Swaraj Project On Marketing

A Study On Customer Satisfaction After Sales Service Of Swaraj
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Introduction
Earlier in 1950s, the India people was engaged in agriculture and for irrigation mainly depend upon rains except a few isolated pockets being irrigated through canals and tube wells. Very few people used chemicals and pesticides and even the major agricultural operations life ploughing, planking, etc. were carried down by bullocks. As a result, India could not produce enough to feed its people so heavy expenditure was incurred on import of food grains. It results in scarce foreign exchange reserves of our country. All this initiated Indian government to give highest priority to development of agriculture in its five year plan programmed.
Cultivation, being the key operation in agriculture. A stress was laid on the improvement in agricultural output through use of advanced technology. Extensive use of effective and improved equipments was made by importing tractors. Our Government encouraged manufacturing of tractors in India to save its foreign currency reserves. As a result, a few plants were set up but Indian technology at that time was not in a position to design and manufacture indigenous tractors. So the plants were mainly set up for manufacturing tractors with the help of some foreign collaboration.
-----------------------------------------------------------------------G.H.N College of Commerce, Gangavathi 1
-----------------------------------------------------------------------OBJECTIVES OF THE STUDY
1) To study the various components of marketing management of SWARAJ DIVISION. 2) The project aims at studying the customer retention in after sales service. 3) To provide good service and retain the customer. 4) To analyze the market performance of the SWARAJ DIVISION. 5) To suggest remedial measures for the improvement of the companys performance
RESEARCH METHODOLOGY
The basic task of research is to generate accurate information for use in decision making. Research can be defined as the systematic and objective process of gathering, recording and analyzing data for aid in making business decisions. As the project involves analyzing of customer satisfaction, the research is exploratory in nature, covering all parameters and come of the important ratios to carry out research. There are basically two techniques adopted for obtaining information: Primary Data. Secondary Data.
Primary Data is gathered specifically for the project at hand through personal interviews with the farmers having tractors of swaraj. Secondary data is previously collected and assembled for some project other than the one at hand. It is gathered and recorded by someone else prior to current needs of the researcher. It is less expensive than the primary data. Secondary data can be obtained from both external and internal sources. External data may be collected from books and periodicals, government sources, media and other commercial sources. Internal data is that secondary data, which is created, recorded or generated by the organization.
-----------------------------------------------------------------------Secondary data is collected from the reports of the company, books, journals and internet. Secondary data is gathered from annual reports, official records and standing orders of the units.
RESEARCH PROCES
Step1: Program Planning Step 6: Consultation & review Step 2: Start Survey
Research Methodology
Step 5: Reporting Step 3: Survey Development
Step 4: Data Analysis
----------------------------------------------------------------------- LIMITATIONS:
The study has been made for a particular period. The study is conducted at taluk place, so it is not able get whole information. Getting accurate information from the customer is very difficult to their inherent problems and busy schedule. As the reports requires extensive depth knowledge with marketing strategy, a brief part of study is made due to lack of complete knowledge.
-----------------------------------------------------------------------SWARAJ MAZDA- AN INTRODUCTION:
Swaraj Mazda Limited is a joint venture of Punjab Tractors limited and Mazda Motors Limited of Japan. The agreement between the two was signed on 5th October 1984. As has been pointed out that Swaraj Mazda is a collaboration entity between two giants in their own rights, is committed to quality and performance and is progressively showing profound concerns for the welfare & benefits of their customers, stock holders, business partners and staff. After the first indigenous tractor, manufactured by PTL in India, was successfully launched in 1974, it has been on its way to becoming a blue chip company. Besides tractors, the company also manufactures Swaraj Combine Harvesters, Agricultural Implements. Automotive Castings, Forklifts. Over the year, PTL has won national and international acclaim and recognition for outstanding performance and contribution in many diverse fields. MOREOVER PTL WAS RATED AS THE BEST COMPANY OF THE YEAR 1989 BY FINANCIAL EXPRESS.
Mazda Motors Corporation of Japan, established in 1920 is an enterprise of international repute. Mazda started manufacturing trucks as back in 1931. Today, this enterprise has the distinction of being the only company in the world producing reciprocating petrol and diesel engines as well as the revolutionary rotary engines. Mazda is ever seeking the new areas of product excellence and innovations. It adheres audaciously to a 2000 checkpoints inspection before declaring any vehicle road worthy. The use of robots, latest technology, and world-class production facilities enables Mazda to produce vehicle of outstanding quality and performance. No wonder Mazda has won Appreciation all over the world for quality products that are rolling out of its plants.
The factory Swaraj Mazda Limited is located at Village Asron district Nawanshahar (Punjab) near the city of Ropar and at a distance of 45 km from the capital city of Chandigarh. The plant has captivating site. It spreads over a quaint, sprawling 100 acres of land ringed by Shivalik Hills on three of its sides and river Satluj on the other. The desolate slit hill has been leveled for construction. Work at the plant began at a great tempo and the first vehicle rolled out of the production line in a record time of one year of laying the foundation stone.
-----------------------------------------------------------------------The LCV are manufactured in five attractive colours- Santos Red, Nile blue, Light Beige, White and Golden Yellow. In addition to these, any other colours can be made on demand. Swaraj Mazda vehicles are not only strong but also fuel-efficient.
Prominent among the load carriers Swaraj Mazda is also manufacturing:1. 4 wheel drives; 2. Extended wheel- base long- chassis Mini Buses which carry up to 44 passengers. 3. Deluxe Buses carrying to 40 passengers; 4. Ambulances 5. Mobile Reverse- Osmosis and Electro dialysis Units for the Central Salt and Mineral Chemical Research Institute. 6. CNG Buses with Safety & Eco grades. 7. Integrated Garbage collection and disposal system for urban centers; 8. Hydraulically operated dumpers; 9. Mobile fair priced vans; 10. Sky Lift Vehicles
Swaraj Mazda gives due attention to the marketing part and the employees are highly qualified and trained to fit the job. Swaraj Mazda has a vast Network of 150 dealers spread throughout the country including A&N Islands. Zonal offices have been opened in Chandigarh, Lucknow, Ahmedabad, Mumbai, and Chennai. This helps substantially in sales promotion, Export promotion, especially for Hi-tech products, is also being emphasized. Discipline and its rigid enforcement without discrimination is an important Hallmark of Swaraj Mazda. It is of great significance in evolving work culture. All the employees, irrespective of their position and status have to punch their cards when they report for duty. As a result, strict punctuality has become a way of life and work with them.
To ensure Industrial peace, i.e. absence of strikes and lockouts, Swaraj Mazda believes in making a contended labour force with a very low rate of absenteeism and turnover. Reasonably fair wages and various perks like subsides uniform and transport, mess facilities go a long way in creating identification with the job. Earnestness, Sincerity and Spirit of corporation pervades the entire atmosphere of the company. The
-----------------------------------------------------------------------happy absence of Industrial dispute in the enterprise speaks volume for the success of the firm and cultivation of work culture. Work culture or work ethos is given very high precedence. It is fully recognized that the objectives of the concern- higher and higher production, productivity and indigenization can be attained through commitment into commonness of GOAL in each and every member of the Swaraj family. The entire planning is undertaken in such a way so as to inculcate the spirit of dedication in each member, whether he is skilled or semi-skilled worker or belongs to the managerial cadre. Many effective steps are taken to bring this about. Important amongst them are: 1. Common canteen and mess for all. Same meals are served to all and in identical utensils. Everybody has to stand in a queue to get his or her meals. 2. Common uniform is there for all the members irrespective of their status. 3. No separate cabins for the members of higher hierarchy. All the members of a department or a section therefore sit and work in one hall with the Manger facing the staff. Every employee carries his or her files, thus inculcating the spirit of dignity of labour in the staff.
-----------------------------------------------------------------------HISTORY OF SWARAJ MAZDA

