296813732-Crm-in-Bajaj

Customer Relationship Management

INTRODUCTION CRM, or Customer relationship management, is a number of strategies and technologies that are used to build stronger relati relations onship hips s betwee between n compan companies ies and and their their custom customers ers..  comp compan an! ! will will stor store e info inform rmat atio ion n that that is rela relate ted d to thei their r customers, and the! will spend time anal!"ing it so that it can be used for this purpose. #ome of the methods connected with CRM are automated, and the purpose of this this is to create create mar$e mar$etin ting g strat strategi egies es which

are

targeted

towards

speci%c

customers.

The

strategies used will be dependent on the information that is con contain ained

wit within hin

the the

s!st s!ste em.

Cust Custo omer mer

rela relattion ionship ship

management is commonl! used b! corporations, and the! will will focus focus on maint maintain aining ing a strong strong relati relations onship hip with with their their clients. Ther There e are are a numb number er of reas reason ons s wh! wh! CRM CRM has has beco become me so important in the last &' !ears. The competition in the global mar$et has become highl! competiti(e, and it has become easier easier for customer customers s to switch switch companie companies s if the! the! are not happ happ! ! with with the the ser( ser(ic ice e the! the! rece recei(e i(e.. One One of the the prim primar ar! ! goals of CRM is to maintain clients. )hen it is used e*ecti(el!, a compan! will be able to build a relationship with with thei their r cust custom omer ers s that that can can last last a lifet lifetim ime. e. Cust Custom omer er relati relations onship hip manage managemen mentt to tools ols will genera generall! ll! come come in the form of software. +ach software program ma! (ar! in the wa! it approaches CRM. It is important to reali"e that CRM is more

than

ust

a

technolog!.

Customer relationship management could be better de%n de%ned ed as bein being g

a

meth ethodo odolog! log!,,

an appr pproach ach

that a

compan! will use to achie(e their goals. It should be directl! connected to the philosoph! of the compan!. It must guide

BheemiReddy BheemiReddy Institute of Management Science, Adoni.

Customer Relationship Management all all of its its poli polici cies es,, and and it must must be an impo import rtan antt part part of customer ser(ice and mar$eting. If this is not done, the CRM s!stem will become a failure. There are a number of things the the idea ideall CRM CRM s!st s!stem em shou should ld ha(e ha(e.. It shou should ld allo allow w the the compan! to %nd the factors that interest their customers the most.  compan! must reali"e that it is impossible for them to succeed if the! do not cater to the desires and needs of their their custo customer mers. s. Custo Customer mer relati relations onship hip manage managemen mentt is a powerful s!stem that will allow them to do this. It is also important for the CRM s!stem to foster a philosoph! that that is orie orient nted ed to towa ward rds s the the cust custom omer ers. s. )hil )hile e this this ma! ma! sound li$e common sense, there are a si"eable number of companies that ha(e failed to do it, and their businesses su*ered as a result. )ith CRM, the customer is alwa!s right, and the! are the most important factor in the success of the comp compa an!. n!. It is also also impo import rta ant fo for r the comp compa an! to use measures that are dependent on their customers. This will greatl greatl! ! tip the odds odds of succes success s in their their fa(or fa(or.. )hile )hile CRM shou should ld not not be (iew (iewed ed as a tech techno nolo log! g!,, it is impo import rtan antt to reali"e that there are end to end processes that must be created so that customers can be properl! ser(ed. In man! cases, these processes will use computers and software.

Customer support is directly connected to CRM. If a company fails to provide quality customer support, they have also failed with their CRM syst system em.. hen hen a cust custom omer er ma! ma!es comp compla lain ints ts,, they they must must "e hand handle led d quic!ly and e#ciently. $he company should also see! to ma!e sure those mista!es are not repeated. hen sales are made, they should "e trac!ed so that the company can analy%e them from various aspects. It is also impo import rtan antt to unde unders rsta tand nd the the arch archit itec ectu ture re of Cust Custom omer er rela relati tion onsh ship ip management. $he architecture of CRM can "e "ro!en down into three categories, and these are colla"orative, operational, and analytical. $he


Customer Relationship Management coll colla" a"o orati rative ve

aspe aspect ct

of

CRM

deals eals

with ith

com communi munica cati tio on

"etw etween een

companies and their clients.

O-+CTI/+# O0 T1+ #TUD2

3rimar! obecti(e4

$o Study the CRM of BA&A& A'I$(A M)$)RS A*)'I. #econdar! obecti(es4

$o !now customer handling handlin g s!ills maintained maintain ed "y Ba+a+, Anitha Motors Adoni. $o !now how customer satisfying toward Ba+a+, Anitha Motors Adoni. $o !now consumer psychology psycholo gy towards BA&A&. $o $o !now what does it does for an organi%ation. organi%ation.



N++D 0OR T1+ #TUD2 or many years, organi%ations have endeavored to understand the customers that they "uy their products. *espite this, many organi%ations fail to understand their customers at even the most rudimentary level. $ypically, $ypically, an organi%ation organi%ation should "e a"le to answer question question such ashat product did they last "uy hen did they ma!e last call (ow did they underta!e their last transaction/we"site 0/ mail 1hone call

A1 A1

In reality, far too many organi%ations don2t even !now who their customers are or, at the very least, how many they have. indings out who your customers are, what they want and providing it seem seem to "e a tas! tas! frau fraugh ghtt with with di#c di#cul ulti ties es.. As! As! any any e3per 3perie ienc nced ed mar! mar!eting eting manage managerr and they they will will con4r con4rm m that that not only only provi providin ding g the BheemiReddy BheemiReddy Institute of Management Science, Adoni.

Customer Relationship Management product

or

service

"ut

understanding

and

managing

consumer

e3pectations are !ey to creating satis4ed customers. *espite their e5orts, many will 4nd that their customers still act indecisively, unpredicta"ility, 6' productively, and often 4nd themselves dissatis4ed and disappointed with the result of their transaction. hat2s the solution By conducting a pro+ect wor!, how the organi%ation will answer the a"ove question, and I will de4nitely suggest some solutions to the organi%ation in order to correct the errors in maintenance of CRM.

#CO3+ O0 T1+ #TUD2 It is very much suita"le and correct to the Ba+a+, Anitha Motors Adoni. $o conduct the research on customer relationship management in Adoni city is very time consuming process and it una"le to survey in Adoni. So, select the area A.A.S College road with simple si%e 788 and a great scope to conduct pro+ect wor! in Adoni with reference Anitha motors.

BheemiReddy Institute of Management Science, Adoni.


R+#+RC1 M+T1ODO5O62 9Mar!eting research means the systematic gathering, recording, analy%ing of data a"out pro"lems relating to the mar!eting of goods and services: Mar!eting research has proved an essential tool to ma!e all the need of mar!eting management. Mar!eting research therefore is the scienti4c process of gathering and analy%ing of mar!eting information to meet the needs of mar!eting management. But gathering of o"servation is must "e systematic. $he systematic conduct of research requires•

)rderliness, in which the measurements are accurate.

•

Impartiality in analysis and interpretation. Research methodology is a systematic process of identifying and

formulating "y setting o"+ective and method for collecting, editing and ta"ulating to 4nd solution. De%nition4


Customer Relationship Management 9Research is a systemati%ed e5ort to gain new !nowledge 9Redman and Mory R+#+RC1 D+#I6N4

Research design indicates the methods and procedure of conducting research study. Research design can "e done in following three types-/ & +7plorator! Research48

03ploratory research focuses on the discovery of new ideas and is generally "ased on secondary data. 9 Descripti(e Researches48

*escriptive research is underta!en when the researcher want to !now the characteristics of certain groups. : Causal or +7perimental Researches48

An e3perimental research is underta!en to identify causes and e5ect relationship "etween two varia"les.

