed clients are less cost delicate, and the expenses of faithful
clients increment 8% every year in the individual protection industry (Reichheld and Teal,
1996).
Second, committed clients will buy often, attempt the organizations' different items or
benefits, and carry new clients to the organizations (Reichheld and Sasser, 1990). Further the
creator demonstrates that client dependability gives an establishment to a firm to analyse their
promoting technique, relationship quality improvement exercises, and worth creation
program.
Day (1969) acquainted the idea of responsibility with unwaveringness contemplates, and
announced that obligation to the brand is essential in deciding the reliability. The review
looks to foster an applied structure of brand picture on client responsibility and
unwaveringness. Hence, the reason for study is to assess what corporate brand picture means
for client responsibility just as effect on dependability in car area. The one-sided conduct
reaction communicated over the long run by some dynamic unit as for at least one elective
brand out of a bunch of such brands and is an element of mental cycle (Jacoby and Chestnut
(1978)

Customer Relationship Management (CRM) has become quite possibly the most powerful
innovation topic of the thousand years. As indicated by Chen and Popovich (2003), CRM
isn't an idea that is truly new yet because of current turn of events and advances in data and
endeavor programming innovation, it has expected to gain some useful significance. The
foundation of CRM is relationship showcasing, which has the goal of working on the
drawnout benefit of clients by getting away from item driven promoting.

Bose (2002) noticed that CRM was imagined on the grounds that the clients vary in their
inclinations and buying propensities. On the off chance that all the clients were
indistinguishable, there will be little requirement for CRM. Therefore, understanding client
drivers and client benefit, firms can more likely tailor their contributions to amplify the
general worth of their client portfolio (Chen and Popovich). The consideration that the CRM
is as of now getting across organizations is because of the way that the promoting climate of
today is profoundly soaked and more cutthroat (Chou et al, 2002).

According to Greenberg (2004), CRM for the most part is a venture centered undertaking
incorporating all divisions in a business. He further clarifies that, notwithstanding client
support, CRM would likewise incorporate, fabricating, item testing, collecting just as buying,
charging, human asset, promoting, deals and designing. Chen and Popovich (2003)
contended that CRM is a convoluted application which mines client information that has been
recovered from all the touch points of the client, which then, at that point, makes and
empower the association to have total perspective on the clients.
The outcome is that the organizations can reveal and decide the right sort of clients and
anticipate the pattern of their future buys. CRM is additionally characterized as a
comprehensive methodology that flawlessly incorporates deals, client assistance, showcasing,
field support and different capacities that touch clients (Chou et al, 2002). They further
expressed that CRM is an idea with respect to how an association can keep their most
productive clients and simultaneously lessen cost, expansion in upsides of cooperation which
then, at that point, prompts high benefits.

The cutting-edge Customer Relationship Management, the executive’s idea was molded and
affected by the speculations of all out of quality administration (Gummesson) and by new
mechanical standards (Zineldin, 2000). There is notwithstanding, an apparent absence of
lucidity in the meaning of customer relationship in the board, albeit all acknowledged
definitions are sharing around similar essential ideas: client connections, client the
executives, promoting procedure, client maintenance, personalization (Zineldin 2000).

In term of data innovation (IT), CRM implies a venture – wide combination of

advancements, for example, information distribution center, site, and intranet/extranet,
telephone emotionally supportive network, bookkeeping, deals, advertising and creation.
Kotler (2000) guaranteed that CRM utilizes IT to assemble information, which would then
be able to be utilized to foster data gained to make closer to home cooperation with the client.
In the long run, it delivers a technique for nonstop examination and support to improve
client's lifetime esteem with firms.

Goldenberg (2000) accepts that CRM isn't simply innovation applications for dealers, deals
and administrations but instead when it is effectively executed; it empowers firms to have
cross practical, client driven, innovation that is incorporated in the business measure for the
executive’s procedure that expands connections. Jaw et al (2003) expressed that because of
numerous mechanical arrangements accessible for CRM mechanization, it is regularly
confused as a piece of innovation. Yet, they kept up with that as of many organizations have
understood the essential significance of CRM, therefore, it is turning into a business esteem
exertion as opposed to innovation driven exertion. It helps in utilizing data innovation as an
empowering agent.