History of the SWARAJ MAZDA LIMITED (Light Commercial Vehicle) dates back to as in 1975 when the first efforts were initiated by the Punjab State Industrial development Corporation Limited (PSIDC) to obtain a letter of intent from the Government of India. The Govt. of India was interested in installing the unit and issuing the license for an LCV in order to save the fuel consumption in the economy. Therefore Govt. decided to installed indo-Jap LCV units in 3 states Punjab, U.P. & M.P. The contribution of PSIDC was twofold; firstly in obtaining the letter of intent in 1981 and subsequently for transferring the same in favour of the Company in 1983. These moves reflected the thinking in the Punjab Govt. and the PSIDC, that Punjab Tractors Limited (PTL) would implement this project taking full advantage of PTLs position, experience, expertise and resources both financial and managerial. It was in this background that PTL entrusted with the responsibility for the LCV project, went ahead promotion of Swaraj Vehicles Limited in July, 1983. Punjab Tractors Limited and its brand name Swaraj were well known on the Indian corporate and engineering horizon. They were proven symbols of Indian Engineering fully competitive against collaboration based technology and foreign brand names. PTL track record during the period of its existence is often cited as an example of dedicated and sustained corporate endeavour and organisation value system, financial performance and systematic growth, team building perception and response to changing market needs and resilience against difficulty The project in its concept, aims at breaking new ground not only in terms of product and production technology, but also in building a new culture and value system in the organisation, which enables it to move forward with confidence into the era of competitive markets. This guiding philosophy is dictating every facet of project implementation both in physical facilities and the human side.
-----------------------------------------------------------------------Swaraj Mazda Board Of Director

Director Name S K Tuteja Yash paul Mahajan Y Watanabe R P Sehgal E Seto Harkirat Singh T Hashimoto H Yamaguchi M Tabuchi P K Nandy A K Thakur Pankaj Bajaj Steven Enderby Gopal Bansal Designation Chairman Managing Director Whole-time Director Whole-time Director Director Director Director Director Director Director Director Director Director Company Secretary
-----------------------------------------------------------------------REPORT OF THE DIRECTORS

The Directors present their Twenty Sixth Annual Report together with Audited Accounts for the financial Year ended 31st March, 2012. PERFORMANCE REVIEW As anticipated in last years Report, the fiscal year 2011-12 saw steady improvement in the operations of the Company, particularly from October, 2011, in common with the positive changes in the overall commercial vehicle industry in the country. Happily, the improvement in the money supply situation was even better than expected giving a boost to demand for commercial vehicles (CV). While CV sales in the first half at 2,38,000 were low, the second half saw accelerated demand and sales achieved were at a robust level of 3,38,400. Consequently, total industry sales for the year at 5,76,000 (4,27,000) were an all time high. The Companys performance reflected that growth with sales rising to 10,133 vehicles from 8,020 in 2012-11, giving operating revenue of Rs. 722.23 crores (Rs. 546.95 crores). Demand for the Companys ultra luxury buses saw only marginal improvement from last year: market penetration has proven difficult even though new products two air-conditioned buses on Isuzu platform and one on Mazda chassis - were well received. Having regard to the slack demand for new products, capital spending in the year on the Expansion Project was restricted to bare minimum, at Rs. 2.87 crores. The Directors continue to believe that these products will achieve the sale volumes forecast in that Project. A noteworthy feature of the Years performance was highly successful efforts on collection of receivables, at Rs 878 crores, the highest in recent years, thereby achieving the stringent targeted levels of dealer dues. Operating Profit at Rs 57.93 crores (Rs 28.06 crores) was gained from the increase in volume of sales, enhanced by a planned judicious product-mix, timely restructuring of vehicle prices and close vigil on expenditure. It is in the above background that the Directors report the following summary of results for the year 2011-12.
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PRICE
QUALITY
MOTTO OF M & M SWARAJ DIVISION
SERVICE
PROMOTION OF SWARAJ
M&M LTD -Swaraj Division (SWARAJ DIVISION) was joint sector company of the Punjab Government, which went into commercial promotion in the early seventies. It is promoted by Punjab State Industrial Development Corporation (PSIDC) in 1974 which was set up by Punjab Government for setting up new projects. In 1965 when the entire industrial growth of India relied upon foreign technology and know-how for setting up industrial ventures in India, the Central Mechanical Engineering Research Institute (CMERI, Durgapur), a national Laboratory of the Government of India, took the bold step of taking up the design and development of totally Indian know how for 26.5 H.P. agricultural tractors.
-----------------------------------------------------------------------EMERGING MARKETS
Swaraj Domestic territorial market share for 2010-11 dealer networks at the year end emerges as:
DOMESTIC TERRITORIAL MARKET SHARE AND DEALER NETWORK (YEAREND)
Territory
Swaraj Market Share
No. of Dealers as on 31-03-08 203
North (Punjab, Haryana & Uttar Pradesh)
10.1%
Central (Madhya Pradesh & Rajasthan)
4.9%
114
East (Bihar, West Bengal, Orissa & Assam)
8.3%
68
West (Gujarat & Maharashtra) 11.7% South (Andhra Pradesh, Tamil Nadu, Karnataka & Kerala) Total SEGMENTWISE HP Range No. of Models %age of Swaraj Sales Up to 30 HP 5 17% 9% Swaraj Share in Segment 9.3% 9.1% 93 566 88
31 - 40 HP
1 3
50%
12%
Above 40 HP
33%
7%
-----------------------------------------------------------------------CORE BELIEFS
1. WE HAVE A LONG STANDING RELATIONSHIP WITH THE FARM & FARMING COMMUNITY THE NATIONAL HERTAGE AS WELL AS THE NATIONAL AGENDA, WHICH PROVIDES US WITH IMMENSE GROWTH OPPORTUNITES.
2. OUR STRENGTH IS THE INVOLVEMENT OF OUR PEOPLE, TEAM SPIRIT, AND THEIR INTEGRITY ABIDING LOYALITY & LIFE TIME COMMITMENT TO THE SWARAJ ENTERPRISE.
3. WE SEEK COPRPORATE EXCELLENCE AND PROFITS THROUGH ETHICS PASSION AND PERSERVERANCE.
4. WE CONSIDER OUTSELVES CUSTODIANS AND TRUSTERS OF ALL OUR CONSTITUENCIES OUR CUSTOMERS, EMPLOYEES, BUSINESS ASSOCIATES, SHAREHOLERDRS AND SOCITY AND PURSUE THE RESPONSIBILITY ROR CREATION OF WEALTH FOR THEM WITH MISSIONARY ZEAL.
-----------------------------------------------------------------------MAHINDRA &MAHINDRA LIMITED SWARAJ DIVISION
BOARD OF DIRECTORS
P.D. NARANG (Chairman) S.K. TUTEJA DONALD PECK STEVEN ENDERBY N. MOHANRAJ M. RAGHAVENDRA HARDEEP SINGH DALJIT MIRCHANDANI P. SIVARAM (Chief Operating Officer) A.M. SAWHNEY (Director Marketing)
MEMBERS OF THE EXECUTIVE BOARD