+7plorator!4 •

$hese studies carried out to e3plore a su"+ect.

•

$he main o"+ective is to help in de4ning a research pro"lem and generate a set of hypothesis or research question.

•

An e3ploratory study is underta!en when not !nown a"out the situation at hand, or no information is availa"le on how similar pro"lems have "een solved in the past.

•

03ploratory research is underta!en to "etter comprehend the nature of the pro"lem.

•

03tensive interviews with many respondents will "e ta!en to understand and handle the situation.

In some cases e3plorative studies are important for o"taining a good grasp of the phenomena of interest and advancing !nowledge through su"sequent theory "uilding and hypothesis testing BheemiReddy Institute of Management Science, Adoni.


#ampling si"e- 788

#M35IN6 T+C1NI;U+#

#ampling unit4 ho is to "e surveyed

$he

Researcher

has

selected

youngsters,

"usinessmen,

and

housewives, employees to conduct survey and to measure satisfaction level. #ampling t!pes4 $here are two types of sampling i.e. 1ro"a"ility

Sampling and 'on ; pro"a"ility Sampling. &< 3robabilit! #ampling4 8

1ro"a"ility sampling means each unit of the universe has equal chance of getting selected. $he most frequently used pro"a"ility sampling methods are as "elowa< #imple Random #ampling4 In statistics and survey methodology, sampling is concerned with the selection of a su"set of individuals from within a population to estimate characteristics of the whole population. Researchers rarely survey the entire population "ecause the cost of a census is too high. $he three main advantages of sampling are that the cost is lower, data collection is faster, and since the data set is smaller it is possi"le to ensure homogeneity and to improve the accuracy and quality of the data "< Strati4ed Random Sampling. c< Multi/stage Random Sampling. d< Cluster Sampling. e< Multi ; phase Sampling. f< Replicated Sampling. 9<

Non = 3robabilit! #ampling48

'on ; 1ro"a"ility sampling contains following methods-/ BheemiReddy Institute of Management Science, Adoni.

Customer Relationship Management a< &udgment Sampling. "< Convenience Sampling. c< 1anel Sampling. d< =uota Sampling Data Collection Methods Data t!pes48

7. 1rimary data >. Secondary data &. 3rimar! data4

1rimary data is one which is collected "y the investigator himself for the purpose of a speci4c inquiry or study .Such data is original in character and is generated "y surveys conducted "y individuals or research institutions.

9. #econdar! Data4

hen an investigator uses the data which as already "een collected "y others such data is called secondary data. Data Collection Techni>ues48 &. Obser(ation Methods4

$he method can "e used to study sales techniques, customer movements, customer response etc. 9. +7perimentation Method4

It may "e used in the following situations hat is the "est method for training salesman hat is the "est remuneration plan for salesman hat is the e5ectiveness of a point of purchase display hat pac!age design should use :. ;uestionnaire Method4


Customer Relationship Management $he survey method is the technique of gathering data "y as!ing question from people who are thoughts to have the desired information. #cale4

9It is a tool or mechanism "y which varia"les "e measured: T!pes of #cales48 &. Nominal scales4

It gives some "asic, categorical gross information. 03- hat is your gender 7. Male >. emale. 9. Ordinal #cales4

It helps the research to determine the percentage of respondents who consider the most and the worst. 03- ran! the following 4ve characteristics in life 7. Character >.0ducation ?.@ove .money .riendship

:. Inter(al #cales4

Interval scale not only groups individuals according to certain categories and taps the order of those groups it also measures the magnitude of the di5erences in the preferences among the individuals. 03- what is your opinion on the importance of character in life 7. More important >.Important ?.Cnt says .'ot important .'t at all important ?. Ratio #cales4

$he ratio scale not only measures the magnitude of the di5erences "etween points on the scale "ut also e3plains the proposition in the di5erences. 03- eighing "alance Research instrument

-

A well/structured questionnaire

#ample si"e

- 788

#ampling procedure

- random sampling


Customer Relationship Management #tatistical tool

- Simple percentage method

#ampling unit

-

Business

man,

self

employees,

teachers and Students

5IMITTION# O0 T1+ #TUD2

Every study has certain limitations. The conducted this survey with so much concentration at each point, after all the efforts and endeavor for the study, this is also having some limitations.



$ime is measure constraint in pro+ect according to &'$6 norms.



Sample si%e that is 788 "ecause to population Adoni is high.



'o su#cient data for to go for e3treme research.



*i5erent views and suggestions provided "y the respondents are su"+ected to personal "ias.



INDU#TR2 3RO0I5+ $he 4rst &apanese motor cycle was introduced in the early D82s. (ero (onda, $ES, and Su%u!i "rought in the 4rst two stro!es and four stro!e engine motor cycles respectively. $hese two employers initially started with assem"ly of CF* !its and later on progressed to indigenous manufacturing. In the G82s the ma+or growth for motor cycle segment was "rought in "y &apanese motor cycle, with grew at the rate of nearly >H CAR in last 4ve years. Fey players in the two wheeler industry $here are many two wheeler manufactures in India. Ma+or 1layer in the two wheeler industry is hero (onda motors @td J((M@<, Ba+a+ auto @td and $ES motors company @td J$ES<, Kamaha motor company @td JKM@<. Around the turn of the >8 th century, "icycle racing was "ig in the 6SA Bicycles would race around "ig curved trac!s called velodroms aided "y pacing machines powered "y internal com"ustions engines, $hese pacers were made In 0urope and often "ro!e down. A young designer named )scar (edsom "uilt his own America pacer. (e met up with a racer named eorge (ero (onda who had his own "icycle manufacturing plant in Spring4eld, MA. $he two com"ined force and created a "icycle powered "y an engine developed "y 0dstrom. $hus was "orn the (ence BheemiReddy Institute of Management Science, Adoni.

Customer Relationship Management Manufacturing Company and the India motorcycle. $hey chose the name India since it would signify an American product, eorge (ence "ecame !nown as the Big Chief JB.C< and )scar 0dstrom "ecame !nown as the medicine Man. $he actory was called the igwam and the dealer networ! was called the $ri"e. $he

company

4nally

changed

its

name

from

the

(endee

Manufacturing Company to the India Motorcycle company in 7G>?.$he 4rst E/towns from Indian were produced in 7G8L.(edstrom left the company after a dispute in 7G7? never to wor! in the motorcycle industry again. In another dispute within the newly formed company, (endee also left the company in 7G7 .$he Company grew at a rapid rate "ut had many competitors, most nota"ly (arley/ *avison, India competed with (arley/*avidson in the showrooms.

