0601005 perception mapping of champion alfa and competitors

A PROJECT REPORT

ON

“PERCEPTION MAPPING OF CHAMPION ALFA AND COMPETITORS

PRODUCT, ANALYZING IT, FINDING MEANS TO CHANGE IT”

AT

Mahindra & Mahindra Automobiles.

UNDER GUIDANCE OF

Dr(Mrs.) V. H. GOTE

SUBMITTED TO

UNIVERSITY OF PUNE.

IN THE PARTIAL FULFILLMENT OF

MASTER OF BUSINESS ADMINISTRATION

BY

Amit Jagdhane

MBA (MARKETING)

(2006-2008)

THROUGH

VISHWAKARMA INSTITUTE OF MANANAGEMENT

PUNE- 48

CERTIFICATE

To whomsoever it may concern.

This is to certify that Mr. Jagdhane Amit is a bonafide student of our institute.

He has successfully carried out summer project “ PERCEPTION MAPPING OF

CHAMPION ALFA AND COMPETITORS PRODUCT, ANALYZING IT,

FINDING MEANS TO CHANGE IT” at Mahindra and Mahindra automobile

sector.

This is the original study of MR. Jagdhane Amit and important sources of

data used by him have been acknowledged in his project.

The report is submitted in partial fulfillment of two year’s full time course of

Master in business administration (2006-2008) as per the rules.

DR. (Mrs.). V.H.Gote Dr. S.L.Joshi

Project Guide Director

ACKNOWLEDGEMENT

I overwhelmed my sense of gratitude towards all those who helped and guided me

during the course of this project.

I feel immense pleasure in expressing my sincere and profound sense of gratitude to

Mr. Abhishek Vidyabhanu & Mr. Shirish Khalap, of Mahindra & Mahindra

Automobiles, for their inspiring guidance and constructive criticism during the

course of summer project.

I express my sincere thanks to Mr. A. V. Palan, Sales Manager and sales team of

Kamal Carlines Nashik for their guidance, constant encouragement and constructive

criticism

I am very thankful to Dr (Mrs.) V. H. Gote and all staff members of Vishwakarma

Institute of Management for their cooperation and valuable guidance in completing

the project.

I express my sincere thanks to Director Dr. Sharad Joshi for inspiring guidance.

Amit Jagdhane

M.B.A. (Marketing)

VIM, Pune

INDEX

Sr.No Title Page

No

1 EXECUTIVE SUMMARY. 1

2 OBJECTIVES OF STUDY 2

3 COMPANY PROFILE. 4

4 COMPANY AUTOMOBILE SECTOR OVERVIEW. 8

5 COMPARISON OF M & M’S AND COMPETITORS

PRODUCT.

12

6 COUNTER SALES AND FIELD PROCESS AT DEALER

OUTLET.

16

7 PROMOTIONAL ACTIVITY 21

8 RESEARCH METHODOLOGY 26

9 ANALYSIS AND INTERPRETATION OF

THE DATA.

31

10 SUGGESTION AND CONCLUSION 47

11 LIMITATION 50

12 BIBLIOGRAPHY 52

13 ANNEXURE 54

EXECUTIVE SUMMARY

CHAPTER 1

EXECUTIVE SUMMARY

With the growing competition in the market and globalization coming into role it

has become essential for any Automobile company to keep in touch with the recent

technology. My subject of project mainly targets the perception mapping of

customers with reference to buying process of three wheelers. Thus, for a

automobile company to survive in a market it is very essential to stick to new

technology, price before and after sales service

In the present market scenario, many automobile companies are launching their new

product. In order to achieve our target market share there is necessity to implement

new programmes and marketing strategies. So the question comes in mind, that,

what is the behavior of customers while buying a three wheeler vehicle? What are

the factors which influence the buying behavior of customers? What are the

competitors’ strategies to increase their market share?

In any automobile sector, finance plays important role in the sales process. A

customer should get more option regarding to finance as per their need. In today’s

competitive world each and every customer expects a best of before and after sales

service which plays an important role in increasing sales. There should be proper

training programme for sales person at the dealers’ outlet in order to achieve proper

communication between company and the dealer, this will help the company to

know the customers expectations and their feedback about the product.

In today’s competitive and globalization era it is very important to launch a new

product having some additional features than before competitor’s product.

OBJECTIVE OF STUDY

CHAPTER 2

OBJECTIVE OF STUDY

PRIMARY OBJECTIVE:

To analyze the market scenario of the Champion ALFA and Competitors

product.

To find the reasons for low sales.

SECONDARY OBJECTIVE:

To study the perception of the customers about the product.

To study the use of the vehicles purchase.

To suggest the means to increase the sales.

GROUP OVERVIEW

CHAPTER 3

COMPANY PROFILE

Mahindra & Mahindra overview

This subsection contains fast facts about the Group; its promoter companies;

management structure, Group financial results.