P.L. SHARMA R.K. MANRAO P.K. NANDA
-----------------------------------------------------------------------BACKGROUND
M&M LTD -Swaraj Division plant is situated at S.A.S. Nagar (Mohali) where production commenced in the year 1974. Initially, PSIDC contributed 42% equity capital against the total paid up capital of Rs.140.00 lacs. The facility was initially created to manufacture 5000 nos., tractors and the capital cost at that time was Rs.321 lacs.
The production capacity of tractors has increased to 60000 nos., from the level of 5000 nos. The company, over the years, has also promoted two companies, namely, Swaraj Mazda Limited (manufacture of Light Commercial Vehicles) & Swaraj Engines Ltd. (manufacture of Diesel Engines in collaboration with Kirloskar Ltd and it has also promoted Swaraj Automotives. The present stake of SWARAJ DIVISION in these is 14% in Swaraj Mazda, 33% in Swaraj Engines and 24% in Swaraj Automotives.
-----------------------------------------------------------------------MISSION, VISION & OBJECTIVES
OBJECTIVES OF SWARAJ
1) QUALITY a. Continually improves satisfaction level of our customers. b. Continually improve performance & reliability of our products & services c. Provide to you delivery of products & services to meet customers requirements. d. To reduce the break down of equipment. 2) ENVIRONMENT, HEALTH AND SAFETY.
a. Control and reduce emission & discharge in the company b. Optimum Utilization of natural resources c. Control & Reduce accidents and provide Safety to the employees working in the organization. 3) PEOPLES EXCELLENCE.
a. Continually improve Education and Training to employees and their overall development.
-----------------------------------------------------------------------SWARAJ DIVISION: BRAND NAME SWARAJ

The word SWARAJ in Indian language means freedom from bondage. Since SWARAJ DIVISION was the first large scale project in India based totally on Indian know how and technology, Swaraj was appropriately chosen as its brand name. With more than 5 Lac tractors and harvest combines operating in Indian farms, now Swaraj is also an internationally recognized name in the developing world Viz. East Africa, West Africa, Middle East and South East Asia, etc.
SWARAJ - STAGES OF GROWTH
PERIOD (1970-74) This project for manufacture of 5000 tractors per year was set up at an outlay of Rs. 3.70 crores during November 1972- March 1974. The engineers for Swaraj tractors were procured from M/s Kirloskar Oil Engines Ltd., a pioneer in Indian Engineering Industry. SWARAJ DIVISION went into commercial production with the introduction of its first Model Swaraj 724 in April 1974.
PERIOD (1974-78) In 1974 competitive market conditions prevailing where well known international brands such as Ford, Massey, Ferguson, etc were available, it was difficult to establish a new tractor. Thus to establish Swaraj against this severe competition, the following strategy was adopted. Intensive and close marketing. District - wise distribution. Limited introduction and slow extension of distribution network. SWARAJ DIVISIONs own serving group. Strict uniformity of product performance and quality.
-----------------------------------------------------------------------SWARAJ DIVISIONs first launch SWARAJ 724 received quite favorable response and encouraged by this response and also by taking into account the preference of large segments of farmers for higher HP tractor, development work on a 35 HP tractor was started in January 1975. SWARAJ DIVISION introduced its second model SWARAJ 735 in November 1975 which is now the most popular tractor. Then a low cost tractor SWARAJ 720 was introduced in 1978 for small farmers.
1. THE EXPANSIONS (1978-82) SWARAJ DIVISION started growing and increased its production capacity to 12,000 tractors at a capital outlay of Rs. 9.2 crores. During this time SWARAJ DIVISION became multi-divisional by installing Swaraj Foundry Division for manufacturing castings. This division started supplying casting to SWARAJ DIVISION in 1980. In 1983, SWARAJ DIVISION introduced SWARAJ 855 and became the first manufacturing organization to have the widest product range.
2. BREAK PERIOD (1982-86)
With encouraging past records PTL decided to increase its production to 24000 per annum. But the RBIs credit squeeze policy affected the tractor industry, as more than 95% of the tractor sales are through banks. SWARAJ DIVISIONs sale dipped from 10000 tractors to around 5500 tractors in 1982-83. During 1982-86, SWARAJ DIVISIONs efforts were directed towards training its work force, reducing wastage, cutting down scrap, inventory control, up gradation of quality, expanding dealer network in new areas and widening product variants. Thus SWARAJ DIVISION worked on man rather than machines
-----------------------------------------------------------------------STAGE OF GROWTH SINCE 1987
There is goodwill create in the mind of the people regarding brand SWARAJ, market since 1987 has been showing growth trend. The demand for Swaraj has increased tremendously. Now consumers are ready to wait and pay the entire amount in advance to buy a Swaraj tractor rather than buying any other tractor. Production capacity had increased presently to 33000 tractors per year and will further increase to 36000 tractors per year by 2000.
THE DECADE OF NINETIES