CRM procedure use key practical regions to boost benefit of client connections (Chen and
Popovich, 2003). It has been perceived that mechanical progressions and advancements,
sharp cutthroat promoting climate, combined with the web are fundamental drivers of present
and future client productivity which makes it conceivable to suitably and proportionately
dispense association's assets to all utilitarian regions that influence customer relationship
(Chou et al, 2003).

For clients, CRM offers customization, straightforwardness and comfort for finishing
exchanges regardless of the sort of channel of connection utilized (Gulati and Garino,
2000). Numerous organizations today understand the significance of CRM and its capability
to assist them with accomplishing and support an upper hand (Peppard, 2000). This view
was additionally supported by Bose (2002) that because of changing nature of the worldwide
climate and contest, firms can't contend well with minor benefits that can without much of a
stretch be replicated by contending firms. The execution of CRM is an empowered chance to
transcend minor benefits with genuine spotlight on creating real associations with customers.
Firms those are best at conveying what clients need are the bound to be the heads of things to
come in near future.

Chapter-3: Objectives & Hypothesis

3.1. Research Objectives:

The essential exploration objective is to break down the aftersales Service practices of
vehicles of Maruti Suzuki and shopper fulfilment in tri-city which extensively cover
every one of the focuses beneath:

(1) To study the level of transparency from Maruti Suzuki service stations to customers.

(2) To study and analyze the level of interaction between Maruti Suzuki and customers.
(3) To study the level of functioning of staff at Maruti Suzuki service stations.
(4) To analyze the customer satisfaction towards the after sales services of Maruti Suzuki
automobiles.

The scope of study is limited to Tri-city.

3.2. Research Hypothesis:

The study focuses on the following hypothesis:
H1: The Quality of services has a significant impact on the customer
satisfaction towards after sales services.
H2: The Responsiveness of the staff has a significant impact on the customer
satisfaction towards after sales services.
H3: The Speed of services has a significant impact on the customer satisfaction
towards after sales services.
H4: The Cost of services has a significant impact on the customer satisfaction
towards after sales services.

3.3. Conceptual Framework:

Quality of services

Speed of services

Customer satisfaction

Responsiveness of
services

Cost of services
 Chapter-4: Research Methodology

4.1 Research Design:

The research design to be implemented will be descriptive(quantitative) in nature.

4.2 Sample Size:

The sample size will be 100 (approx.) by taking 1100000 as population size with 95%
confidence level and 10% margin of error.

4.3 Sampling process:

An organized survey in the form of questionnaire will be skimmed to individuals to meet

goals. There will be 100 respondents to survey to actually look at the quality and
dependability of information. The inspecting outline is by and large colleagues, family
members and companions. Presently the inspecting size is 100. The investigates are
significantly done in Tri-city with the age bunch goes from 19 to 45 and both male and
female are the respondents. The sampling process is convenience sampling which is type
 of non-probability sampling technique in which sample is drawn from that part of
population that is close to hand.

4.4 Data Analysis Methods:

Correlation:
After the process of completing data collection, correlation would be used in order to analyze
the extent and the nature of relationship (positive or negative) that exists between the Maruti
Suzuki after sales services and the customer satisfaction.

Multiple Regression Analysis:

The Multiple Regression analysis would be used in order to test H1, H2, H3 and H4. The
observed pattern of responses in the online survey conducted would thereby be compared
with the expected pattern (formulated hypotheses) using the multiple regression
analysis.

Kruskal -Wallis test:

This test was conducted to compare the perception means of groups with different
demographics characteristics.
 Chapter-5: Data Analysis

The goal of this study is to determine the association between after-sales services and
customer satisfaction in the vehicle sector. This goal was met within the parameters of the
hypothesis presented in the project's third component. The raw data for the study was
gathered using a survey (questionnaire). The data was evaluated using various statistical
approaches in order to screen it for usefulness and to test the hypothesis. To arrive at relevant
conclusions, an attempt was made to link the results of the analyses to the defined hypothesis
and research findings. As a result, statistical procedures such as multiple regression were
used to acquire the results. To give a responder profile, descriptive analysis was performed. It
contains average, frequency, and percentage data value analysis for each variable. To learn
and comprehend the correlations between many independent and dependent variables,
multiple regression analysis was utilized. The results have been divided into two categories
for ease of use and in consideration of the study's nature and objectives.

5.1 Customer Profile:

Keeping up-to-date customer profile information in the form of customer-based data is

critical to a company's ability to formulate efficient marketing strategies. The availability of
such a thorough profile provides businesses with a solid foundation for developing efficient
product and service marketing plans and initiatives. A component on customer profiles was
included in the survey. Customers' socio demographic information, such as age and gender,
was included. A detailed profile of the automotive buyers who participated in this research
study is presented in Tables 1 and 2.