The birth of Mahindra & Mahindra began when K.C. Mahindra visited the United

States of America as Chairman of the India Supply Mission. He met Barney Roos,

inventor of the rugged 'general purpose vehicle' or Jeep and had a flash of

inspiration: wouldn't a vehicle that had proved its invincibility on the battlefields of

World War II be ideal for India's rugged terrain and its kutcha rural roads?

Swift action followed thought. The Mahindra brothers joined hands with a

distinguished gentleman called Ghulam Mohammad. And, on October 2nd, 1945,

Mahindra & Mohammad was set up as a franchise for assembling jeeps from Willys,

USA

Two years later, India became an independent nation and Mahindra &

Mohammad changed its name to Mahindra & Mahindra. Ghulam Mohammad

migrated to Pakistan post-partition and became the first Finance Minister of Pakistan

Since then, Mahindra & Mahindra has grown steadily in size and stature

and evolved into a Group that occupies a premier position in almost all key sectors

of the economy. The Group's history is studded with milestones. Each one taking the

Group forward. In fact, today, its total turnover is about 4.5 billion dollars.

The Mahindra Group, a US $4.5 billion conglomerate, has a significant presence in

the key sectors of the Indian economy. A consistently high performer, the Mahindra

Group is one of the most respected in the country.

Set up in 1945 to make general-purpose utility vehicles for the Indian market, the

flagship company Mahindra & Mahindra Limited has expanded its operations

beyond automobiles and tractors and has made spirited thrusts into new areas of

business.

The Company has, over the years, transformed itself into a Group that caters to the

Indian

and overseas markets with a presence in six business sectors: Automotive Sector,

Farm Equipment Sector, Information Technology Sector, Trade & Financial

Services Sector, Infrastructure Development Sector and the Systech Sector. The

Systech Sector was recently started in order to focus on developing components as

well as offering engineering services.

With the launch of new generation vehicles like the Mahindra Bolero and Mahindra

Scorpio, the Group has created brands that for the global stage. The Group's global

strategy today focuses on a mix of mergers & acquisitions and joint ventures to

strengthen its core product areas and enter new niche markets, both domestic and

international. These include a joint venture with French auto major, Renault, to

manufacture and market Logan, the world's most affordable C-segment car, in India,

and a joint venture with International Truck, USA.

The Mahindra Group has always been committed to Corporate Social

Responsibility. On the occasion of its 60th anniversary, the Group announced a

range of Corporate Social Responsibility activities supported by a commitment of

1% of Profit after Tax for its Corporate Social Responsibility initiatives.

The five core values that form the bedrock on which the Mahindra Group has been

built are: good corporate citizenship, professionalism, customer first, quality focus

and dignity of the individual. These values have been a part of the Group's ethos

since the very beginning and continue to guide the business decisions of the Group

even today. The Group's philosophy of growth is centered on its belief in people and

all efforts are made to reward and retain the best talent in the industry.

In 2002, the Group embarked on a transformation process, which was christened the

'Blue Chip' initiative. The essence of the Blue Chip is captured in the five business

mantras that it propagates, namely: leadership, innovation, globalization, a sharp

focus on financial returns and, most importantly, customer centricity.

Leadership for the Group is the aim to be number one or number two in all their

businesses. Globalization is not just about selling products around the globe; it is

about setting global standards of excellence in whatever the Group does. Above all,

the Group is committed towards creating a genuinely customer centric organization,

with the aim of not just satisfying customers but delighting them.

MAHINDRA AND MAHINDRA GROUP

http://www.mahindra.com/OurBusinesses/ourbus_grpglance.html#%23






COMPANY AUTOMOBILE SECTOR OVERVIEW

CHAPTER 3

COMPANY AUTOMOBILE SECTOR

OVERVIEW

The Automotive Sector is the market leader in utility vehicles in India since

inception and currently accounts for about half of India’s market for utility vehicles

with a product portfolio that ranges from rugged, mass-transport utility vehicles to

personal segment sports utility vehicles like the Scorpio

While the world-class Scorpio (declared to be the ‘Car of the Year’ by CNBC

Autocar, BBC Wheels and Business Standard Motoring) is the Automotive Sector’s

current flagship, it has many more products that have made it popular with

individuals and institutions in India and the world. The Automotive Sector of the

Mahindra Group is currently present in the multi-utility vehicle, light commercial

vehicle and three-wheeler segments. Now, with its joint ventures, it will have a

presence in the passenger car and the medium and heavy commercial vehicle

segments too

Mahindra Automobiles have a strong and growing presence in international markets.