$he rac!s and on the streets to determine which "rand the war continues to this day even though India was to go out of "usiness for all intents and purposes in 7G.Indian "egan ma!ing motorcycle in 7G87 as the (edence Manufacturing company the 4rst production model was in 7G8> and7? units were produced. In 7G8? ?L motorcycles were sold. It continued production through 7G? when it no longer made the classic Indian .in 7GGG Indian motorcycle were Again produced, this them "y the Indian Motorcycle corporations. $his was not the same company "ut it did have rights to the Indian name trademar!s. 1resent here a loo! at Indian models from the 4rst prototype model in 7G87 to the present as provided "y mem"ers. allery called 9D years of India: is provided that gives a picture an description for each model year from 7G87 to >88?.of this article discusses the founding and early growth of the Indian motorcycle Company .'ote the spelling here of 9motorcycle: instead of 9motorcycle:. $he term :motorcycle :was an archaic word used in the nineteenth century to denote any horseless


Customer Relationship Management carriage, Indian wanted to distinguish itself the competition "y using the older word. 1I#TRIC5 INDU#TR2 D+/+5O3M+NT4

Indian is the second largest manufacturer and producer of two/ wheelers in the world. Its stands ne3t only to &apan and chain in terms of the num"ers of/wheelers produced and domestic sales respectively. $his distinction was achieved due to variety of reasons li!e restrictive policy followed "y the government of India towards the passenger car industry, rising

demand

for

personal

transport,

ine#ciency

in

the

pu"lic

transportation system etc. $he India two/wheeler industry made a small "eginning in the early 82s when Automo"ile 1roducts of India JA1I< started manufacturing scooters in the county. 6nit 7GD, A1I and 0n4eld were the sole producers. In 7GD Ba+a+, Auto "egan trading in imported Eespa scooters and three/wheelers. inally, in 7G8, it set up a shop to manufacturing them in technical colla"oration with 1iaggio of Italy. $he agreement e3pired in 7GL7. In the initial stages, A1I dominated the scooter segment Ba+a+ Auto later overtoo! it. Although various government and private enterprises entered the fray for scooters, the only new player that has lasted till today is @M@. 6nder the regulated regime, foreign companies were not allowed to operate in India. It was a complete seller mar!et with the waiting period for getting a scooter from Ba+a+ auto "eings as high as 7> years. $he motorcycles segment was no di5erent, with only three manufacturers vi% 0n4eld ,Ideal +awa and 0scorts, hile 0n4eld "ullet was a four ;stro!e "i!e, +awa and the Ra+doot were two/stro!e "i!es, $he motorcycle segment was initially dominated "y 0n4eld ?8cc "i!es 0scorts 7Lcc "i!es. $he two/wheeler mar!et was opened to foreign competition in the mid D8s, and the then mar!et leaders/escorts and 0n4eld/were caught unaware "y the onslaught of the 788cc "i!es, of the four indo/&apanese +oint ventures. ith the availa"ility of fuel/e#cient low power "i!es, BheemiReddy Institute of Management Science, Adoni.

Customer Relationship Management demand swelled, resulting in (ero (onda/then the only producer of four stro!e "i!es J788cc category<, gaining a top slot. $he 4rst &apanese motorcycle were introduced in the early eighties, $ES, Su%u!i and (ero (onda "rought in the 4rst two/stro!e engine motorcycles respectively .$hese two players initially started with assem"ly of CF* !its, and later on progressed to indigenous manufacturing n the G8s the ma+or growth for motorcycle segment was "rought in "y &apanese motorcycles, which grew at a rate of nearly >H CAR in the last 4ve year.

$he industry had a smooth ride in the 82s8sand L8s when the overnment prohi"ited new entries and strictly controlled capacity e3pansion. $he industry saw a sudden growth in the D8s the industry witnessed a steady growth of 7H leading to leading volume of 7.Gmn vehicles in 7GG8. $he entry of Finetic (onda in mid/eighties with a variometric scooter helped in providing ease of use to the scooter owners.

COM3N2 3RO0I5+ $he Ba+a+ roup is amongst the top 78 "usiness houses in India. Its footprint stretches over a wide range of industries, spanning automo"iles Jtwo/wheelers and three/wheelers<, home appliances, lighting, iron and steel, insurance, travel and 4nance. $he groupNs Oagship company, Ba+a+ Auto, is ran!ed as the worldNs fourth largest two/ and three/ wheeler manufacturer and the Ba+a+ "rand is well/!nown across several countries in @atin America, Africa, Middle 0ast, South and South 0ast Asia. ounded BheemiReddy Institute of Management Science, Adoni.

Customer Relationship Management in 7G>, at the height of IndiaNs movement for independence from the British, the group has an illustrious history. $he integrity, dedication, resourcefulness and determination to succeed which are characteristic of the group today, are often traced "ac! to its "irth during those days of relentless devotion to a common cause. &amnalal Ba+a+, founder of the group, was a close con4dant and disciple of Mahatma andhi. In fact, andhi+i had adopted him as his son. $his close relationship and his deep involvement in the independence movement did not leave &amnalal Ba+a+ with much time to spend on his newly launched "usiness venture. (is son, Famalnayan Ba+a+, then >L, too! over the reigns of "usiness in 7G>. (e too was close to andhi+i and it was only after Independence in 7GL, that he was a"le to give his full attention to the "usiness. Famalnayan Ba+a+ not only consolidated the group, "ut also diversi4ed into various manufacturing activities. $he present Chairman of the group, Rahul Ba+a+, too! charge of the "usiness in 7G. 6nder his leadership, the turnover of the Ba+a+ Auto the Oagship company has gone up from I'R.L> million to I'R. 7>8 "illion, its product portfolio has e3panded and the "rand has found a glo"al mar!et. (e is one of India2s most distinguished "usiness leaders and internationally respected for his "usiness acumen and entrepreneurial spirit.

-aa group of companies4

Ba+a+ Auto is the Oagship of the Ba+a+ group of companies. $he BheemiReddy Institute of Management Science, Adoni.

Customer Relationship Management group comprises of ?companies and was founded in the year 7G>. $he companies in the group are

Ba+a+ Auto @td.



Ba+a+ (oldings P Investment @td.



Ba+a+ inserv @td.



Ba+a+ Allian% eneral Insurance Company @td.



Ba+a+ Allian% @ife Insurance Co. @td



Ba+a+ inancial Solutions @td.



Ba+a+ Auto inance @td.



Ba+a+ Allian% inancial *istri"utors @td.



Ba+a+ Auto (oldings @td.



1 $ Ba+a+ Auto Indonesia J1$BAI<



Ba+a+ Auto International (oldings BE



Ba+a+ 0lectricals @td.



(ind @amps @td.



Ba+a+ Eentures @td.



Mu!and @td.



Mu!and 0ngineers @td.



Mu!and International @td.



Ba+a+ Sevashram 1vt. @td.



&amnalal Sons 1vt. @td.



Rahul Securities 1vt @td



She!har (oldings 1vt @td



Madhur Securities 1vt @td



'ira+ (oldings 1vt @td



Shishir (oldings 1vt @td



Famalnayan Investments P $rading 1vt @td



Sanra+ 'ayan Investments 1vt. @td.



(ercules (oists @td.



(ind Musa4r Agency 1vt. @td.



Ba+a+ International 1vt. @td.


Customer Relationship Management 

Bachhra+ actories 1vt. @td.



Baroda Industries 1vt. @td.

   

&eevan @td. Bachhra+ P Co 1vt @td $he (industan (ousing Co. @td. (ospet Steels @td

-aa 1istor!4 

)n 'ovem"er >G, 7G

Ba+a+ Auto came into e3istence as MQs

Bachra+ $rading Corporation 1rivate @imited. 

It started o5 "y selling imported two/ and three/wheelers in India.



In 7GG, it o"tained license from the overnment of India to manufacture two/ and three/wheelers and it went pu"lic in 7G8.



In 7GL8, it rolled out its 788,888th vehicle.



In 7GLL, the technical colla"oration agreement with 1iaggio of Italy e3pired



In 7GLL, it managed to produce and sell 788,888 vehicles in a single 4nancial year.



In 7GD, it started producing at alu+ in Auranga"ad.



In 7GD, it managed to produce and sell 88,888 vehicles in a single 4nancial year.