Table 1: Age
Frequency Percent

Valid 18-22 9 9.0

23-26 41 41.0

26-30 41 41.0

More than 31 9 9.0

Total 100 100.0

Table 2: Gender

Frequency Percent

Male 55 55.0

Female 45 45.0

Total 100 100.0

5.2 Mean Scores and Standard Deviation:

The mean and standard deviation for the individual properties of items in the questionnaire
are shown in Table 3.

Table 3: Descriptive Statistics

Minim Maxim Std.
um um Deviation
N Mean
I feel easy contacting the Maruti Suzuki 100 1 5 4.02 .887
service department to make an
appointment

The Maruti Suzuki service centers 100 1 5 3.97 .926

consists of all up-to-date equipment’s

I am satisfied with the knowledge and 100 1 5 3.97 .958

understanding of the service advisor at
Maruti Suzuki service stations
It is easy to communicate any 100 1 5 4.00 .899
requirement for your vehicle while work
on your car is in progress

The Maruti Suzuki service centers is 100 1 5 3.98 .932

sympathetic and reassuring when you
have any problem

The spare parts for the vehicle readily 100 1 5 3.92 .907
available at Maruti Suzuki service station
S1My vehicle used to be ready for 100 1 5 3.89 .931
collection at the agreed time

Did extra work was told to you on the day 100 1 2 1.40 .492
of delivery of your vehicle at Maruti
Suzuki service stations
My experience at the Maruti Suzuki 100 2 5 3.89 .650
service station is pleasant

If not, was the issue resolved by service 100 1 2 1.30 .461

station manager

In case of escalation, did you approach 100 1 2 1.59 .494

any forum

Did you face any problem with cashless 100 1 2 1.57 .498
insurance claim with Maruti Suzuki
dealers

Quality of services is as per my 100 1 5 4.09 .830

expectation at Maruti Suzuki service
centers

I am satisfied with the responsiveness of 100 1 5 4.09 .842

Maruti Suzuki service centers

The speed of services is satisfactory at 100 1 5 3.93 .891

Maruti Suzuki service centers
I am satisfied with the cost of services at 100 1 5 4.04 .953
Maruti Suzuki service centers
I am overall satisfied with the after sales 100 1 5 4.02 .816
services provided by the Maruti Suzuki
service centers

If given a choice, would you go for a 100 1 2 1.29 .456

product that is offering better after sales
services over a better product that is
offering poor after sales services

Responsiveness of services 100 1.00 5.00 4.0225 .75970

Quality of services 100 1.00 5.00 3.9875 .75409
Speed of services 100 1.00 5.00 3.9100 .84501
Cost of services 100 1.00 5.00 4.0400 .95261
Customer Satisfaction 100 1.50 5.00 3.9550 .55092
Valid N (listwise) 100

5.3 Investigating the relationship:

Multiple regression analysis is used to study the association between customer satisfaction and
after-sales services in the automobile sector, as well as to evaluate all four hypotheses. When
dealing with a large number of explanatory factors, a stepwise regression is a useful technique.
It's an attempt to identify the optimal regression model without testing all of the possibilities.
At each step of the model creation process, variables are either added to or removed from the
regression model. The regression process comes to a close with the selection of the best-fitting
model, with no variables added or removed from the previous model.

Estimating Procedures and Model Development:

A linear regression was used to assess the strength of the relationship between customer
satisfaction and after-sales services in the vehicle sector and the explanatory factors. It was
realized that using all explanatory variables to predict customer satisfaction could result in
redundant variables and multicollinearity issues. As a result, a stepwise regression was used
to eliminate a previously inserted variable that had become redundant. To analyze the
influence of each of the explanatory factors on the level of customer satisfaction, the
following regression model was utilized.

SIV = IX = O + 1 x1 + 2 x2 + 3 x3 + 4 x4 + 5 + Error Term

where the coefficients of the dependent variable are 1, 2...7. When explanatory variables
are correlated, a multicollinearity problem is likely to arise. As a result, determining the effect
of each dependent variable becomes more challenging. To measure multicollinearity, variable
inflation factors (VIF) and Tolerance Values (TV) for each explanatory variable were
utilized. When VIF exceeds ten, a set of explanatory variables becomes highly correlated,
resulting in a multicollinearity problem and a tolerance value closer to zero.