The decade of 90s has been a rewarding one for all the constituents of Swaraj enterprise - through generation of wealth for its customers, its business associates, its employees, its shareholders and the society. Nomination by the Economic Times - best company of the year 1998. Listed by FII in the jewels of Asia category 1999. Nomination of UTI institute of Capital Markets for excellence in corporate governance. Listed by Hong Kong based Asia Money among top 5 best managed companies in India 1999. Listed by Business Today among top 3 Economics value generators in India.
-----------------------------------------------------------------------Evolving Journey of SWARAJ DIVISION
1965
Govt. of India's research institute (CMERI) at Durgapur initiates design and development of SWARAJ tractor based on indigenous know-how.
1970
Punjab Govt. through PSIDC acquires SWARAJ tractor's design from CMERI and establishes Punjab Tractors Ltd. (SWARAJ DIVISION) for its commercialization.
1971- SWARAJ DIVISION sets up SWARAJ Project for 5,000 tractors per annum at 73 1974 1975 a capital outlay of Rs. 37.0 million with an equity base of Rs 11.0 million. Swaraj 724 (26.5 HP) tractor commercially introduced. 2nd tractor model SWARAJ 735(39 HP) developed by own R&D, commercially introduced. 1978 3rd Tractor model SWARAJ 720 (19.5 HP) developed by own R&D, commercially introduced.
Maiden equity divided declared. 1980 Guided by social concerns and responsibility, SWARAJ DIVISION takes over PSIDC's sick scooters unit - Punjab Scooters Ltd. (subsequently renamed as SWARAJ Automotives Ltd.)
India's first Self propelled Harvester Combine - SWARAJ 8100 developed by own R&D, commercially introduced.
SWARAJ Foundry Division set up in Backward area. 1981 1983 Issue of maiden Bonus Shares (2:5), paid-up equity moves to Rs 15.4 million. 4th Tractor Model - SWARAJ 855 (55 HP) developed by own R&D, commercially introduced.
Expansion of annual capacity to 12,000 tractors per annum at Plant 1. 1984 SWARAJ MAZDA Ltd. promoted in technical and financial collaboration with Mazda Motor Corpn. & Sumitomo Corpn. Japan for manufacture of Light Commercial Vehicles. SWARAJ DIVISION's equity participation is Rs. 30.4
-----------------------------------------------------------------------million (29%) and that of Mazda and Sumitomo's Rs. 27.0 million (26%). 1985 SWARAJ Industrial Forklift Trucks developed by own R&D, commercially introduced. 1986 SWARAJ ENGINES Ltd. promoted in technical and financial collaboration with Kirloskar Oil Engines Ltd.(KOEL) for manufacture of diesel engines. SWARAJ DIVISION's equity participation is Rs. 6.9 million (33%) and that of KOEL's Rs 3.6 million (17%). 1989 1st Right Issue (1:1) at a premium of Rs 50/- per share (plus reservation of 200 Shares per employee) paid up equity moves to Rs 31.6 million. 1990 2nd Right Issues (1:2) at a premium of Rs 60/- per share (plus reservation of 200 Shares per employee) paid-up equity moves to Rs 50.6 million. 1992 1993 1995 2nd issue of Bonus Shares (1:1) paid up capital moves to Rs. 101.2 million. Annual tractor capacity expanded to 24,000 per annum at Plant 1. Setup of tractor Plant II at Village Chappercheri with annual capacity of 12,000 per annum. 1996 1998 3rd issue of Bonus Shares (1:1), paid up equity moves to Rs. 202.5 million. Commencement of expansion to 60,000 tractors (30,000 at each plant). Capital outlay of Rs 1000 million, funded mainly through internal accruals. 1999 5th and 6th tractor models - SWARAJ 733 (34 HP) & SWARAJ 744 (48 HP) developed by own R&D, commercially introduced.
FY 1999's divided @ 250% was corporate India's highest. 2000 Expansion of annual tractor capacity to 60,000 completed.
4th issue of Bonus Shares (2:1) paid up equity moves to Rs 607.6 million. 2001 SWARAJ DIVISION won National Championship trophy in competition organized by All India Management Association (AIMA) for young managers.
Economic times and Boston Consulting Group selects SWARAJ DIVISION as one of the India's finest 10 companies out of Economic times top 500 Companies. 2002 Cumulative tractor sales crosses 5, 00,000.
-----------------------------------------------------------------------2003 PSIDC's disinvestment of its entire Equity holding (23.49%) in SWARAJ DIVISION in favor of CDC Financial Services (Mauritius) Ltd. With this, total holding of CDC & its associates in SWARAJ DIVISION stands at 28.48%. 2004 7th & 8th tractor models - Swaraj 939 (41 HP) & Swarj 834 (34 HP) developed by own R&D, commercially introduced. 2005 SWARAJ DIVISION disinvested 15,73,000 equity shares of Rs. 10/- each of Swaraj Mazda Ltd. (constituting approx. 15% of SML's paid up capital) in favor of Sumitomo Corporation, Japan, a joint venture partner in Swaraj Mazda Ltd. at a total consideration of Rs. 629.2 million 2007 CDC/Actis Group and Burman Family's disinvestment of their Equity holding in SWARAJ DIVISION (43.3%) in favor of Mahindra Group (M&M). M&M made open offer to shareholders for another 20% equity of the Company. Mahindra Group's equity holding in the Company stands at 64.6% Cumulative Tractor Sales cross 600,000. Swaraj Track Type Combine designed and developed by in-house R&D, commercially launched
-----------------------------------------------------------------------ASSOCIATE UNITS OF SWARAJ DIVISION
1.
SWARAJ FOUNDARY DIVISION:
It was established in 1980 at a capital outlay of Rs. 1.80 crores to provide grey iron castings to SWARAJ DIVISION. Initial production was 5000 MT/year. It is situated in village Majari in Ropar district. In FY 2007-08, production of castings was 9,600 Metric Tonnes, representing a value of nearly Rs. 50.5 crores.
2. SWARAJ COMBINE DIVISION: Punjab government requested SWARAJ DIVISION for the development and manufacture of self propelled Harvester combines to curtail the harvesting season and save the crops from natural calamities. As a result Swaraj Combine Division was set up in 1980 at Chappercheri to produce 250 combines per annum at an initial investment of Rs. 2.65 crores. In 1981, first SWARAJ 8100 rolled out. In 1985, production of diesel fork lift also started in collaboration with KOMATSU Fork- Lift Company of Japan. Over last 28 years, the company has sold nearly 3,150 combines including 65 in 2007-08.
SWARAJ DIVISION PLANT- 1 PLANT 2 PLANT -3
-----------------------------------------------------------------------SWOT ANALYSIS
STRENGTHS: The company has an excellent distribution network. Due to strong consumer preference and the potential for expansion, the industry in bound to record growth. The company mainly has medium horse power tractor in its product portfolio, which holds a good growth potential thereby leading to an increase in the market share. Strong Research and development set up. Being a cash rich company, SWARAJ DIVISION should have no obstacle for further expansions.
WEAKNESSES Being agro-based product, companys fortune depends on the vagaries of the monsoon. The company is addressing this problem by going in for capacity expansion and increasing dealer network. The company has not leveraged its brand and product varies in the exports market. Major market share in Punjab & Haryana could stagnate as the market mature.
OPPORTUNITIES: The Company will have the advantage to synergize with M & M, Farm Equipment Sector in the areas of sourcing, manufacturing, product development and distribution. Increased agri-focus of the Indian Government. Good brand name, product quality and cost advantage to increase exports in low value markets of Sri Lanka, Bangladesh and African countries.
THREATS: The entry of international and new domestic players would intensify competition significantly. This could put pressure on the sale growth and the merging of the company. Number of technically superior new models likely to be launched in the market in the next two years. The evitable increase in petroleum prices including diesel & other inputs, will naturally bring down the spirit of a prospective tractor purchasers.
-----------------------------------------------------------------------INDUSTRY PROFILE
HISTORY: INDIAN TRACTOR INDUSTRY
THE BEGINNING: Indian Tractor Industry took birth in 1959-60 when the first
tractor manufacturing unit was established. However, this industry found a firm footing only after the turbulent period of 1968-74, during which the acceleration which should have emerged from the upsurge in demand generated by the Green Revolution was navigated by large-scale imports of fully built tractors. By 1973-74 when imports were banned, 22 manufacturers remained. It is in an environment of intense competition between 22 manufacturers that our tractor industry has grown during the last 30 years. During this period, it has become not only a major segment of our engineering industry but with a population of 1, 30,000 tractors in 1990, our country became the second largest tractor producer in the world. The development of tractors industry from the very beginning i.e. 1959-60 Till date can be divided into the following four phases:-
1. First phase of development (1959-68):