Ba+a+ entered into a strategic tie/up with Fawasa!i in late 7GG8s to enhance its product line and !nowledge up/gradation. 1uman Resource Concern4



$he worldNs th largest two/ and three/wheeler company live their "rand "y its values of Innovation, 1erfection, and Speed. $hey are



distinctly ahead through e3citement engineering. Innovation is how they create the future. It is a value that provo!es them to reach "eyond the o"vious in pursuit of that which e3ceeds the ordinary.



1erfection is how they set new standards. It is a value that e3hi"its their determination to e3cel "y endeavouring to esta"lish new



"enchmar!s all the time. Speed is how they convey clear conviction. It is a value that !eeps them sharply responsive, mirroring their commitment towards their goals and processes.

;U5IT2 CONTRO54

$rust "uilds quality, =uality "uilds satisfaction. Satisfaction "uilds relationships, Relationships "uilds trust we "elieve in.. A $radition of $rust 65O-5 - 

Ba+a+ is present in over 8 countries all over the glo"e



*ominant presence in Africa, @atin America and South Asia with increasing mar!et share every year



Mar!et leader in motorcycles in Colom"ia, Central America, Sri @an!a, Bangladesh, 1hilippines, 'igeria, 6ganda and Fenya



DG7,88> units e3ported in >88G/78, an increase of over 7 H over the previous year



$otal motorcycle e3ports of L>,77 in >88G/78, growth of 7H over >88D/8G



@argest e3porter of three wheeled commercial vehicles in the world7,DDL units e3ported in >88G/78, a rise of 7GH over >88D/8G.

Research @ De(elopment4

Ba+a+ Auto has a huge, e3tensive and very well/equipped Research and *evelopment wing geared to meet two critical organi%ational goals*evelopment of e3citing new products that anticipate and meet emerging customer needs in India and a"road *evelopment of eco/friendly automo"ile technologies $he company has also "een investing heavily in the latest, sophisticated technologies to scale down product development lifecycles and enhance testing capa"ilities. Ba+a+ Auto RP* also en+oys BheemiReddy Institute of Management Science, Adoni.

Customer Relationship Management access to the speciali%ed e3pertise of leading international design and automo"ile engineering companies wor!ing in speci4c areas. +co #pirit4

$hey

are

committed

for

continual

improvement

of

safety,

occupational health P environment performance P compliance with applica"le safety, occupational health P environmental legislations, regulations P other requirements. Create a proactive S(0 management system

that

addresses

signi4cant

safety,

occupational

health

P

environment aspects related to activities, 1roducts P services. Minimi%e the generation of wasteP conserve resources through "etter technology P practices for prevention of pollution. Identify potential ris!sQha%ards P follow safe wor! practices "y using equipments, tools P personal protective equipments as applica"le. 1romote S(0 awareness amongst all who wor! for P on "ehalf of Ba+a+ Auto @td. P motivate them to ful4ll our commitments. $hey pledge towards creating P preserving a cleaner, healthier P safe wor! environment. +n(ironmental 3olic!4

Ba+a+ Auto @td., manufacturer of two and three wheeler vehicles is committed to prevention of pollution, continual improvement of our environmental

performance

and

compliance

with

all

applica"le

environment legislation and regulation. Mar$eting #trategies4

Being the leading manufacturer of two P three wheelers mar!et BA@JBa+a+ Auto @td.< has "een providing the "est of the class models at competitive prices. Most of the Ba+a+ models come loaded with the latest features within the price "and accepta"le "y the mar!et. $hey regularly update the low price "i!es with the latest features li!e dis!/"ra!es, anti/s!id technology and dual suspension, etc.


Customer Relationship Management BA@ adopted di5erent mar!eting strategies for di5erent models, few of them are discussed "elow- / Fawasa!i S / irst attempt "y "a+a+ to ma!e a mar! in the motorcycle segment. $he target customer was the father in the family "ut the target audience of the commercial was the son in the family. $he time at which Fawasa!i S was launched (ero (onda was the mar!et leader in fuel/e#cient "i!es and Kamaha in the performance "i!es. $he commercial of Fawasa!i S had the punch line Fyun (ero means now what hero which reOected the aggressiveness in the mar!eting front "y the company. Cali"er / $he focus for the Cali"er 77 was youth. And though Ba+a+ made the "i!e loo! "igger and feel more powerful than its predecessor its approach towards advertising is even more radically di5erent this time around. $he teaser campaign and the emphasis on the Cali"er 77 "eing a T(oodi"a"aaN "i!e placed it as a trendy motorcycle for the college/goers and the > plus e3ecutives "oth at the same time Mar!eting Strategies 1ulsar *iscover Ba+a+ AutoNs entire product portfolio, from the entry/level to the premium, is "eing sold "y the same dealers. $he restructuring will involve separate dealer networ!s catering to the ur"an and rural mar!ets as well as its three/wheeler and premium "i!es segments. Ba+a+ Auto also plans to set/up an independent networ! of dealers for the rural areas. $he needs of 4nancing, selling, distri"ution and even after/sales service are completely di5erent in the rural areas and do not ma!es sense for city dealers to control this. Corporate 6o(ernance4

Corporate overnance It is de4ned as a set of systems, processes P principles which ensure that a company is governed in the "est interest of all sta!e holders. Ba+a+ Auto2s commitment to good corporate governance practices predates the laws and mandates of the Securities and 03change Board of India JS0BI< and the stoc! e3changes. $ransparency, fairness, disclosure and accounta"ility have "een central to the wor!ing of the company, its management and its "oard of directors. $he standing that BheemiReddy Institute of Management Science, Adoni.

Customer Relationship Management the company en+oys in the corporate world has as much to do with its reputation for integrity and transparency as with its performance Corporate overnance Ba+a+ Auto set up its audit committee in 7GDL. Since then, the company has "een reviewing and ma!ing appropriate changes in the composition and wor!ing of the committee from time to time to "ring a"out greater e5ectiveness and to comply with various requirements under the Companies Act, 7G as well as Clause G of the listing agreement. $he current audit committee consists of the following directors- S ( Fhan, Chairman * & Bala+i Rao & ' odre+ 'aresh Chandra 'anoo 1amnani #)OT nal!sis4 

S$R0'$(S highly e3perienced management. 03tensive R P * focus. idespread distri"ution networ!... (igh performance products across all categories.



0AF'0SS0S still has no esta"lished "rand to match (ero (ondaNs Splendor in commuter segment. 'ot a glo"al player in spite of huge volumes. 'ot a glo"ally recogni%a"le "rand Junli!e the &E partner Fawasa!i<



)116R$6'I$I0S *ou"le/digit growth in two/wheeler mar!et. 6ntapped mar!et a"ove 7D8 cc in motorcycles. $he growing gearless trendy scooters and scooter mar!et. rowing world demand for entry/level motorcycles especially in emerging mar!ets



$(R0A$S the competition catches/up any new innovation in no time. $hreat of cheap imported motorcycles from China. Margins getting squee%ed from "oth the directions J1rice as well as Cost< $A$A Ace is a serious competition for the three/wheeler cargo segment.


Customer Relationship Management 0UTUR+ 6O5#4

Continuously launching "i!es with new technologies li!e U*igital $win Spar! / Swirl induction2 J*$S/Si< engine. Along with Renault they are ready to launch their new concept car UBa+a+ lite2.

