Ford Project

Make Every Day Exciting

A PROJECT REPORT ON CUSTOMER RELATIONSHIP MANAGEMENT AT FORTUNE FORD MOTORS SOMAJIGUDA, HYDERABAD.

BY MOHAMMED HASSANUDDIN STUDENT OF BBA(2009-11)

AMITY GLOBAL BUSINESS SCHOOL(HYD)

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INDEX OF CONTENTS

CHAPTER 1: 1.1 1.2 1.3

- OBJECTIVES OF THE STUDY - SCOPE - NEED OF THE STUDY

CHAPTER 2: INTRODUCTION 2.1 - Introduction Introduction to MARKETING

CHAPTER 3: BRIEF DESCRIPTION OF THE ORGANISATION 3.1 - About Ford Company 3.2 - Company profile of Fortune

Ford Motors 3.3 - History of Ford in INDIA 3.4 - Fortune Ford products

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CHAPTER 4: THEORETICAL PERSPECTIVE

-Introduction To CRM -Concept & Definition -Benefits of CRM -CRM across Company Functions -Concept of Relationship Management -Potential Returns of CRM systems -Benefits to Organisation -Benefits to Customer -Marketing Strategy -Strategic Market Segmentation -Marketing Strategies Strategies of Ford

CHAPTER 5: RESEARCH METHODOLOGY

CHAPTER 6: ANALYSIS & INTERPRETATION

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CHAPTER 7: FINDINGS & SUGGESTIONS

CHAPTER 8: -

LIMITATIONS OF THE STUDY

APPENDIX

-QUESTIONNAIRE -BIBILOGRAPHY

INTRODUCTION:

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Make Every Day Exciting CUSTOMER RELATIONSHIP MANAGEMENT

A customer is the most important person ever in this office….. In person or by mail A customer is not dependent on us…… we are dependent on him. A customer is not someone to argue or match wits with. Nobody ever won an argument with a customer. A customer is a person who brings us his wants. It is our job to handle then profitably to him and to ourselves. Customer relation as a tool for identifying way to create more customer value & satisfaction. Every firm is a synthesis of activities that are performed to design, produce, and market, deliver, and support its product.

Many Many comp compan anie iess are are inte intent nt on deve develo lopi ping ng stro strong nger er bond bondss with with thei their r customers-called Customer Relationship Management (CRM) . This is the process of managing detailed information information about individual customer and carefully carefully managing all the customers "touch points" with the aim of maximizing customer loyalty... A successful business must have satisfied customers. We will treat them as we would wish to be treated ourselves. They require an excellent service and our work ust therefore be undertaken with our customers as the key focus, providing better products and services then our competitors. We will measure the quality of service and look for continual improvements. Thee aim Th aim of Customer produc ucee high high Customer Relationsh Relationship ip Manageme Management nt (CRM) (CRM) is to prod customer equity. Customer equity is the total of the discounted lifetime lifetime values of all of the firm's customers. customers. Clearly, the more loyal the customer, the higher the customer customer equity, rust, Zenithal, and Lemon distinguish three drivers of customer equity; value equity, brand equity, and relationship equity

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CHAPTER 1

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OBJECTIVES OF THE STUDY The main objective is to determine the current relationship management level of the customers with all aspects in regard to “Fortune Ford Motors ”.

1.1 Objectives in Detail:

01.

To determine current relationship management level of the customers with

all aspects of their delivery. 02.

To determine key dissatisfaction areas, if any.

03.

To identify different customers needs in regard to a Fortune Ford Motor cars Motor cars

services. 04.

To identify what type of marketing strategy is suitable for the company to

reach the targeted customers. 05.

To enable the company's customer care department to handle the customer's

queries more effectively and efficiently. 06.

To enable the sales team to promote sales effectively through maintaining

Customer relation. 07.

To generate new leads through customer satisfaction.

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1.2 SCOPE OF THE STUDY :

The scope of the study is to identify the customer relationship management level towards "Fortune Ford Motors ". The study was conducted for a period of 45 days cover covering ing vario various us place placess in Hyder Hyderaba abad d & Secun Secunde derab rabad ad city. city. Prima Primary ry data data was was collected from customers. Secondary data was collected from company manuals, magazines and websites and so on, the study gathers information about the customer's relation maintaining maintaining in the car level in regard to Quality Quality of Service, Service, Safety Tips , fuel saving tips, driving tips etc.., customer care service and other values added services provided by the company.