From humble beginnings in 1968, when 1,200 vehicles were shipped to the former

Yugoslavia, Mahindra exports have grown by leaps and bounds and today reach

customers across five continents. From neighbouring Bangladesh and Sri Lanka to

such far-flung places as Australia and Uruguay, vehicles sporting the Mahindra logo

can now be found in almost every corner of the world. Such is Mahindra’s

commitment to global markets that it launched subsidiaries in South Africa in 2004

(Mahindra South Africa) and in Europe in 2005 (Mahindra Europe) to handle its

sales and growth in those important markets. The Company is also currently

establishing local assembly set-ups in strategic markets in order to better serve its

customers in those respective regions. Mahindra vehicles have gone on display to

auto enthusiasts around the world, participating in prestigious automobile shows in

Paris

http://www.mahindra.co.za/

http://www.mahindraeurope.com/

, Rome, Bologna, Johannesburg and São Paulo. And this is just the beginning of the

Company’s global adventure. In 2006 Mahindra announced that it would be the first

Indian automobile manufacturer to enter the world’s most demanding and critical

market – USA

In February 2005 Mahindra & Mahindra and Renault decided to join forces to

produce and commercialize Logan in India. The joint venture is a 51:49 partnership

between M&M and Renault. An investment of 125 million euros (Rs. 700 crore)

was announced to set up a production capacity of 50,000 cars per year. The Logan

would be produced at M&M’s state-of-the-art factory located in Nashik, which

offers a stamping shop, a paint shop with a top quality pre-treatment and an

assembly line specific for the Logan

The JV went on stream on September 1, 2006 with the trial production of Logan.

The assessment of all suppliers has been done by Renault’s quality team. Up

gradations at the level of suppliers for the new product are being implemented by the

Mahindra Renault team. All specific equipment required for production has been

installed in the body shop, the paint shop and the TCF line.

The trial vehicles have been put through thorough durability testing on Indian roads,

besides accelerated tests on the Renault test tracks. The first phase of road trials was

done in May- August 2005. Some vehicles completed more than 50,000 km on

Indian roads and passed the rigors of India’s climactic changes. The second phase of

validations was completed at Renault test tracks.

In November 226, Mahindra & Mahindra and Renault decided to extend their

strategic alliance and signed another memorandum of understanding to set up a

Greenfield facility with a capacity of 500,000 units per year within 5 years. In this

alliance, M&M and the Renault-Nissan alliance would each hold 50 percent stake.

The driving force behind this announcement was to consolidate the Mahindra

Renault joint venture formed exclusively for the Logan. A range of Mahindra as

well as Mahindra-Renault products suited to the requirements of Indian customers

will be

manufactured at the new ‘greenfield’ production site under the direction of Renault

and Mahindra. The production site will include a vehicle assembly plant, shared

between the two partners. Renault also has plans to set up a powertrain factory.

Production is expected to begin mid-2009, with an initial installed production

capacity of 300,000 vehicles per year. The manufacturing site is yet to be finalised.

The product range will be marketed by Mahindra-Renault and sold through the

extensive and well-established Mahindra channel network throughout India..

Product Development

M&M has a strong Product Development set-up with world class facilities. The

Company's product development prowess was acknowledged internationally with

the design and development of Scorpio becoming a Harvard Business School case

study. Keeping in tune with the needs of the society, the company has also focused

its energies on development of alternate propulsion technologies. It has the

distinction of designing the world’s first Hydrogen 3 wheeler and India’s first

Hybrid vehicle

MANUFACTURING UNITS

KANDIVLI

NASIK

ZAHEERABAD

IGATPURI

HARIDWAR

http://www.mahindra.com/OurBusinesses/automotive_domestic_manufacturingplant_HARIDWAR.htm

http://www.mahindra.com/OurBusinesses/automotive_domestic_manufacturingplant_IGATPURI.htm

http://www.mahindra.com/OurBusinesses/automotive_domestic_manufacturingplant_ZAHEERABAD.htm

http://www.mahindra.com/OurBusinesses/automotive_domestic_manufacturingplant_NASIK.htm

http://www.mahindra.com/OurBusinesses/automotive_domestic_manufacturingplant_KANDIVLI.htm

Mahindra & Mahindra CHAMPION ALFA-

CHAPTER 4

COMPARISON OF M & M CHAMPION ALFA AND

COMPETITORS PRODUCT.

Features:-

Displacement -395cc

Voltage -12V

Power -5.51KW@3600rpm

GVW - 1060 KG.

Curb weight - 460 KG.

Passing - 600 KG.

Fuel Tank Capacity -10 L

Colours -Bright red, Green, Yellow, White, Dark blue.

Positive lock doorings.

Large cargo size.

Large cabin size.

Facility for FM slot and Mobile charger slot.

Bigger wheel base.