5ocal Communit! De(elopment4

&an!idevi Ba+a+ ram Ei!as Sanstha Ba+a+ Auto2s Corporate Social Responsi"ility towards the rural poor is carried out "y a trust, &an!idevi Ba+a+ ram Ei!as Sanstha J&BES<. $his trust was formed in 7GDL. &BES acts as a catalyst for development at the grass root level in  villages around Ba+a+ Auto plants in 1une and Auranga"ad *istrict. A pro+ect on Rural 0ducation and Information 'etwor! JR0I'< is "eing implemented in >L villages of Maval $alu!a. $his pro+ect imparts non formal education to non school going and poorly performing school going children. &BES assist B1@ families to construct low cost houses under Indira Awas Ko+ana. As also help repair school rooms, old structures and construct cowsheds Q mangers, community centers etc &BES also conduct classes for vocational training li!e tailoring, "am"oo craft, handicraft, ma!ing of greeting cards, mats, paper "ags and assist computer training for Maharashtra State/CI$ e3amination. Sama+ Seva Fendra was esta"lished in 7GL "y Ba+a+ Auto and is part of &BES. SSF provides facilities for social development of the residents of A!urdi, 'igdi and ad+oining townships, with the aim of improving their quality of life, through s!ill development training, ho""y centre, nursery education, health care, sports, music, dance and cultural programmes R+CO6NITION#4


Customer Relationship Management BA@ loo!s to continuously improve their 1roducts and services to compete with glo"al standards as new technologies are introduced at the "lin! of an eye. BA@ o"session with perfection has "een recogni%ed "y various institutions such as Automotive 1u"lications li!e )verdrive, BBC world wheel awards, C'BC Auto car awards. Almost all the new "i!es introduced "y Ba+a+ in previous / years have "een awarded with the "i!e of the year award. It includes "i!es li!e 1ulsar, *iscover, 0liminator P 1latina.

Outloo$ and Conclusion

Ba+a+ is India2s largest automo"ile manufacturer. $hey 4rmly "elieve in providing the customer 9EA@60 )R M)'0K, )R K0ARS: through their products P services. =uality, safety P service has "een given as much considerations as productivity, cost P delivery



1I#TOR2 O0 CRM Customer relationship management is a concept that became (er! popular during the &AA's. It o*ered long term changes and bene%ts to businesses that chose to use it. The reason for this is because it allowed companies to interact with their customers on a whole new le(el. )hile CRM is e7cellent in the long term, those who are loo$ing for short term results ma! not see much progress. One of the reasons for this is because it was diBcult to e*ecti(el! trac$ customers

and

their

purchases. It is also

important to reali"e that large companies were responsible for processing tremendous amounts of data. This data needed to be updated on a consistent

basis.

In the last few !ears, a number of changes ha(e been made to Customer relationship management that has allowed it to ad(ance. These capabilities ha(e allowed CRM to become the s!stem that was once en(isioned b! those who created it. 1owe(er, the biggest problem with these newer s!stems is the price.  number of personali"ed Internet tools ha(e been introduced to the mar$et, and this has dri(en down the cost of competition. )hile this ma! be a bane for (endors who are


Customer Relationship Management selling e7pensi(e s!stems, it is a bonan"a for small companies that would otherwise not be able to a*ord CRM programs. The foundation for CRM was laid during the &A's. During this time, it was referred to as being database mar$eting. The term database mar$eting was used to refer to the procedure of creating customer focus groups that could be used to spea$ to some of the customers of the compan!. The clients who were e7tremel! (alued were pi(otal in communicating with the %rm, but the process became >uite repetiti(e, and the information that was collected (ia sur(e!s did not gi(e the compan! a great of information. +(en though the compan! could collect data through sur(e!s, the! did not ha(e eBcient methods of processing and anal!"ing the information. s time went on, companies begin to reali"e that all the! reall! needed was basic information.

The!

needed

to

$now

what

their

customer

purchased, how much the! spent,

and did

the

what

with products

the!

purchased.

The &AA's saw the introduction of a number of ad(ances in this

s!stem.

relationship

It

was

during

management

this

was

time

that

introduced.

term Unli$e

Customer pre(ious

customer relationship s!stems, CRM was a dual s!stem. Instead of merel! gathering information for the purpose of using for their own bene%t, companies started gi(ing bac$ to the customers the! ser(ed. Man! companies would begin gi(ing their customers gifts in the form of discounts, per$s, or e(en mone!. The companies belie(ed that doing this would allow them to build a sense of lo!alt! in those who brought their products.


Customer Relationship Management Customer relationship management is the s!stem that is responsible for introducing things such as fre>uent E!er gifts and credit card points. -efore CRM, this was rarel! done. Customers would simpl! b! from the compan!, and little was done to maintain their relationship. -efore the introduction of CRM, man! companies, especiall! those that were in the 0ortune F'' categor!, didnGt feel the need to cater to the compan!. In the minds of the e7ecuti(es, the! ha(e tremendous resources and could replace customers whene(er it became necessar!. )hile this ma! ha(e wor$ed prior to the &A's, the introduction of the Information ge allowed people to ma$e better decisions about which companies the! would bu! from, and global competition made it easier for them to switch if the! were not happ! with the ser(ice the! were getting. De%nition

CRM Jcustomer relationship management< can "e de4ned as a "usiness philosophy and set of strategies, programs, and systems that focuses on identifying and "uilding loyalty with a retailer2s pro4ta"le customers. It is "ased on the "usiness philosophy that all customers are not pro4ta"le in the same way and retailers2 can increase their pro4ta"ility "y "uilding relationships with their "etter customers.

$he goal is to

develop a "ase of loyal customers who patroni%e the retailer frequently.

CRM processes are e3tremely helpful in identifying and targeting the "est customers of the "usiness 4rm and generating quality sales leads, as well as in the planning and implementation of mar!eting campaigns with de4nite goals and o"+ectives. $he processes involved in CRM can help the 4rm maintain a customi%ed relationship with the customers for creating higher/level customer satisfaction and o5ering the 4nest customer service.

CRM also endows the employees of the organi%ation with the


Customer Relationship Management information they need to !now a"out their customers2 wants and needs and to "uild a long/term sustained relationship "etween the 4rm and its customers. CRM is an acronym

that stands

for

Customer Relationship

Management. It descri"es the strategy that a company uses to handle customer interactions. )ne e3ample of a common CRM strategy is the rewards card program o5ered "y many supermar!ets. $he store gives its customers a free card that gives them access to special deals and discounts when they swipe the card during chec!out. But that card also trac!s everything the customer "uys and allows the store to create an e3tremely detailed customer pro4le "ased on his or her purchasing ha"its. Armed with that information, the store can then o5er its customers targeted coupons and other programs that will motivate its customers to "uy more products from that store. Customer relationship management is the superset of "usiness models, process methodologies and interactive technologies for achieving and sustaining high levels of retention and referrals within identi4ed categories of valua"le and grow/a"le customers Importance 

Increased sales result from spending more time with customers, which results

from spending less time chasing, needed

information. 

Increased win rates- win rates improve since companies can withdraw from unli!ely or "ad deals earlier on in the sales process.



Increased margins resulting from !nowing customers "etter, providing value sell, and discounting prices.



Customers

stay

longer,

"uy

more,

contact

for

their

requirements, and customers "uy more often. CRM, therefore, BheemiReddy Institute of Management Science, Adoni.

Customer Relationship Management increases the opportunity and accomplishment of real life time value. 

CRM increase occurs since customers 4nd the company to "e more responsive and "etter in touch with their speci4c needs.