It is aimed at enlightening the company about different steps to be taken up to increase the share of " of "Fortune Ford Motors " with regard other competitors and also to make the company to provide better customer services

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1.3 NEED FOR THE STUDY:

Customer Customer relationship management plays a major role for the growth of the company in the modern market scenario.

In the case of " of "Fortune Ford Motors " cars industry due to different networ network k servi services ces provi provider derss there there is a hug hugee compet competit itio ion, n, to compet competee with with the competition customer's relation plays a major role for any company.

The purpose of customer relation is not only for retaining the customers but also attracting new customers, increasing the sales and maintenance of brand awareness.

Customer perceptions attitudes and views regarding the products and services, along with suggestions assume greater importance in the light of new entries and potent potentia iall compet competito itors, rs, this this study study is an atte attempt mpt that that direc directs ts to facil facilita itate te the management in marketing their future decisions in promoting and creating a good image in the society.

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CHAPTER 2

INTRODUCTION TO MARKETING

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Markets:

The concepts of exchange and relationships lead to the concept of a market. A market is the set set of actual and potential potential buyers buyers of a product. These buyers buyers share a particular need or want that can be satisfied through exchange relationships.

Market Marketin ing g means means mana managin ging g marke markets ts to bring bring about about profit profitab able le custo custome mer r relationships. relationships. However, However, creating these relationships relationships takes takes work. Sellers Sellers must search for buyers, identify must first create a need-satisfying marketing offer (product). It must decide how much it will charge for the offer (price) and how it will make the offer available target consumers (place). Finally, it must communicate with the target customers about the offer and persuade them of its merits (promotion).

Marketing:

Marketing is the business function that identifies customer needs and wants. Creating customer value and satisfaction are the heart of modern marketing thinking and practice. Marketing is the delivery of customer satisfaction at a profit.

Many people think of marketing only as selling & advertising. But selling & advertising are only the tip of marketing. Marketing means managing markets to bring about exchanges and relationships for the purpose of creating value and satisfying needs & wants.

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Make Every Day Exciting Today, marketing must be understood not in the old sense of making a sale – ‘’telli ‘’telling ng and selling’’ selling’’ – but in the new sense of satisfyi satisfying ng customer customer needs. If the marketer does a good job of understanding consumer needs; develops products that provide superior value; and prices, distributes, and promotes them effectively, these products will will sell very easily. easily. Thus, selling selling and advertising advertising are only part of a larger ‘’marketing mix’’ – a set of marketing tools that work together to satisfy customer needs and build customer relationships.

Broadly Broadly defined, defined, market marketing ing is a social social and manager managerial ial process process by which which indivi individua duals ls and group groupss obtai obtain n what what they they need need and want want throu through gh crea creati ting ng and exchanging exchanging value with others. In a narrower business business context, marketing marketing involves involves building building profitable, value – laden exchange relationships relationships with customers. customers. Hence, we define marketing as the process by which companies create value for customers and build strong relationships in order to capture value from customers in return.

Customer Needs, Wants, and Demands:

The most basic concept concept underlying underlying marketing marketing is that of human needs. Human needs needs are states of felt deprivation. deprivation. They include include basic physical physical needs for food, clothing, clothing, warmth, and safety: social needs for belonging and affection: and individual individual needs for knowledge and self – expression. expression. These needs were not created created by marketers: marketers: they are a basic part of the human makeup.

Wants are the form human needs take as they are shaped by culture and individual individual personality. personality. An American American needs food but wants a Big Mac, Mac, French fries, fries, and a soft drink. A person in Mauritius needs food but wants a mango. Rice, lentils, and beans. Wants are shaped shaped by buying buying power, wants wants become become demands. demands. Given their their wants and resources, people demand products with benefits that add up to the most value and satisfaction.

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Marketing Management: The analysis, planning, implementation and control of programs design to create, build and maintain beneficial exchanges with target buyers for the purpose of achieving organizational objectives.