In late sixties demand for tractors was low. After 1967, demand of tractors started multiplying at an annual rate of nearly 50% because government policies in respect of the development of tractor industry to promote mechanization of agriculture encouraging local manufacturer of tractors along with the import of tractors from Eastern Europe. At the same time, government protected the interests of the farmers by making tractors available to them at reasonable prices. Tractors manufacturing units came up in this decade: Escher Tractors Ltd. (1959) Tractors and Farm Equipment Ltd. (1963) Tractors and Builders Ltd. (1964) International Tractors Ltd. (1965)
-----------------------------------------------------------------------2. Second phase of development:

The governments decision to freely invite new entrepreneurs to tractor manufacture in 1968 backed by Green Revolution, led to the establishment of six more units in this industry. They were: Escorts Tractors Ltd. (1971) Hindustan Machine Tools Ltd. (1971) Kirloskar Tractors Ltd. (1974) Punjab Tractors Ltd. (1974) Pittie tractors Ltd. (1974) Harsha Tractors. Ltd. (1975) The combined output of 11 units has risen to 32,000 by 1975. Government de-licensed the tractor industry in 1968 and then banned import of fully built tractors in 1974. There was expansion in rural branches of banks and rural lending increased. The pace of irrigation facilities also increased and government extended full support to old and new manufacturers to speedily establish them.
3. Third phase of development:

Banning of imports and increased competition due to increase in number of tractor manufacturers led to the growth in local production. The boom in the tractor industry in the late seventies led to the setting up of two more units for the manufacture of tractors. These were: Auto Tractors Ltd. (a U.P. Government enterprise) (1981) Partap Steel Rolling Mills Ltd. (Tractor Division) (1983) The tractor industry saw a rapid growth of 6% from 1982-87.
-----------------------------------------------------------------------4. Fourth Phase of development:

After 1987 the tractor industry further picked up Government gave priority to agriculture and exempt the excise duty on tractors below 1800cc in 1986 and repayment period was increased from 7 to 9 years. After this, average growth of 15% was experienced for 198892 which was due to green revolution. After six years (1987-92) of rapid growth, demand for tractors showed a decline of 4% in 1992-93 and 3.8% in 1994-95. Sales dropped from 1.51 lacs in 1991-92 to 1.38 lacs in 1993-94. The decline was due to the following factors:Land development bank, an important source of finance, collapsed. Depression in market due to credit squeeze. Decrease in production of cash crops. Political uncertainty. But after that tractor industry again started growing and tractor sales went to 1.64 lacs in 1995 and further in 1996-97.
THE PRESENT
Sales peaked to 2.73 lacs in 1999-2000. In the year 2000-01 and 2001-02 the sales decline to 2.53 and 2.18 lacs because of fall in the rural income virtually all over country and due to rising competition. It reached 1.69 lacs in 2002-03. The industry saw an upward trend volume touching 4 lacs in 2009-10 and to 4.46 lacs in 2010-11. During the current FY 2009-10, around 4,50,000 tractors were sold in India and 100000 tractors were exported. The industry has now discovered channel-exports to ensure that the sales of tractors do not drop. In fact, exports have now become a thrust area. Five major manufacturers are in the race for tractor market today, account for 78% of the total market share. They are offering products of different HPs. They include below 20HP, 21-30HP, and 41-50HP and above.
-----------------------------------------------------------------------CRITICAL PARAMENTERS FOR GROWTH OF TRACTOR INDUSTRY
* AGRICULTURE INDUSTRY Nearly 90-95% tractors are purchased with the help of bank credit. It plays an important role in determining the demand for tractors.
* PRICING OF TRACTORS. The financial inability of the Indian farmers makes the pricing a critical parameter. Companies that managed to keep their costs low are the ones that managed to survive during the reversionary period.
* MONSOONS AND CROP PRICES. The farmers have to pay 15% of the total price of the tractor, in cash, at the booking stage; consequently, if the farmer is faced with bad monsoons and low crop prices, he will not be able to make the initial down payments.
* GOVERNMET POLICIES To enable a farmer to purchase a tractor against these odds, the government introduced subsidies in this sector. In the budget of 2004 all the tractors were exempted from excise duty.
* IMPORTS The industry reduce its dependence on imports, they have indigenized their inputs, which were earlier imported and priority is given to Research and Development. All tractor manufacturing units, except the Swaraj Division, were initially set up with foreign collaboration, tractor industry has been on its own for the last decade.
* WIDENING RANGE FOR CUSTOMER CHOICE Competition in tractor industry led to increase in the variety of models for farmers to choose from. Industry today offers more than 43 models, and special variants to suit regional needs and special usage are often available in many models.
-----------------------------------------------------------------------TRACTOR MARKET A CYCLICAL TREND