5oo$ing at some broader perspecti(es gi(en as below we can easil! determine wh! a CRM #!stem is alwa!s important for an organi"ation4

7. A CRM system consists of a historical view and analysis of all the acquired or to "e acquired customers. $his helps in reduced searching and correlating customers and to foresee customer needs e5ectively and increase "usiness. >. CRM contains each and every "it of details of a customer, hence it is very easy for trac! a customer accordingly and can "e used to determine which customer can "e pro4ta"le and which not. ?. In CRM system, customers are grouped according to di5erent aspects according to the type of "usiness they do or according to physical location and are allocated to di5erent customer managers often called as account managers. $his helps in focusing and concentrating on each and every customer separately. . A CRM system is not only used to deal with the e3isting customers "ut is also useful in acquiring new customers. $he process 4rst starts

with

identifying a

customer

and

maintaining

all

the

corresponding details into the CRM system which is also called an U)pportunity of Business2. $he Sales and ield representatives then try getting "usiness out of these customers "y sophistically following up with them and converting them into a winning deal. All this is very easily and e#ciently done "y an integrated CRM system. . $he strongest aspect of Customer Relationship Management is that it is very cost/e5ective. $he advantage of decently implemented CRM system is that there is very less need of paper and manual wor! which requires lesser sta5 to manage and lesser resources to deal with. $he technologies used in implementing a CRM system are BheemiReddy Institute of Management Science, Adoni.

Customer Relationship Management also very cheap and smooth as compared to the traditional way of "usiness. . All the details in CRM system is !ept centrali%ed which is availa"le anytime on 4ngertips. $his reduces the process time and increases productivity. L. 0#ciently dealing with all the customers and providing them what they actually need increases the customer satisfaction. $his increases the chance of getting more "usiness which ultimately enhances turnover and pro4t. D. If the customer is satis4ed they will always "e loyal to you and will remain in "usiness forever resulting in increasing customer "ase and ultimately enhancing net growth of "usiness. In today2s commercial world, practice of dealing with e3isting customers and thriving "usiness "y getting more customers into loop is predominant and is mere a dilemma. Installing a CRM system can de4nitely improve the situation and help in challenging the new ways of mar!eting and "usiness in an e#cient manner. (ence in the era of "usiness every organi%ation should "e recommended to have a full/ Oedged CRM system to cope up with all the "usiness needs. Customer Relationship management is the strongest and the most e#cient

approach

in

maintaining

and

creating

relationships

with

customers. Customer relationship management is not only pure "usiness "ut also ideate strong personal "onding within people. *evelopment of this type of "onding drives the "usiness to new levels of success. Obecti(es

$he o"+ectives of this research are as follows

$o identify the implementation process of CRM



$o identify success factors a5ecting the implementation of CRM in developed countries and lin! them to the CRM implementation process.



$o contri"ute to the !nowledge of CRM in developing countries.



$o propose a theoretical framewor! that integrates CRM implementation phases, CRM components, and CRM success factors.



$o develop a research plan for assessing and evaluating the proposed theoretical framewor!.



$o use the empirical evidence to evaluate the feasi"ility of adopting the conceptual framewor! for CRM successful implementation



hereas other media have worldwide/accepted standards of measurement, no such standard e3ists to measure results from CRM.



Sales, mar!eting, and service costs are separated from customer accounts, even when they result from direct customer interactions. $his format ma!es it di#cult to calculate customer acquisition costs and service costs $wo important factors in any customer pro4ta"ility analysis.



Current accounting systems are isolated from each other, due to fragmented corporate operations. $his ma!es it di#cult to create a companywide universal view of the customer

0unctions •

Mar$eting

•

#ales

•

#er(ices

Mar$eting4

Mar!eting primarily deals with providing functionalities of @ong term planning and Short term e3ecution of mar!eting related Activities within an organi%ation. or long term mar!eting plans, =uantitative as well as =ualitative measures Jtargets< can "e set for a de4ned period and for BheemiReddy Institute of Management Science, Adoni.

Customer Relationship Management di5erent product groups which are then monitored "ased on the actual performance throughout the de4ned period Short $erm e3ecution includes running Mar!eting campaigns via di5erent communication channels targeting a pre/de4ned group of potential "uyers with a speci4c message referring to a product or a group of products )ne !ey o"+ective of the Mar!eting function of the CRM / Customer relationship management software is to generate sales related leads, which 4nally get converted into Sales Revenues for the company. @ead management deals with processing these @eads, carrying out a sanity chec!, evaluating the genuineness of the information JSince, there is a lot of information that is gathered during Mar!eting Campaigns it "ecomes necessary to screen these leads<, and 4nally converting them to (ot @eads or Cold @eads. #ales4

$he sales functionalities of the CRM / Customer relationship management software are focused on helping the Sales team to e3ecute and manage the presales process "etter and in an organi%ed manner. Sales

team

is

responsi"le

for

regularly

capturing

!ey

customer

interactions, any leads or opportunities they are wor!ing on etc, in CRM system. By organi%ing all the relevant data such as 1rospective customer, e3pected "udget, total spending, products interested in, e3pected closing date, Fey players in the deal, important dates and milestones etc. regarding a prospective deal into one place, )pportunity Management of the CRM system helps "y uiding the Sales representative to carry out certain suggested activities for its various phases such as, initiation, identi4cation, quali4cation, R1 received, quotation sent, 4nal stage, won or lost. $hese recommendations are "ased on the companyNs sales policy. $his is often referred as uided Sales Methodology. #er(ices4 

Service related functionalities are focused on-



05ectively managing the customer service J1lanned or 6nplanned<


Customer Relationship Management 

Avoid lea!age of arranty "ased services



Avoid 1enalties arising due to 'on conformity of S@A JService @evel Agreements<



1rovide 4rst and Second @evel support to Customers



Some of the service related functionalities can "e-



Service )rder Management



Service Contract Management



1lanned Services management



arranty Management



Installed Base J0quipment< Management



S@A Management



Resource 1lanning and Scheduling



Fnowledge Management JA=s, (ow to guides<



Call Center Support



Resource 1lanning and or!force Management

7. Zone

of defection where

customers are e3tremely hostile and have

the lowest level of satisfaction. >. Zone

of indierence where

customers are not sure. $hey have a

medium level of satisfaction and loyalty towards the company. ?. $he third level of customers is in the zone

of aection

descri"ed as

9Apostles:. CRM focuses on "ringing customers from level 7 to level ? and retaining apostle customers. $oday any company can copy products or services o5ered "y other companies. If the new entrant adds features li!e less order turn around time and direct communication then esta"lished players are "ound to have sleepless nights. )rgani%ations that implement CRM and turn their "usiness into e/"usinesses will 4nd their competitors2 customers ready to welcome them with a 9 smile9. 1rocess and it una"le to survey in Adoni. So I select the area A.A.S College road with simple si%e 788 so I have a great scope to conduct my pro+ect wor! in Adoni with reference Anitha motors as my topic is very BheemiReddy Institute of Management Science, Adoni.

Customer Relationship Management much suita"le and correct to the Ba+a+, Anitha Motors Adoni. $o conduct the research on customer relationship management in Adoni city is very time consuming. Techni>ues

$0C(')@)I0S )R C)'$AC$ C0'$R0 I'RAS$R6C$6R0 •

A call centre is "ased on the following technologies

Customer relationship management •

CRM provides ways of handling customers.

•

CRM ways for optimi%ing customer satisfaction.

•

$he goal of CRM is to ma3imi%e the interaction and gain ma3imum information and provide ma3imum satisfaction to customers.

Interactive to voice response •

Call handling time is decreased.

•

0nhanced call routing "ased on questions.

•

Reducing queuing time.

•

>VLV?