BAJAJ GC 1000-

mailto:5.51KW@3600rpm

Features-

Displacement -416cc

Power -6.25KW

Voltage -12V

GVW -990 KG

CVW -430KG

Passing -560KG

Fuel Tank Capacity-8 L


Positive lock doorings.

Battery is placed outside the cabin.

PIAGGIO APE-

FEATURES-

Displacement -395cc

Power -8 hp (3600rpm)

Voltage -12V

GVW -990 KG

CVW -430KG

Passing -560KG

Fuel Tank Capacity-10.5 L


Fan system in cabin.

Mobile charger slot

Price Comparison-

Factors Champion ALFA Bajaj GC 1000 Piaggio Ape

Showroom

cost(Rs)

127290 126500 121900

R.T.O. 15500 15200 15745

Insurance 4179 4075 3900

Octroi(3% on

showroom price)

3820 3795 3657

Total Price 150789 149570 145202

CHAPTER 5

COUNTER SALES & FIELD SALES PROCESS AT

DEALER OUTLET.

Counter Sales Process-

This is a introductory phase of a customer directly, when customer arrives at

showroom for enquiry about vehicle, the sales person fills CDIF(Customer Data

Enquiry Form) which contains

Name of the customer.

Address of the customer.

Contact number of customer.

Vehicle which he is going to buy.

Possible date of buying.

Whether he is hot/ warm /Cold Customer.

(Hot- Is the customer who wishes to buy vehicle in 15 days.

Warm- Is the customer who wish to buy vehicle within a month.

Cold- Is the customer who intends to buy vehicle after a month.)

Test drive for the customer as per his wish.

Test drive feedback by the customer.

Follow up schedule of customers by the sales person.

After filling the CDIF form, each and every customer is given quotation price of

vehicle which he is going to buy. The quotation is used for the purpose of financing

activity of the customer. Each customer is given leaflet of the vehicle and contact

number of the sales person. If customer demands for the financing of vehicle then

sales person is responsible for giving him guidance regarding various finance

available.

ROLE OF COUNTER SALES PERSON AT THE TIME OF DELIVERY OF

VEHICLE-

At the time of delivery of vehicle the counter sales person has to fill the

PDIF (Pre Delivery Inquiry Form) form, PDIF form contains

Name of the customer.

Warranty policy guidelines explained.

Servicing and conditions.

Switches and controls explained.

Fuse box location shown.

Spare wheel and jack location shown.

Vehicle received with standard tools and kits.

24 hour help line informed.

Introduction to service and service locations.

Vehicle documents explained.

Reasonable quantity of fuel in fuel tank.

Vehicle delivered in clean and good order.

Passing of the vehicle is responsibility of a dealer.

Warranty and service booklet for the customer.

FIELD SALES PROCESS-

Field sales process starts after giving quotation to the customers and filling CDIF

forms. Sales person has to follow the customer and pursue him to buy vehicle.

Separate sales person are appointed for different areas of district. Initially the sales

person used the techniques of hot, warm and cold customers in order to achieve the

target. But there was not a precise idea about the number of follow ups in a month to

achieve the given target. To eliminate this drawback a new field sales planning is

introduced. This method helps to monitor the sales person, his follow up and helps

him to achieve his target.

Monthly Sales planning and progress Report for field sales person

(p.t.o)

FIELD SALES CONSULTANT COVERAGE PLAN

S.NO.

Customer

Name

Mobile

no.

Stage .- C/

W/ H

Model

to buy Application

Focus

location

Dates

1st 2nd 31st

next

contact

1

Yogesh

Gurav 2241214 T1

Bolero

SLX Personal T

2

Broker

Mechanic

P =

Personal

T =

Telephonic

X =

Planned

but missed

T1

T2

T3

Banker

T-

Contacted

Telephonically

P-

Contacted

Personally

Stage move- C/ W/ H- indicates the movement of the customer in

different stage of buying process

SALES REPORT FOR CHAMPION ALFA FROM APRIL TO OCTOBER

2007 IN NUMBER OF VEHICLES SOLD AT DEALER OUTLET:

April :5

May :9

June :0

July :12

August :5

September :29

October :25

CHAPTER 6

PROMOTIONAL ACTIVITIES

PROMOTIONAL ACTIVITIES AT MAHINDRA & MAHINDRA-

1) MAHA EXCHANGE MELA.

2) LOAN EXCHANGE MELA

3) CUSTOMER SERVICE.

4) DEMO SHOW

1) MAHA EXCHANGE MELA-

During exchange mela old cars are exchanged for new one. Genrally a broker of

dealer decides the exchange value. Advertisement is generally given in local

newspaper. Ad contains place of mela and contact numbr of sales person.

2) LOAN EXCHANGE MELA-

As that of exchange mela in loan exchange mela sales person of dealer is

accompanied by representative of a particular finance company. Here customer

along with vehicle comes to know about various finance facilities available to him.