5.4 Relationship Analysis:

Pearson correlation was used to evaluate the relationship between dependent and independent
variables before employing regression analysis. There were no violations of the assumptions
of linearity and homoscedasticity in preliminary analysis, and all relationships were found to
be highly significant at the 95 percent level. Here, the correlation is highly significant at 0.05
level.

Table 4: Correlations
R Q S C CS

The Pearson Correlation .630** .579** .599** .552** 1

CS Sig. (2-tailed) .000 .000 .000 .000

N 100 100 100 100 100

5.5 Regression Model:

Stepwise regression was employed with the independent variables as predictors to test the fit
of the regression model and determine the best predictors of customer satisfaction. Quality,
speed, responsiveness, and cost served as independent factors in the model, while customer
satisfaction served as the dependent variable. In terms of sample size, multicollinearity, and
outliers, preliminary investigation indicated no violations of the assumption. Table 4 shows
the predictors that the model accepts based on stepwise multiple regression analysis. It can be
observed that the stepwise regression analysis accepts two factors, namely responsiveness
and speed. It signifies that customer happiness is influenced by the responsiveness and speed
of after-sales services. The strength of the association between the model and the dependent
variable is reported in model summary table 4. The table shows R, R squared (R2), and
corrected R2, as well as the estimate's standard error. R, the multiple correlation coefficient,
is a big number that represents the linear correlation between the observed and
modelpredicted values of the dependent variable. Its high value shows that the two constructs
have a strong link. Table 4 also shows R Square, the coefficient of determination, which is
the squared value of the multiple correlation coefficient. Here we can see that the adjusted R
square value of model 2 which includes both responsiveness and speed is 41.6%. Its large
value indicates a strong relationship between the two constructs.
 Table 4: Model Summary

Adjusted R Std. Error of the

Square Estimate
Model R R Square

2 .654b .428 .416 .42108

a. Predictors: (Constant), R
b. Predictors: (Constant), R, S

The results of an analysis of variance are summarized in Table 5. The purpose of the
ANOVA table is to determine whether the model is statistically acceptable. For two sources
of variance, regression and residual, the sum of squares, degrees of freedom, and Mean
Square are displayed. The regression row shows the amount of variation that the model
accounts for. The residual row shows information about the variance that the model does not
account for, i.e., the error term. The regression sum of squares was found to be substantially
bigger than the model explained residual sum of squares, indicating that the aforementioned
quality dimension accounts for the majority of the variation in customer satisfaction. The
significance value of the F statistic is less than 0.05, indicating that the variation explained by
the model is not attributable to chance.

Table 5: ANOVA

Model Sum of Squares df Mean Square F Sig.

2 Regression 12.849 2 6.424 36.232 .000c

Residual 17.199 97 .177

Total 30.048 99

The consumer satisfaction model appears to be a good fit for the data. Two of the
four explanatory variables were found to be significant, implying that consumer
satisfaction in the automobile sector is influenced by a variety of factors. A detailed
examination of the table's results reveals that the primary explanatory variables
responsiveness and speed are strong indicators of customer satisfaction in the
automobile sector's after-sales service. As a result, it can be stated that
responsiveness and speed are important predictors of customer satisfaction in the
automobile industry's after-sales services, however quality and cost were not found
to be relevant in the model. The coefficients were all pointing in the predicted
direction. The purpose of the stepwise regression analysis is to test the pre-defined
hypothesis. The result of the conducted test proves that we have succeeded in
accepting H2 and H3. However, the test has failed to accept H1 to H4.

Table 6: Stepwise Regression Analysis

Standardized

Unstandardized Coefficients Coefficients

B Std. Error Beta

Model t Sig.
2 (Constant) 2.037 .231 8.828 .000

R .301 .088 .415 3.422 .001

S .181 .079 .277 2.284 .025

5.6 Detection of Multicollinearity:

The following statistics were used to perform multicollinearity diagnostics:

1) VIF (Variance Inflation Factor): The co-efficient of multiple determination of the
regression created by regressing the variable Xi against the other X variables was VIF =
1/(1-Ri2). If any VIF exceeds ten, the corresponding variable should be eliminated, or an
alternative approach should be used instead of OLS.