•

aster response

•

Improved customer service satisfaction.

Automatic call distri"utor •

$he routing of calls is achieved "y the following criteria-

•

Agent vacant to ta!e the call.

•

S!ills "ased routing.

•

Call routing to s!illed agent.

•

'um"er of calls accumulative in a queue.

•

Automatic num"er identi4cation.

1redictive dialing •

*ialogic card is used for out "ound calls.


Customer Relationship Management •

$he automation of out "ound dialing allows agents productivity "y automating the services.

•

'um"ers are dialed automatically in advance "y an agent availa"le to ta!e the call as per the s!ill and availa"ility.

Customer relationship management is the superset of business models, process methodologies and interactive technologies for achieving and sustaining high levels of retention and referrals within identified categories of valuable and grow-able customers D+0ININ6 CU#TOM+R ND CU#TOM+R CR+CU#TOM+R 

Customers are the/ones who run the "usiness.



Customer ena"les us to maintain sustaina"ility and pro4ta"ility.



Customer is the "eginning and the end, the main reason for "eing in "usiness.



Customer is the Boss +ust as the "oss can 4re an employee when he is unhappy with his wor!, the customer is the "oss who can stop availing our services if he is dissatis4ed.

)1T CU#TOM+R# N++D 

Customer requirements.



Stic!ing to customer2s agenda of discussion.



Meet or e3ceed customer e3pectations.

Customer re>uirements while contacting a customer ser(ice 

$o feel welcome- customers want recognition this sense of interest translates into a feeling that they have a right to "e there and to see! help.



$o "e ta!en seriously- customers want to feel that reps will give considerate thought to their questions or issues in all cases.



$o feel important- customers want to have attention and all of your companies2 capa"ilities put to wor! to resolve their issues.



$o

accomplish

their

o"+ective-

customers

contact

departments "ecause they have a goal to the accomplished. #tic$ing to customers agenda of discussion .


service

Customer Relationship Management •

hen customers call, they thin! that their pro"lem is the most

important one. •

•

Agents have to ma!e the customers feel that they are important. Because customer service people spend all day thin!ing a"out how to help customers, they usually !now much more than the customers.

+7ceed their e7pectations •

•

hen customers call, they already e3pect the worst. $heir satisfaction starts at 788H. It decreases the rapidly if they

are not satis4ed. •

6nder the promise and over deliver.

)1T CU#TOM+R 1T+ •

6nsta"le responsiveness.

•

1oor after sales services.

•

'ot !nowing what2s going on.

•

$al!ing to a machine.

•

6nnecessary costs.

DT N52#I# ND INT+R3R+TTION $he data collected has to "e processed and analy%ed for the purpose of developing the research plan. $his is essential for a scienti4c study and for ensuring that we have all the relevant data. 1rocessing implies editing, coding, classi4cation, and ta"ulation of collected data and so that they acquiescent to analy%es. $he term analysis refers to the computation of certain measures along with searching for patterns of relationship that e3ists among data groups. $hus,: In the process of analysis, relationships with original or new hypothesis should "e su"+ected to statistical tests of signi4cance to determine with that validity data can say as to indicate any conclusions.


Customer Relationship Management Analysis of data in a general way involves a num"er of closely related operation that are performed with the purpose of summari%ing the collected data and organi%ing them in such a manner that answer the research questions. $he whole chapter of analysis and interpretation is "ased on the responses

of

788

respondents

who

were

administered

with

a

questionnaire which contain the personal data their views a"out the recruitment process and procedure.

&. re !ou dealing ser(icesH products o*ered b! -aa, nitha Motors

No. of

#. No

Item

&

Kes

D

D

9

'o

7

7

&''

&''

Total

Respondents


J


Table8&

#ource4

*ata collected from the respondents through a structured questionnaire. Inference4

$he a"ove Chart informed that of all a"ove 788 respondents, DH respondents towards yes and 7H "elongs to 'o.

&. re !ou dealing ser(icesH products o*ered b! -aa, nitha Motors



Chart8&


Customer Relationship Management 9. Does the compan! gi(e proper response to !our >ueries

No. of

#. No

Item

&

Kes

L

L

9

'o

?

?

&''

&''

Total

J

Respondents

Table89 #ource4


)f all the 788 respondents LH respondents towards yes and ?H respondents no.


Customer Relationship Management 9. Does the compan! gi(e proper response to !our >ueries

Chart89


Customer Relationship Management :. If !ou face an! problems related to the #er(ices of -aa, nitha motors, do the! respond in a perfect manner.

#. No

Item

& 9

No of Respondents

J

Kes

7

7

'o

G

G

&''

&''

Total Table8: #ource4


$he a"ove Chart informed that of all a"ove 788 respondents, 7H respondents towards yes and GH "elongs to 'o.


Customer Relationship Management :. If !ou face an! problems related to the #er(ices of -aa, nitha motors, do the! respond in a perfect manner.

Chart8:

?. Does the problems was resol(ed b! the retailers support des$.



#. No

Item

& 9

No of Respondents

J

Kes





'o





&''

&''

Total Table8? #ource4


)f all the 788 respondents H respondents are yes and H respondents are no.

?. Does the problems was resol(ed b! the retailers support des$.



Chart8?

F. re !ou satis%ed with the customer schemes of the compan!



#. No

Item

& 9

Total

No of Respondents

J

Kes

7

7

'o

G

G

&''

&'' Table8F

#ource4



F. re !ou satis%ed with the customer schemes of the compan!



Chart8F

K.

Does the retailer support des$ identi%es the retailerLs

problems e*ecti(el! and sol(e them in proper time.



#. No

No of

Item

& 9

J

Respondents

Kes

?

?

'o

?L

?L

&''

&''

Total Table8K #ource4


$he a"ove Chart informed that of all a"ove 788 respondents, ?H respondents towards yes and ?LH "elongs to 'o.

K. Does

the

retailer

support

des$ identi%es

the

problems e*ecti(el! and sol(e them in proper time.


retailerLs


Chart8K

. Do the compan! e7ecuti(es (isit !our shop regularl! to con(e! schemes



#. No

Item

& 9

No of Respondents

J

Kes

?

?

'o





&''

&''

Total

Table8

#ource4


$he a"ove Chart informed that of all a"ove 788 respondents ?H respondents2 yes and H respondents no.

. Do the compan! e7ecuti(es (isit !our shop regularl! to con(e! schemes



Chart8

. re !ou satis%ed with the ser(ices support of the compan!



#. No

Item

& 9

No of Respondents

J

Kes

L8

L8

'o

?8

?8

&''

&''

Total Table8 #ource4


$he a"ove Chart informed that of all a"ove 788 respondents, L8H respondents towards yes and ?8H "elongs to 'o.

. re !ou satis%ed with the ser(ices support of the compan!



Chart8

A. re !ou satis%ed with the margins in -aa, nitha motors ser(ices.



#. No

Item

& 9

No of Respondents

J

Kes





'o





&''

&''

Total Table8A #ource4


$he a"ove Chart informed that of all a"ove 788 respondents, H respondents towards yes and H "elongs to 'o


Customer Relationship Management A. re !ou satis%ed with the margins in -aa, nitha motors ser(ices.

Chart8A


Customer Relationship Management &'.

re

!ou

satis%ed with

the

retailer

grie(ance handling

mechanism of the -aa, nitha motors.

#. No

Item

& 9

No of Respondents

J

Kes

L7

L7

'o

>G

>G

&''

&''

Total Table8&' #ource4


$he a"ove Chart informed that of all a"ove 788 respondents, L7H respondents towards yes and >GH "elongs to 'o.