Table below provides the industry picture for 2007-08, geographically & segment wise: GEOGRAPHICALLY
Territory North (Punjab, Haryana & Uttar Pradesh)
%age of Domestic Sales 29%
Central (Madhya Pradesh & Rajasthan)
18%
East (Bihar, West Bengal, Orissa & Assam)
9%
West (Gujarat & Maharashtra)
18%
South (Andhra Pradesh, Tamil Nadu, Karnataka & Kerala) SEGMENT WISE HP Range Up to 30 HP
26%
%age of Domestic Sales 18%
31 - 40 HP
37%
Above 40 HP
45%
-----------------------------------------------------------------------THEORITICAL BACKGROUND
INTRODUCTION In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy There is a substantial body of empirical literature that establishes the benefits of customer satisfaction for firms. "Well, there goes another satisfied customer", I used to hear from the manager of a radio rentals shop I used to work in during student vacations some twenty five years ago, and we all would snigger. Clearly there was not much commitment to customer satisfaction in that organization; but what exactly is the purpose of satisfying the customer when such a commitment does exist? The answer to this question is provided by "The Customer Service Profit Chain" modeled below. The theory behind this diagram encapsulates all you will need to know about how customer satisfaction, and then customer loyalty, are linked to the quality of customer service and ultimately to you own firm's profitability. In short - keeping the customers satisfied translates to benefits in your own bottom line
Customer satisfaction refers to the extent to which customers are happy with the products and services provided by a business. Customer satisfaction levels can be measured using survey techniques and questionnaires.
-----------------------------------------------------------------------Gaining high levels of customer satisfaction is very important to a business because satisfied customers are most likely to be loyal and make repeat orders and to use a wide range of services offered by a business
MEANING
Customer satisfaction, a business term is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part of the four perspectives of a The Department of The Customer Satisfaction is Responsible to Deal with The complaints. This department monitors and classifies the complaints, review, identify the schemes that are expected to improve customer service and provide satisfactory response to customers.
Customer favor the delivery with right quality, right quantity at the right time, at the right cost, at the right place in addition to safety transaction of the organization. So fulfilling expected needs of the customer for their satisfaction
Customer satisfaction refers to the extent to which customers are happy with the products and services provided by a business. Customer satisfaction levels can be measured using survey techniques and questionnaires.
------------------------------------------------------------------------
DEFINITION
BUSINESS DEFINITION FOR: CUSTOMER SATISFACTION
The degree to which customer expectations of a product or service are met or exceeded. Corporate and individual customers may have widely differing reasons for purchasing a product or service and therefore any measurement of satisfaction will need to be able to take into account such differences. The quality of after-sales service can also be a crucial factor in influencing any purchasing decision. More and more companies are striving, not just for customer satisfaction, but for customer delight, that extra bit of added value that may lead to increased customer loyalty. Any extra added value, however, will need to be carefully costed.
Other research and consulting firms have customer satisfaction solutions as well. These include Customer Satisfaction Audit process[6], which incorporates the Stages of Excellence framework and which helps define a companys status against eight critically identified dimensions. A.T. Kearney's
Customer satisfaction is obtained is along three different types of needs, namely: Dissatisfies which are the needs that are expected in product or service. Satisfiers which are the needs that customers feel they desire. Exciters/delighters which are the creative features that customers had not expected at the point of time.
-----------------------------------------------------------------------CUSTOMER SATISFACTION
PSYCHOLOGICAL FACTOR
A persons buying behavior is also influenced by the psychological factors such as 1. Motivation: Motivation is an inner urge to act, to move, to achieve a goal or an objective. It is the driving force which makes the person act. A person buys products on account of certain mental and economic forces which create desire for buying such products. 2. Perception: Perception shapes a persons behavior. It is the process by which individual selects, organizes and interprets information inputs to create a meaningful picture of the world. A motivated person is ready to act even if the way in which he has to act is influenced by his perception. However persons at the same motivated stage may act in their own distinct ways in case they perceive the situation differently.
3. Learning: Learning is the key aspect in the study of human behavior. It refers to changes in behavior brought about by practice and experience. A person learns when he acts. Almost everything he does or thinks is learned. In short, buying decisions are critically influenced by the learning experiences of buyers.
4. Attitude: An attitude is a state of mind or feeling. It refers to a persons emotional feeling, actions, and tendencies towards some idea or object. It is the result of experience that interacts with perception, thinking, feeling, and reasoning. For instance, once a person has developed a brand loyalty, it is hard to change his attitude and beliefs.
-----------------------------------------------------------------------FEATURES OF CUSTOMER BEHAVIOUR

It involves both the individual (psychological) and to group (social) process. It consists of communication purchasing and consumption behavior It is reflected by post purchase evaluation which indicates either satisfaction or non satisfaction It is shaped by social environment. FACTORS IN CUSTOMER DETERMINING SATISFACTION 1. Quality of supply 2. Product installation 3. Product performance ease of operation and control 4. After sales service 4. Reliability 5. Maintainability 6. Serviceability
VOICE OF THE CUSTOMER: Several tools are available to listen to the customer are such as:
1. Comment cards 2. Questionnaires 3. Focus groups 4. Toll free telephone lines 5. Visit to customers 6. Reports cards 7. The internet 8. Feedback from employee 9. Mass communication 10. Customer satisfaction index
-----------------------------------------------------------------------CHARACTERISTICS AND EXPECTATIONS
Characteristics Delivery
Expectations
Delivered on time in right place in undamaged Condition.
Commissioning
Appropriate instructions on setup or manual techniques or supplied for complicated products.
Use Field service
Well drafting manuals or instructions for Proper use. Appropriately trained techniques to promptly attend repairs and replacement.
Customer services
customer service personnel to respond to Question and for clarifications.
Warranty
clearly written and ensuring prompt services on claims
.zxwdsc`e*-*-432
-----------------------------------------------------------------------CUSTOMER PROFIT CHAIN
TOTAL CUSTOMER SATISFACTION

Whether the buyer is satisfied after purchase depends on the offers performance in relationship to buyers expectations and whether the buyer interprets any deviations between the two. In general, satisfaction is persons feelings of pleasure or disappointment that result from comparing products perceived performance to their expectations, the customer is satisfied. If the performance exceeds expectations, the customer is highly satisfied or delighted. Customer assessments of product performance depends on many factors, especially the type of loyalty relationship, the customer has with brand.
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CHAPTER-IV ANA LAYSIS AND INTERPRETATION
Q1) How do you know about the dealer ?

source Frequency Percent Valid Percent Friends Others Total 30 10 40 75.0 25.0 100.0 75.0 25.0 100.0 Cumulative Percent 75.0 100.0
INFERENCE 75% of respondents have told that they came to know only through friends, and the remaining 25% have told that the awareness about the dealers was through other source
------------------------------------------------------------------------
Q2) Which type of tractor model you have?

MODE L SWAR AJ735FE SWAR AJ835FE Total 40 100.0 100.0 36 90.0 90.0 100.0 4 10.0 Frequency Percent Valid Percent 10.0 Cumulative Percent 10.0
INFERENCE From the above table it is clear that only 10% of the farmers use SWARAJ-735FE and rest of the 90% use SWARAJ-835FE
-----------------------------------------------------------------------Q3) Which types of tractor model you buy?
parameters
Frequency
Percent
Valid Percent
Cumulative Percent 70.0 92.5 100.0
Economy Safety Others Total
28 9 3 40
70.0 22.5 7.5 100.0
70.0 22.5 7.5 100.0
INFERENCE From the above table it is clearly identified 70% of the respondents have told that they bought based on their economic conditions, whereas 22.5% have told the reason as safety and the remaining 7.5% has given some other reason.
-----------------------------------------------------------------------Q4) How do you feel about the service in terms of charges?
parameter s Very high High Moderate Total
Frequency
Percent
Valid Percent
Cumulative Percent 2.5 17.5 100.0
1 6 33 40
2.5 15.0 82.5 100.0
2.5 15.0 82.5 100.0
INFERENCE From the above table only 2.5% of respondents felt that the charges are very high, whereas 15% felt that the charges are high and the remaining 82.5% felt that the charges are moderate and they were happy about the charges levied by the firm.
------------------------------------------------------------------------
Q5) what do you think about Quality of work?
parameters
Frequenc y
Percentage
Valid Percentage
Cumulative Percentage 2.5 45.0 80.0 100.0
Excellent Very Good Good Fair Total
1 17 14 8 40
2.5 42.5 35.0 20.0 100.0
2.5 42.5 35.0 20.0 100.0
INFERENCE From the above table it is clearly identified 2.5% of respondents have rated the quality of work as excellent. Another 42.5% rated it as very good, then 35% of the customers have told it as good and the remaining 20% rated it as fair.
------------------------------------------------------------------------
Q6) what will you say about convenience with the dealer ?
paramete rs Very Good Good Fair Total
Frequenc y 20
Percentage
Valid Percentage
Cumulative Percentage 50.0
50.0
50.0
12 8 40
30.0 20.0 100.0
30.0 20.0 100.0
80.0 100.0
INFERENCE Almost 50% seems to be very convenient with the dealer, another 30% seems to be convenient with the dealer and the remaining 20% seems to be some what.
------------------------------------------------------------------------
Q7) what is the level of comfortness of service ?
parameters
Frequenc y
Percent age 2.5 47.5 32.5 17.5 100.0
Valid Percentage 2.5 47.5 32.5 17.5 100.0
Excellent Very Good Good Fair Total
1 19 13 7 40
INFERENCE The comfortness in the level of service is measured and it is found that 47.5% felt very good in comfort, then 32.5% felt good in comfort and the remaining 17.5% felt fair in comfort.
------------------------------------------------------------------------
Q8) After your service visit, did someone from the dealership contact you by phone or by mail to see if you were satisfied with your overall service experience?
param eters Yes No Total
Frequency
Percentage
Valid Percentage
Cumulative Percentage 87.5 100.0
35 5 40
87.5 12.5 100.0
87.5 12.5 100.0
INFERENCE From the above furnished table it is clearly indicated that Almost 87.5% told that they will get a call about the satisfaction in service from the company, and 12.5% told that they will not receive such type of call after service.
-----------------------------------------------------------------------Q9) In evaluating your most recent customer service experience, what was the quality of service you received?
parameters
Frequency
Percen tage
Valid Percent age
Cumulative Percentage
Somewhat unsatisfactory About average Very satisfactory Superior Total
12.5
12.5
12.5
5 29 1 40
12.5 72.5 2.5 100.0
12.5 72.5 2.5 100.0
25.0 97.5 100.0
INFERENCE 2.5% told that the company provides a superior customer service and almost 72.5% were satisfied with the customer service in the company. Another 12.5% were found to be somewhat unsatisfactory, and then other 12.5% told that they were average in customer service only.
-----------------------------------------------------------------------Q10) what do you think about completion of the service in the time promised?
parameters Frequency Perce ntage Very Satisfied Somewhat Satisfied Somewhat Dissatisfied Total 40 100.0 100.0 2 5.0 5.0 100.0 32 6 80.0 15.0 Valid Percentage 80.0 15.0 Cumulative Percentage 80.0 95.0
INFERENCE On time delivery of the service was the next factor considered to be very important and in this regard, 80% of the customers feel very much satisfied with the timing of the service, then 15% seems to be somewhat satisfied and only 5% seems to be somewhat dissatisfied.
-----------------------------------------------------------------------Q11) Do u think customer service representatives are very polite?