2)Tolerance Value: Measuring the effects of multicollinearity in a data set using the tolerance
value of an independent variable is an additional way. "When the ith independent variable is
predicted from the other independent variables, the tolerance of variable I is defined as I-
 r2,subi, where r2,subi is the multiple correlation coefficient." The tolerance value of a
variable can range from zero to one. If the tolerance value of a variable is close to zero, the
variables are multicollinear, and if the tolerance value is close to one, the variables are
independent.

The variance inflation factor (VIF) and tolerance value (TV) were calculated to see if there
was any concern with multicollinearity. The variance inflation factor (VIF) and tolerance
value (TV) values for the linear stepwise regression model are shown in Table 7. The values
of VIF, which acted as a multicollinearity indicator is 2.496 as shown in Table 7. These
numbers were well below the cut-off of ten. Furthermore, it can be seen that the tolerance
value for each independent variable is closer to one, indicating that multicollinearity is not
present. In other words, the regression model as described shows no evidence of a
multicollinearity problem.

Table 7: Multicollinearity Statistics

Variables Tolerance Value (TV) Variance Inflation

Factor (VIF)

2 R .401 2.496

S .401 2.496

5.7 Kruskal Wallis Test:

The Kruskal Wallis test was used to examine if all groups participating in this survey had the
same average perceptions (of the issues or variables under examination). Because there were
multiple groups in the survey, the test was employed to see if there were any significant
disparities in responses. This non-parametric test is used to find differences between
populations without making any assumptions about the form of the distributions. When the
variables under inquiry are measured on an ordinal scale, this test is appropriate. Table 8
displays the results. Table 8 shows that respondents showed some level of satisfaction with
most of the measures of service quality, regardless of their age, gender, nationality, religion,
experience, or occupation.

As evidenced by the reported X2, characteristics such as marital status and career did not
make a significant impact in the degree of customer satisfaction with banks. However, the
consequent, X2, revealed some disparities in respondents' ages and satisfaction. Similarly,
there were disparities in satisfaction ratings based on income. The disparities between the
stated X2 and the actual X2 can be readily seen. In addition, the reported X2 revealed
significant variations between gender and satisfaction, as well as between education and
contentment. There were also some disparities in respondents' satisfaction based on the length
of time they had been banking.

Table – 8 Kruskal Wallis One Way ANOVA

Dimension Age Gender

X2 Sig. X2 Sig.

Quality of after-sales services 3.915 .271 .432 .511

Speed of after-sales services 2.787 .426 2.002 .157

Responsiveness of after-sales services 6.257 .100 .370 .543

Cost of after-sales services 1.339 .720 .202 .653

Kruskal Wallis test was performed to check the relation between the various
sociodemographic factors and the different aspects of after-sales services towards customer
satisfaction for gathering relevant information. It was found that gender is the independent
factor however there is considerable dependency of different aspects of after sales services on
age.

Chapter-6: Findings & Observations

6.1 Findings:

From the following analysis, we can find that:

 Hypothesis 1: The Quality of services has a significant impact on the customer satisfaction
towards after sales services.
H1 rejected

Hypothesis 2: The Responsiveness of the staff has a significant impact on the customer
satisfaction towards after sales services.
H2 accepted

Hypothesis 3: The Speed of services has a significant impact on the customer

satisfaction towards after sales services.
H3 accepted

Hypothesis 4: The Cost of services has a significant impact on the customer

satisfaction towards after sales services.

H4 rejected

6.2 Observations:

 Mix of respondents take their vehicle to service station in which around44% chunk
take their vehicle in span of 0-4 months
 The calls (reminder/service due) from Service center or dealer workshop constitute of
above 50% which comprises very frequently and frequently.
 The answer to service due or reminder call is very low which around 50% which
comprises Rarely, Very Rarely and Never.
 The knowledge & understanding of service advisor is not up to satisfactory level, 70%
of respondents face this problem.
 The ease communication of any requirement while the vehicle is in work in progress
is also not satisfactory and the in-case communication is successful, then requirement
didn’t meet 50% of the time.
  Vehicle delivery time was not met by service station member in 25% of the cases and
also extra work was told on vehicle delivery.
 Instead of delivering the vehicle, customer executive tries to cross sell the car
accessories.
 The most important part is the experience including at service station and
nonsatisfactory work account to 32% which is major and utmost parameter to look
upon.
 In case of non-satisfactory work, the Service station couldn’t solve the problem for
19% of chunk. Also, for the escalation there is no such platform or any other forum
where customer can put their concern.
 There 76 % of cases where the cashless facility is not available for consumers.