Customer Relationship Management &'.

re

!ou

satis%ed with

the

retailer

grie(ance handling

mechanism of the -aa, nitha motors.

Chart8&'


Customer Relationship Management &&. Does customers are happ! when their problems are sol(ed b! the retailers support des$.

#. No

Item

& 9

No of Respondents

J

Kes

8

8

'o

8

8

&''

&''

Total Table8&& #ource4


$he a"ove Chart informed that of all a"ove 788 respondents, 8H respondents towards yes and 8H "elongs to 'o.


Customer Relationship Management &&. Does customers are happ! when their problems are sol(ed b! the retailers support des$.

Chart8&&


Customer Relationship Management &9. re !ou satisf! with the credit facilities pro(ided b! -aa, nitha motors.

#. No

Item

& 9

No of

J

Respondents

Kes

L

L

'o

>

>

&''

&''

Total Table8&9 #ource4




Customer Relationship Management &9. re !ou satisf! with the credit facilities pro(ided b! -aa, nitha motors.

Chart8&9


Customer Relationship Management &:. re !ou satisf!ing the discount o*ered b! -aa, nitha motors on bul$ purchase

#. No

No of

Item

& 9

J

Respondents

Kes

>

>

'o

?D

?D

&''

&''

Total

Table8&: #ource4


$he a"ove Chart informed that of all a"ove 788 respondents, >H respondents towards yes and ?DH "elongs to 'o.


Customer Relationship Management &:. re !ou satisf!ing the discount o*ered b! -aa, nitha motors on bul$ purchase

Chart8&:


Customer Relationship Management &?. re !ou satisf!ing the -rand pull of -aa, nitha motors.

#. No

Item

& 9

Total

No of Respondents

J

Kes

L

L

'o

?

?

&''

&''

Table8&? #ource4


$he a"ove Chart informed that of all a"ove 788 respondents, LH respondents towards yes and ?H "elongs to 'o.


Customer Relationship Management &?. re !ou satisf!ing the -rand pull of -aa, nitha motors.

Chart8&?


Customer Relationship Management &F. re !ou satisf!ing with the pa!ment norms of -aa, nitha motors

#. No

Item

& 9

No

of

Respondents

J

Kes

?D

?D

'o

>

>

&''

&''

Total

Table8&F #ource4


$he a"ove Chart informed that of all a"ove 788 respondents, ?DH respondents towards yes and >H "elongs to 'o.



&F. re !ou satisf!ing with the pa!ment norms of -aa, nitha motors

Chart8&F



&K. re !ou satisf!ing with the ser(ices o*ered b! -aa, nitha motors retailers.

#. No

Item

& 9

No of

J

Respondents

Kes

D

D

'o

>

>

&''

&''

Total Table8&K #ource4


$he a"ove Chart informed that of all a"ove 788 respondents, DH respondents towards yes and >H "elongs to 'o.


Customer Relationship Management &K.

re !ou satisf!ing with the ser(ices o*ered b! -aa, nitha motors retailers.

Chart8&K

&.

Did !ou feel comfortable wor$ing with our representati(e



#. No

No of

Item

& 9

J

Respondents

Kes





'o





&''

&''

Total

Table8& #ource4


$he a"ove Chart informed that of all a"ove 788 respondents, H respondents towards yes and H "elongs to 'o.

&. Did !ou feel comfortable wor$ing with our representati(e



Chart8&

&. Do !ou thin$ their compan! is able to gi(e e7cellent customer ser(ice at an! point of contact



#. No

No of

Item

& 9

Respondents

J

Kes Kes

L

L

'o

>

>

&''

&''

Total Table8& #ource4

*ata collected from the respondents through through a structured questionnaire. Inference4

$he a"ove Chart informed informed that of all a"ove 788 respondents, respondents, LH respondents towards towards yes and >H "elongs to 'o.

&. Do !ou thin$ their compan! is able to gi(e e7cellent customer ser(ice at an! point of contact



Chart8&

&A.

Did

!ou

feel

comfortable

wor$ing

representati(e


with

their

rep


#. No

Item

& 9

No of Respondents

J

Kes Kes

>

>

'o

?D

?D

&''

&''

Total Table8&A #ource4

*ata collected from the respondents through through a structured questionnaire. Inference4

$he a"ove Chart informed informed that of all a"ove 788 respondents, respondents, >H respondents towards towards yes and ?DH "elongs to 'o.


Customer Relationship Management &A.

Did

!ou

feel

comfortable

wor$ing

with

representati(e

Chart8&A


their

rep


9'.

1ow

do

!ou

feel

the

o(erall

customer

relationship

management of -aa, nitha motors

#. No

Item

& 9 : ?

03cellent ood air 1oor Total

No of Respondents >7  >> 7> &''

J

>7  >> 7> &''

Table89' #ource4


)f all the 788 respondents >7H "elong to respondents are 03cellent, H "elong to respondent2s are ood, >>H "elong to respondent2s air, and the 7>H respondent2s 1oor.


Customer Relationship Management 9'.

1ow

do

!ou

feel

the

o(erall

customer

relationship

management of -aa, nitha motors

Chart89'

0INDIN6# BheemiReddy Institute of Management Science, Adoni.




$he customers dealing servicesQproducts of Ba+a+, Anitha Motors are 03cellent.



Most of the respondents saying that the company is responding towards customer queries.



Most of the respondents are satis4ed towards the service of Ba+a+, Anitha Motors.



Ma+ority of the respondents towards yes that the retailers supported to the pro"lem of customer.



Most of the respondents J?H< are satis4ed toward the customer schemes.



Kes, which the company e3ecutives are visiting to e3plain schemes.



Kes, most of the respondents are feeling comfort toward the Ba+a+, Anitha Motors.



Most of the respondents are satis4ed with the margins.



$he respondents are satis4ed towards grievance mechanism handling normally.



$he respondents are happy towards the support of Ba+a+, Anitha Motors.



$he respondents satisfy with the credit facilities of Ba+a+, Anitha Motors.



Most of the respondents are satisfy with the discount facilities o5ered when "ul! purchase.



$he respondents are satis4ed towards the "rand pull of Ba+a+, Anitha Motors.



Most of the respondents are satis4ed with the service of Ba+a+, Anitha Motors.



Ma+ority of the respondents feel fair a"out the comforta"le with the wor!ing of employees of Ba+a+, Anitha Motors.



Most of the respondents feeling good towards the wor!ing nature of Ba+a+, Anitha Motors.


Customer Relationship Management 

By analy%ing Customer relations maintaining "y Ba+a+, Anitha Motors, the overall performance is e3cellent and satisfactory.

#U66+#TION#

•

Service inOuences the purchasing decision of customers, so some of the people are not feeling good a"out service, so increase your service levels.

•

Maintaining proper interaction with customer a"out the service and etc... so, maintain proper relationships with customers

•

Most of the mem"ers are unhappy a"out resale value of the "i!e

•

Some of the mem"ers feeling not good a"out the cost of the "i!e, so please concentrate on cost which is match a"le to middleman

•

Anitha motors e3plain the o5ers of the company to customers.

•

Anitha motors service has to increase employees in order to maintain relationship with customer.

•

It is "etter to maintain good e3ecutives to convey a"out the schemes.



CONC5U#ION $he overall study of the customer relations concludes that ma3imum customer are loyal to company and if company implements the suggestions as a"ove mentioned it will capture more mar!et share and has a scope to "ecome mar!et leader Ba+a+ motors sale of value is high through international so good maintain.


296813732-Crm-in-Bajaj

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