3) CUSTOMER SERVICE –

TELL US is initiated by Mahindra & Mahindra for customer service. Here customer

can send his feedback about M & M directly to the company 24*7.

The ad campaign shows Dr. Pawan Goenka (Vice President of M & M) asking

people to share their experience good or not so good with the company.

TELL US forms are available at dealer’s outlet. Because of this ad campaign the

customers of M & M started to get better service.

4) DEMO SHOW-

In demo show the vehicle is to be demonstrated to the various people at various

places by giving them test drive. Because of this people come to know about the

newly launched vehicle, its features.

In demo show peoples are given test drive of the vehicle and the sales person giving

test drive points out the strong points of the vehicle as compared to that of

competitor’s product.

In addition to demo show road shows are also performed. Generally the road shows

are performed by an external agency. The road show is generally conducted at

places such as markets, near bus stand and places where there is more crowd. In

road show people are attracted by music systems, various games, and by distributing

various gifts such as kitchens, t-shirts, caps and pens.

During road show and demo shows leaflets are distributed along with various

finance facilities.

CHAPTER 7

RESEARCH METHODOLOGY

RESEARCH DESIGN

STATEMENT OF THE PROBLEM

In August 2005, Mahindra & Mahindra Limited (M & M) started commercial

production of Champion ALFA in three wheeler segment. Since it’s launch it

received stiff competition from Piaggio ape and Bajaj GC 1000. The sales figure of

champion ALFA was very less as compared to that of Ape and GC 1000. Company

adopted various promotional policies to increase the sales figure but, it didn’t helped

a lot.

Title of the project:

“PERCEPTION MAPPING OF CHAMPION ALFA AND COMPETITORS

PRODUCT, ANALYZING IT AND FINDING MEANS TO CHANGE IT”

OBJECTIVE OF STUDY

PRIMARY OBJECTIVE:

To analyze the market scenario of the Champion ALFA and Competitors

product.

To find the reasons for low sales.

SECONDARY OBJECTIVE:

To study the perception of the customers about the product.

To study the use of the vehicles purchased.

To suggest the means to increase the sales.

RESEARCH METHODOLOGY

The detail steps are as shown below:

Introduction and briefing

Problem identification and planning of the study

Research objectives

Research objectives was laid down.

Primary and Secondary data collection

Check internal and external sources of data,

to help in the preparation of questionnaire

Survey and data collection

Data collection from target customers.

Data analysis and interpretation

Suggestion and conclusion

RESEARCH APPROACH-

In this research, primary and secondary data is collected as,

Primary Data-

The primary data was collected by conducting interviews and having discussion

with people. The telephonic medium is also used.

The people interviewed were from different areas such industrial areas, market yard

etc.

It took some time to collect this data but in order to get more accurate data it was

necessary to visit various person using different vehicles and the project is

exploratory research.

Customer’s were also contacted by using telephone.

Secondary Data-

The secondary data is the made data and has been collected from literature reviews,

including trade journals, seminar proceedings, patent literature, company literature,

published reports and government publications.

It is the data collected by someone else.

Research instrument-

The research instrument used in this project was structured questionnaire. The

intention of survey was to explore the market scenario of three wheeler.

Method of sampling-

The sampling method used for project was random.

Geographical coverage-

Nashik district.

Time Period-

60 days (4th June-4th August).

Analysis of data-

The collected data is categorized in a systematic way according to need of

objective and then simple statistical technique like pie chart, graphs are used to

analyze the data.

Scope:

Focus area of project is to find market scenario of three wheeler and to check

opportunities for future growth.

Geographical scope:

The project area was limited to the geographical limits of Nashik

district.

Time Scope:

Time period for project was limited to two months only.

CHAPTER 8

ANALYSIS AND INTERPRETATION OF DATA

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON BASIS

OF MILEAGE

COMPANY EXCELLENT

VERY

GOOD GOOD AVERAGE POOR

ALFA 0 7 11 3 4

APE 1 7 12 3 2

BAJAJ

GC1000 1 4 15 3 2

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON BASIS OF MILEAGE

0

2

4

6

8

10

12

14

16

EXCELLENT VERY GOOD GOOD AVERAGE POOR

RATINGS

NU

MB

ER

OF

RE

SP

ON

DA

NT

S

ALFA

APE

BAJAJ GC1000

INTERPRETATION:

Mileage of the vehicle goes on decreasing as follows- Piaggio Ape, Bajaj GC

1000 and Champion Alfa.

No champion Alfa customer has rated mileage as excellent and more number

of Alfa customers has rated mileage as poor as compared to GC1000 and

Ape.

Very good rating for mileage by Alfa and Ape are same and more than that

of GC 1000

GC 1000 customer has rated mileage as good more than that of Ape and Alfa

respectively.