Chapter-7: Recommendations &

Conclusion

7.1 Recommendations:

 The visiting of consumers to service station is decent enough, but can be increased by
giving them seasonal offers like Washing or free checkup.
 Gone are those time where interaction is on call or sending postcards. In Era of
technology advancement, the mails and SMS also don’t work for long term
 perspective. The service provider needs to look for another alternative for retaining
customers.
 The service advisor should possess domain knowledge and one need to be transparent
with customer in order to gain customer trust.
 The communication channel should be direct from consumer to service advisor and
must be acknowledged properly.
 The vehicle delivery agreed time is not most of the times might turn up the
satisfactory work into negative one.

7.2 Conclusion:

To improve the effectiveness and efficiency to please the client, it is critical that the company
adopts good after–sales services such as acceptable quality of services, rapid responsiveness
of service centers, accelerated speed of services, and fair cost of services. Furthermore,
buyers were less satisfied with the price of the services. Maruti Suzuki Ltd. should
concentrate on calculating their service costs, and the most obvious aspect for customers was
the responsiveness of the service centers, which had an impact on customer satisfaction
during after-sales service. More studies on consumer satisfaction with after-sale services,
with a larger sample size and more rigorous study design and methodology, should be done in
the future.

Chapter-8: Limitations & Future Work

8.1 Limitations of Study:

The sample size for the study was tiny, with only 285 people taking part. Furthermore, the
amount of time available to undertake this research was limited. Furthermore, the replies
were collected online during the ongoing epidemic, which may have resulted in the collection
of a small number of non-significant data sets. My acquaintances provided the majority of the
sample responses. Furthermore, because the elements that influence customer satisfaction are
diverse, a single study effort that encompasses all of them is impractical, and the conclusions
generated from it may not be representative of all of them.
As a result of our observations and conclusions, we may conclude that the degree of service
that a client should expect is not up to par. In a country like India, where people still seek the
cheapest and best after-sales service, dealers do not understand the needs of their customers,
and even if they do, they would not offer it correctly. We have addressed the holistic picture
of the customer's post-purchase experience in this study, where the corporate role is played
by the dealer workshop or service station. Only the Dealer tries to deviate from corporate
rules in order to gain monetary profit from the consumer, which is a short-term strategy. The
limitation of this study is that we did not go into great detail about the various processes as
mentioned below:
• Process of servicing a vehicle
• Role service advisor in different stages
• Cashless Insurance Process
• Spare Parts and OEM

8.2 Future Work:

The study endeavour should be carried out with a larger sample size and data gathering
should be done offline in nature in order to obtain better and much more dependable results.
Furthermore, a greater sample size necessitates a longer research period, which can result in
fresh findings and a superior set of results. Separate research efforts for each component,
such as cost, responsiveness, speed, and quality, will also aid in the generation of more
meaningful and abstract outcomes.

Furthermore, study may be required to get a much broader and deeper understanding of the
relationship that exists between customer satisfaction and the various aspects that influence it.
The current study endeavour also presents some conjectures and speculative explanations for
the findings of the analysis, and more research is required to determine the validity of such
explanations. The study's findings further inspire consumer advocacy groups to maintain their
intrusive practises.

What is urgently required is that companies investigate after-sales service procedures by

leveraging modern technologies such as Mobile CRM, Customer profiles, and so on. The
automobile industry's future will be enhanced by mobile CRM. With correctly managed
CRM initiatives, automobile websites in the future will make updates based on client profiles
and preferences. When client engagements move from the web to home entertainment hubs,
it will improve organizations’ ability to achieve better buy cycle intimacy. Successful
automotive CRM systems will capture critical consumer input and provide it back to dealers
and manufacturers, allowing them to create the appropriate follow-up campaigns to close the
sales-marketing gap. When it comes to offers, quotations, and pricing, good CRM implies
improved multi-channel access and transparency. In order to minimize information overload
and inconsistent customer details while collaboratively optimizing tactics and products, tight
dealer-manufacturer integration is also required. Capturing a holistic image of leads,
customers, partners, and vendors is another key component for CRM success in the
automotive business. Social CRM is a solution that can be used by several teams to sift
through comments and profiles, allowing for meticulous and accurate analysis of new trends
and customer expectations from Twitter, Pinterest, and other social media platforms.
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10. Annexure 1: Questionnaire

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