parameter s Strongly disagree Somewhat disagree Somewhat agree Strongly agree Total 40 100.0 100.0 7 17.5 17.5 100.0 30 75.0 75.0 82.5 1 2.5 2.5 7.5 2 Frequency Percentag e 5.0 Valid Percentage 5.0 Cumulative Percentage 5.0
INFERENCE From the above table it is clear that 5% of respondents are strongly disagree about politeness of the representatives, 2.5% of respondents are somewhat disagree about representatives politeness, 75% of respondents are somewhat agree and 17.5% of respondents are strongly agree.
-----------------------------------------------------------------------Q12) Which of the following qualities of the service representative stood out? (As being superior)
parameters
Frequenc y
Percen tage 5.0 37.5 17.5
Valid Percentage 5.0 37.5 17.5
Cumulative Percentage 5.0 42.5 60.0
Patient Enthusiastic Listened carefully Friendly Total
2 15 7
16 40
40.0 100.0
40.0 100.0
100.0
INFERENCE From the above table it is clear that 5% of the employees seem to be very patient to the customers, 37.5% seem to be enthusiastic, 17.5% seem to listen to the customers very carefully and then attend to their problems and another 40% were found to be friendly to the customers all the time.
-----------------------------------------------------------------------Q13) What do you think customer service representative are knowledgeable ?
parameters
Frequency
Percenta ge
Valid Percentage 10.0
Strongly disagree Somewhat disagree Neutral Somewhat agree Strongly agree Total
10.0
10.0
10.0
20.0
1 19 12 40
2.5 47.5 30.0 100.0
2.5 47.5 30.0 100.0
22.5 70.0 100.0
INFERENCE From the above table it is clear that 10% of respondents strongly disagree that representatives are knowledgeable and the same percentage of respondents are somewhat disagree that representatives are knowledgeable, 2.5% of respondents are neutral, the respondents of 47.5% are somewhat agree with the knowledge of the representatives and 30% of respondents are believe that representatives have good knowledge.
-----------------------------------------------------------------------Q14) Are they able to solve the problems ?
paramete rs Very Good Good Fair Total
Frequen cy 20
Percentag e 50.0
15 5 40
37.5 12.5 100.0
37.5 12.5 100.0
87.5 100.0
INFERENCE Almost 50% of the customers were of opinion that there was a very good problem solving skill amongst the employees of the firm. 37.5% seems to be of the opinion that the problem solving skill is good. 12.5% seems to be saying that the employees have a fair problem solving skill.
-----------------------------------------------------------------------Q15) what about the understanding ability of employees about customer needs ?
Frequency Percentag e Very Good Good Fair Total 15 4 40 37.5 10.0 100.0 21 52.5
37.5 10.0 100.0
90.0 100.0
INFERENCE From the above table 52.5% of the customers were of opinion that the employees very understanding in nature, 37.5% were of opinion that they were good in understanding, and 10% of the customers were of opinion that the employees have a fair level of understanding.
-----------------------------------------------------------------------Q16) Would you recommend this dealer to a friend or relative as a place to have their tractors serviced?
paramete rs Definitely Probably Not sure Definitely not Total
Frequency
Percentag e
Valid Percentage 77.5 10.0 10.0 2.5
31 4 4 1
77.5 10.0 10.0 2.5
40
100.0
100.0
INFERENCE Almost 77.5% of the customers were ready to recommend definitely to friends or relatives, 10% have told they may recommend, another 10% have told that they may or may not recommend and only 2.5% of the customers seems not to recommend the services to anybody.
-----------------------------------------------------------------------Q17) If you need service again for your tractor, would you return to this
dealer ?
paramete rs Definitely Probably Not sure Probably not Definite not Total 40 100.0 100.0 32 3 4 1 0 Frequency Percentag e 80.0 7.5 10.0 2.5 0 Valid Percentage 80.0 7.5 10.0 2.5 0 Cumulative Percentage 80.0 87.5 97.5 100.0 100.0
INFERENCE From the above table almost 80% of the customers were willing to come back to the dealer in future. 7.5% of them were not sure whether they would come back, other 10% have said they may or may not come back and 2.5% of the customers have said that they will not come back at all.
------------------------------------------------------------------------
CHAPTER
FINDINGS, SUGGESTIONS AND CONCLUSION
FINDINGS:
The observations on the survey support the customer satisfaction of swaraj division mohali, to a greatest extent of 95%. But still 5% of the customers were dissatisfied on the following grounds such as delay in delivering, lack of knowledge for mechanics, then the charges seems to be high then there is a complaint as there were repetition of complaints then some of them seems to be not satisfied with the employees Just because the complaints were received from only few customers we cant ignore this, and hence the following recommendations were made to the company in improving the level of customer satisfaction.
-----------------------------------------------------------------------SUGGESTIONS:
To avoid problems on in-time delivery of vehicles, the company can make a call after the vehicle is ready, thereby it is possible for the company to avoid inconvenience posed on the customers. If not the company can increase the number of mechanics in the service department. In avoiding cost related dissatisfaction among the customers, the company can give its customers some special schemes like one free service for every ten services. When it is announced, probably the customers will try to avail that free service, in turn there is a possibility to increase the customers also. To avoid repetition of complaints the company can appoint one chief mechanic to check the vehicle soon after the service is over and before each delivery it has to be ensured that the chief mechanic checks it promptly. To avoid dissatisfaction in customer service the company can assign the customers to a particular employee permanently. Thereby employees will also try to treat their customers well and the customers also feel free to the particular employee.
-----------------------------------------------------------------------CONCLUSION:
This project dealt with study on customer satisfaction after sales service in Punjab tractor ltd. Swaraj division. The project was done to know how retain the customer and thereby improve loyalty.
This study gives the opinions and their suggestions about the swaraj Limited and this project also gives the view upon the qualities and attitudes of the customers about the employees of the organisation.
This study also gives the views and suggestions about retaining the potential customers to the organization and keeps them loyalty to the organization.
------------------------------------------------------------------------
QUESTIONNAIRE
A STUDY ON CUSTOMER SATISFACTION AFTER SALES SERVICE WITH REFERENCES OF SWARAJ DIVISION 1. Name of the respondent:
2. Age
3. Gender
Male/Female
4. How do you know about this dealer ?
a. Friends & relatives b. Others 5. which tractor model you have ?
a. Swaraj-735FE
b.Swaraj-835FE
6.which quality you have seen before buy the tractor ?
a.economy b.safety c.others
-----------------------------------------------------------------------7. How do you feel about the service in terms of charges?
a. Very High b. High c. moderate d. Low 8. On your most recent service visit, how would you rate the service department on the following areas?
Excellent Very Good Quality of work performed Convenience with the dealer Level of comfortness of service
Good
Fair Poor
9. After your service visit, did someone from the dealership contact you by phone or by mail to see if you were satisfied with your overall service experience?
a. Yes b. No
-----------------------------------------------------------------------10. In evaluating your most recent customer service experience, What was the quality of service you received ?
a. Somewhat unsatisfactory b. About average c. Very satisfactory d. Superior 11.What do you think about the completion of the service in the time promised?
a. Very Satisfied b. Somewhat Satisfied c. Somewhat Dissatisfied d. Very Dissatisfied 12. Do you think customer service representatives are very polite ?
a. Strongly disagree b. Somewhat disagree c. Somewhat agree d. Strongly agree
-----------------------------------------------------------------------11. Which of the following qualities of the service representative stood out ?(as being Superior)
a. Patient b. Enthusiastic c. Listened carefully d. Friendly 12. What do you think that customer service representative are knowledgeable ?
a. strongly disagree
b. some what disagree
c. some what agree
d. some strongly agree 13. Are they able to solve the problems of the customers ?
a. Very good b. Good c. Fair
-----------------------------------------------------------------------14.what about the understanding ability of the employees about customer needs ?
a.Very good b.good
c.fair 15. Would you recommend this dealer to a friend or relative as a place to have their Tractor serviced?
a. Definitely b. Probably c. Not sure d. Definitely not 16. If you need service again for your tractor, would you return to this dealer ?
a. Definitely b. Probably c. Not sure d. Probably not e. Definitely not
-----------------------------------------------------------------------17. If you are not totally satisfied with the Customer Service Representative, please state below the reason(s) for your dissatisfaction
18. What recommendations would you offer for improving customer service?
Thank you for your feedback.
------------------------------------------------------------------------
BIBLIOGRAPHY
# Books
GUPTA SHASHI K.GUPTA SHARMA R.K., Marketing Management
# Journals
Annual Reports of PUNJAB TRACTORS LTD.
# INTERNET WEB SITES www.swarajenterprise.com
#Web Pages
http://www.swarajenterprise.com/ http://www.swarajenterprise.com/Swaraj Division_index.htm http://www.swarajenterprise.com/Swaraj Divisionannualreport.asp http://www.swarajenterprise.com/Swaraj Division_enterprise.htm www.indiaautomotive.net