OFPICK-UP

COMPANY EXCELLENT

VERY


ALFA 1 11 9 1 3

APE 0 7 15 3 0

BAJAJ GC1000 2 9 11 2 1

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 0N BASIS OF PICK-UP

0

24

6

8

1012

14

16


RATINGS

NU

MB

ER

OF

R

ES

PO

ND

AN

TS

ALFA

APE

BAJAJ GC1000

INTERPRETATION:

Pick-up goes on decreasing from Alfa, GC 1000 and Ape respectively.

No Ape customer has rated pick-up as excellent and poor as compared to

Alfa and GC1000 customer.

GC 1000 customer has rated pick-up as excellent more than that of Alfa.

Very good ratings for pick-up goes on increasing from Ape, GC 1000 and

Alfa.


OF CONSISTANCY

COMPANY EXCELLENT VERY GOOD GOOD AVERAGE POOR

ALFA 0 3 19 3 0

APE 1 5 14 5 0

BAJAJ GC1000 1 1 21 2 0

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON BASIS OF CONSISTANCY

0

5

10

15

20

25


RATING

NU

MB

ER

OF

RE

SP

ON

DA

NT

S

ALFA

APE

BAJAJ GC1000

ITERPRETATION:

All of Alfa, Ape and GC 1000 customer rated consistency nearly same.

None of them has rated consistency as poor.

Ape and GC 1000 customer has rated consistency as excellent.

A very good rating for consistency goes on increasing from GC 1000, Alfa to

Ape.

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON

BASIS OF LOAD BEARING CAPACITY

COMPANY EXCELLENT

VERY


ALFA 1 7 14 2 1

APE 2 3 13 7 0

BAJAJ

GC1000 0 8 15 2 0

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON BASIS OF LOAD BEARING CAPACITY

0

2

4

6

8

10

12

14

16


RATING

NU

MB

ER

OF

RE

SP

ON

DA

NT

S

ALFA

APE

BAJAJ GC1000

INTERPRETATION:

Alfa and GC 1000 has more load bearing capacity as compared to Ape.

Except Alfa no another customer has rated load bearing capacity as poor.

Ape customer has rated load bearing capacity as average more compared to

Alfa and GC 1000

No GC 1000 customer has rated load bearing capacity as excellent as

compared to Alfa and Ape respectively.

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON

BASIS OF MAINTAINANCE

COMPANY EXCELLENT

VERY


ALFA 0 5 17 2 1

APE 0 7 13 2 3

BAJAJ

GC1000 0 1 8 7 9

COMPARISON OF CHAMPION ALFA,APE & BAJA GC1000 ON BASIS OF MAINTAINANCE

0

2

4

6

8

10

12

14

16

18

RATING

NU

MB

ER

OF

RE

SP

ON

DA

NT

S

ALFA

APE

BAJAJ GC1000

INTERPRETATION:

Cost of maintainance goes on increasing from Alfa, Ape to GC 1000

respectively.

No customer has rated maintainance as excellent.

GC 1000 customer has rated maintainance more poor and average as

compared to Ape and Alfa.

Alfa customer has rated Maintainance as good more as compared to Ape and

GC 1000 customer.

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON BASIS OF

AVAILABILITY OF SPARE PARTS


ALFA 0 1 13 8 3

APE 4 9 11 1 0

BAJAJ GC1000 0 5 11 7 2

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON BASIS OF AVAILABILITY OF SPARE PARTS

0

2

4

6

8

10

12

14

EXCELLENT VERYGOOD

GOOD AVERAGE POOR

RATINGS

NU

MB

ER

OF

RE

SP

ON

DA

NT

S

ALFA

APE

BAJAJ GC1000

INTERPRETATION:

Availability of Spare parts goes on decreasing from Ape, GC 1000 to Alfa

respectively.

Only Ape customer has rated availability of spare parts as excellent.

Alfa and GC 1000 customer has rated availability of spare parts as poor and

no Ape customer has rated it as poor.

Ape customer has rated Availability of spare parts as very good as compare

to GC 1000 and Alfa.


COST OF SPARE PARTS


ALFA 0 0 9 13 3

APE 0 0 11 9 5

BAJAJ GC1000 0 0 5 5 15

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON THE BASIS OF COST OF SPARE PARTS

0

2

4

6

8

10

12

14

16


RATING

NU

MB

ER

OF

RE

SP

ON

DA

NT

S

ALFA

APE

BAJAJ GC1000

INTERPRETATION:

Cost of Spare parts of GC 1000 is more as compared to Alfa and Ape.

No customer has rated cost of spare parts as excellent and very good.

GC 1000 customer has rated cost of spare parts as poor more than that of

Ape and Alfa.