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A Study On Customer Satisfaction After Sales Service Of Swaraj

-----------------------------------------------------------------------G.H.N College of Commerce, Gangavathi 1

A Study On Customer Satisfaction After Sales Service Of Swaraj

-----------------------------------------------------------------------OBJECTIVES OF THE STUDY

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A Study On Customer Satisfaction After Sales Service Of Swaraj

Step 4: Data Analysis

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A Study On Customer Satisfaction After Sales Service Of Swaraj

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A Study On Customer Satisfaction After Sales Service Of Swaraj

-----------------------------------------------------------------------SWARAJ MAZDA- AN INTRODUCTION:

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A Study On Customer Satisfaction After Sales Service Of Swaraj

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A Study On Customer Satisfaction After Sales Service Of Swaraj

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A Study On Customer Satisfaction After Sales Service Of Swaraj

-----------------------------------------------------------------------HISTORY OF SWARAJ MAZDA

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A Study On Customer Satisfaction After Sales Service Of Swaraj

-----------------------------------------------------------------------Swaraj Mazda Board Of Director

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A Study On Customer Satisfaction After Sales Service Of Swaraj

-----------------------------------------------------------------------REPORT OF THE DIRECTORS

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A Study On Customer Satisfaction After Sales Service Of Swaraj

MOTTO OF M & M SWARAJ DIVISION

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A Study On Customer Satisfaction After Sales Service Of Swaraj

Swaraj Market Share

No. of Dealers as on 31-03-08 203

North (Punjab, Haryana & Uttar Pradesh)

Central (Madhya Pradesh & Rajasthan)

East (Bihar, West Bengal, Orissa & Assam)

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A Study On Customer Satisfaction After Sales Service Of Swaraj

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A Study On Customer Satisfaction After Sales Service Of Swaraj

-----------------------------------------------------------------------MAHINDRA &MAHINDRA LIMITED SWARAJ DIVISION

MEMBERS OF THE EXECUTIVE BOARD

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A Study On Customer Satisfaction After Sales Service Of Swaraj

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A Study On Customer Satisfaction After Sales Service Of Swaraj

-----------------------------------------------------------------------MISSION, VISION & OBJECTIVES

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A Study On Customer Satisfaction After Sales Service Of Swaraj

-----------------------------------------------------------------------SWARAJ DIVISION: BRAND NAME SWARAJ

SWARAJ - STAGES OF GROWTH

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A Study On Customer Satisfaction After Sales Service Of Swaraj

2. BREAK PERIOD (1982-86)

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A Study On Customer Satisfaction After Sales Service Of Swaraj

-----------------------------------------------------------------------STAGE OF GROWTH SINCE 1987

THE DECADE OF NINETIES

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A Study On Customer Satisfaction After Sales Service Of Swaraj

-----------------------------------------------------------------------Evolving Journey of SWARAJ DIVISION

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A Study On Customer Satisfaction After Sales Service Of Swaraj