Alfa Customer has rated cost of spare parts average, more than that of Ape

nd GC 1000


SERVICE BY DEALER


ALFA 0 7 12 4 2

APE 1 2 8 11 3

BAJAJ GC1000 0 2 7 7 9

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON THE BASIS OF SERVICE BY DEALER

0

2

4

6

8

10

12

14


RATING

NU

MB

ER

OF

RE

SP

ON

DA

NT

S

ALFA

APE

BAJAJ GC1000

INTERPRETATION:

Service given by Alfa dealer is good as compared to that of Ape and GC

1000 customer.

Alfa customer has rated service by dealer very good and good as compared

to Ape and GC 1000

GC 1000 customer has rated service by dealer as poor, more than that of Ape

and Alfa.

Ape customer has rated service by dealer as average, more than Alfa and GC

1000


BEHAVVIOUR OF DEALER


ALFA 0 7 11 5 2

APE 3 0 10 8 4

BAJAJ GC1000 0 2 7 7 9

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON THE BASIS OF BEHAVIOUR OF DEALER

0

2

4

6

8

10

12


RATING

NU

MB

ER

OF

RE

SP

ON

DA

NT

S

ALFA

APE

BAJAJ GC1000

INTERPRETATION:

Ratings for behaviour of dealer goes on decreasing from Alfa, Ape to GC

1000 respectively.

Only Ape customer has rated behaviour of dealer as excellent and no Ape

customer has rated it as very good.

Alfa customer has rated behaviour of dealer as very good and good, more

than that of GC 1000 and Ape.

Number of Alfa customer who has rated behaviour of dealer as average is

less as compared to GC 1000 and Ape.


AESTHETICS


ALFA 0 8 17 0 0

APE 1 4 19 1 0

BAJAJ GC1000 1 5 18 1 0

COMPARISON OF CHAMPION ALFA, APE & BAJAJ GC1000 ON THE BASIS OF AESTHETICS

0

2

4

6

8

10

12

14

16

18

20


RATING

NU

MB

ER

OF

RE

SP

ON

DA

NT

S

ALFA

APE

BAJAJ GC1000

INTERPRETATION:

Likings of customer on the basis of aesthetics goes on decreasing from GC

1000, Alfa to Ape.

No customer has rated aesthetics as poor.

No Alfa customer has rated aesthetics as excellent and average.

Most of customer rated aesthetics as good.


PRICE OF VEHICLE


ALFA 0 2 17 5 1

APE 0 5 13 7 0

BAJAJ GC1000 0 3 15 5 2

COMPARISON O F CHAMPION ALFA, APE & BAJAJ GC 1000 ON BASIS OF PRICE OF VEHICLE

0

2

4

6

8

10

12

14

16

18


RATING

NU

MB

ER

OF

RE

SP

ON

DA

NT

S

ALFA

APE

BAJAJ GC1000

INTERPRETATION:

All of the customer has rated price of vehicle nearly same.

No customer has rated it as excellent.

Ape customer has not rated price of vehicle as poor.

COMPARISON OF ALFA, APE AD GC1000 ON BASIS OF SUGGESTION

TO FRIEND-

Vehicle Yes No

Alfa 21 4

Ape 24 1

GC 20 5

1000

INTERPRETATION:

86.66% of vehicle owners will suggest same vehicle to their friends.

Customer who will not suggest same vehicle to friend goes on increasing

from Ape, Alfa to GC1000

COMPARISON OF ALFA, APE AD GC1000 ON BASIS OF SELLING

VEHICLE -

VEHICLE YES NO

ALFA 2 23

APE 0 25

GC1000 2 23

INTERPRETATION:

94.66% of customers are not interested in selling their vehicle .

No Ape customer is interested to sell his vehicle as compared to Alfa and GC

1000

COMPARISON OF ALFA, APE, GC1000 CUSTOMER ON THE BASIS OF

LOAN OF VEHICLE-

VEHICLE YES NO

ALFA 2 23

APE 10 15

GC1000 12 13

INTERPRETATION:

68% Of customers vehicle are not loan free.

Availability of Finance plays a important role In buying of vehicle.

SOURCES OF INFORMATION REGARDING VEHICLE-

SOURCE NUMBER OF

RESPONDANTS

FRIEND 20

MECHANIC 12

DEALER 68

ADVERTISEMENT 5

INTERPRETATION:

65% OF customer came to know about vehicle from dealer.

Advertisement role in informing customer about vehicle is very less.

Friend and Mechanic also plays an important role in buying behaviour of

vehicle.

SUGGESTION:

More incentive for sales person so as salesperson will try to maximize sales

in order to get more Incentive.

Advertisement at local level such as radio, local NEWS paper hoardings ad

by distributing leaflets. Many three wheeler owners don’t get time to watch

T.V. Hence such customer should be targeted.

CHAPTER 9

SUGGESTION’S AND CONCLUSION

Mechanic training and making them aware of company’s product. Mechanic

will help to increase sell of company’s product as he

play’ s the role of influencer.

Mechanic training at various places and opening authorized

Service center. Generally three wheeler owner’s want their vehicle to

get serviced immediately. They don’t want to give their vehicle for

service for a day or two at dealer outlet. This service if provided will

help to increase the sell of vehicle.

Spare parts should be made available in market. During servicing or break

down of vehicle if spare parts are made available, will increase customer

satisfaction and indirectly to have a good word of mouth about vehicle.

Daily report from sales person Sales person will be bounded to work

regularly and will work sincerely.

More discounts. After giving discounts on Alfa there is a price difference of

Rs-2000 between Ape and Alfa. So more discounts should be given in order

to shorten price gap.

Network Marketing through existing customer. Only three sales person for

whole of Nasik district. Network marketing will help to increase sell by

giving some gifts or money to existing customer who brings or help to sell a

vehicle.

Leaflets to be distributed during exchange mela or demo show should be in

local language only. People are able to understand the features given in

leaflet more effectively in local language rather than in English language.

Leaflet to be distributed should contain contact number of the sales

person of that area. People will be able to contact sales person directly.

Vehicle name should be highlighted on vehicle as Ape is doing so by

highlighting name “Piaggio Ape” on door’s. This will help to recognize

vehicle easily and customer’s will come to know about vehicle easily.

It should not be made compulsory for sales person to give finance of a

particular finance company to customer. Consumer’s are having

knowledge

of various finance and their rate of interest. If given choice of only

one finance they tend to switch to competitors product, if they consider rate

of interest high.

Contact number of area sales manager of company should be displayed at

showroom or given to customer when demanded. Customer can directly

contact to area sales manager if his problems are not solved at dealer outlet.

CONCLUSION :

Piaggio Ape sale is more as compared to that of Champion Alfa and Bajaj

GC 1000.

Low sales of Alfa is mainly due to it’s more price and late launch as

compared to Ape.

Ape customers perceive it as a good vehicle and vehicle which has given

good value. This result in good word of mouth which helps to increase it’s

sale.

Customer perceive Alfa a good vehicle due to Mahindra brand associated

with it..

Reduction in price of Alfa is main strategy to increase it’s sale.

Main use of three wheeler buyed is for agricultural product transportation

and for giving it on hire. Very few people buy it for private use.

LIMITATION

Within a time span of two months it was difficult to cover whole of

Nashik district.

CHAPTER 11

LIMITATION

Questionnaire filled in two months was only 100 in number so analysis

part may indulge some wrong analysis.

Whole project was limited to area of Nashik district so it may be possible

that response of another district or area may be different.

Wrong response by customer while filling questionnaire may result in

wrong analysis.

BIBLIOGRAPHY

BOOKS REFERRED:

Marketing Management -Philip Kotler.

Marketing Management - Dr. Rajan Saxena.

CHAPTER 12

BIBLIOGRAPHY

Research Methodology - C R Kothari.

WEBSITES REFFERRED:

www.mahindra.com

www.tatamotors.com

www.bajajauto.com

http://auto.indiamart.com

http://auto.indiamart.com/

http://www.bajajauto.com/

http://www.tatamotors.com/

http://www.mahindra.com/

Questionnaire

Customer Satisfaction Survey for Three Wheeler Segment:-

CHAPTER 11

ANNEXURE

Name :-

Address :-

Contact No.:-

Which Three Wheeler do you own?

a) Champion Alfa b) Piaggio Ape c) Bajaj GC 1000

Which kind of ownership do you have?

a) First Hand b) Second Hand

For how many years you are using the vehicle?

a) 0 to 1 year b) 1to 2 year c) 2to 3 year d) 3 and above

Mileage given by the vehicle-

From where did you get information about this vehicle?

Advertisement b) Friend c) Mechanic d) Any other-

How will you rate following factors concerned with vehicle?

You own-

Mileage-

1) Excellent 2) Very good 3) Good 4) Average 5) Poor

Consistency-


Pick up-


Load bearing capacity-


Maintenance-


Price-


Availability of spare parts-


Cost of Spare parts-


Service by dealers-


Behaviour of dealers-


Aesthetics-


10. Are you thinking of selling the vehicle? Yes / No

If Yes, Expected Price-

11. Will you suggest the same vehicle to your Friend? Yes / No

If Yes,

Name of your Friend-

Contact number -

12. Any Suggestion (Modification) regarding the vehicle?

13. Make of Vehicle-

14. Whether vehicle is loan free- Yes/No

Name of Field Officer

0601005 perception mapping of champion alfa and competitors

Business

Transcript of 0601005 perception mapping of champion alfa and competitors