Marketing Management concepts

Production Production

Produc Produc tt

Selling Selling

Marketing Marketing

Societal Societal

Production concept: Management should focus on improving production and distribution effi efficcienc iency y. When hen the the dema demand nd for for a prod produc uctt exc exceeds eeds the the suppl upply, y, managem management ent should should looks looks for ways ways to increa increase se produc productio tion. n. When When the products cost is too high, improved productivity is needed to bring it down.

Product concept: Consumer will favour products that offer the most quality, performance and innovative innovative features. features. Thus, an organization organization should devote energy to making continues continues product improvements.

Selling concept: Consumers Consumers will not buy enough of the organizations organizations products unless its under takes large-scale selling and promotion effort.

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Factory

Existing

Selling &

Profits through

products

promoting

sales volume

Selling: Selling is also important function of marketing. It is the process where by goods and services finally flow to the customers who need them. Selling focuses on the needs of the seller.

Marketing concept: The marketing concept holds that achieving organizational goals depends on determ determini ining ng the the needs needs and wants wants of targe targett marke markets ts and deliv deliveri ering ng the the desire desired d satisfaction more effectively and efficiently than to competitors.

Customer Market satisfaction

Integrated

needs

Profits through

marketing

customer

Marketing means obtaining customers. Marketing focuses on the needs of the purchas purchaser. er. Makes Makes profits profits by creatin creating g long term term custome customerr relatio relationshi nships ps based based on customer value and satisfaction.

Societal concept: The societal marketing concept holds that the organization should determine the needs, wants and interests of target markets.

Society (Human welfare)

Consumers (Want satisfaction)

Company (Profits)

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Marketing Mix (4 Ps): Marketing mix includes the set of controllable, tactical marketing tools in the target marke.  Product means the goods and services combination the company offer

to the target market. Ex: Nuts & Bolts, Spark plugs, Pens & Pencils etc.  Price is the amount of money customers have to pay to obtain the

product.  Place includes company activities that make the product available to

target consumers 

Promotion means activities that communicate the merits of the product and persuade target customers to buy it. Ford spends money each year for advertising to tell consumer about the company and its product.

Product Product

Price Price

Product Product variety variety

List List price price

Quality Quality & & Design Design

Discounts Discounts

Features Features

Allowances Allowances

Brand Brand name name

Payment Payment period period

Packaging Packaging & & Services Services

Credit Credit terms terms

Warranties Warranties & & Returns Returns

Place Place Channels Channels

Target Custome rs

Coverage Coverage & & Locations Locations

Promotion Promotion

Assortments Assortments

Personal Personal selling selling

Inventory Inventory

Sales Sales promotion promotion

Transportations Transportations

Public Public relations relations

Advertising Advertising

Logistics Logistics

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Marketing effort / Marketing control: The company wants to design and put in to action the marketing marketing mix that will best achieves its objectives in its target markets.

Analysis Planning Planning Develop Develop strategic strategic plans plans

Control Control Implementation Implementation

Measure Measure results results

Carry Carry out out plans plans Evaluate Evaluate results results Develop Develop marketing marketing plans plans

(( The The company company turns turns the the plans plans in in to to action action ))

Take Take corrective corrective action action

Customer value and 16


CUSTOMER VALUE & SATISFACTION

Customer value and satisfaction: Consumers usually face a broad array of products and services that might satisfy satisfy a given need. How do they choose choose among among these many marketi marketing ng offers? offers? Customers form expectations about the value and satisfaction that various marketing offers will deliver and buy accordingly. Satisfied customers buy again and tell others about their good experiences. experiences. Dissatisfied Dissatisfied customers customers often switch to competitors competitors and disparage the product to others. Marketers Marketers must be careful careful to set the right level level of expectation. expectation. If they set expectations too low, they may satisfy those who buy but fail to attract enough buyers. If they raise raise expectations expectations too high, high, buyers buyers will be be disappointed. disappointed. Customers Customers value and customers satisfaction are key building blocks for developing and managing customer relationships.

Satisfaction is defined as…. “a persons feelings of pleasure or disappointment resulting from comparing a product’s perceived performance (or outcome) in relation to his or her expectations”.

Custo Custome merr satisf satisfact actio ion n depend dependss on a produ product ctss perce perceiv ived ed perfo perform rmanc ancee in delivering value relative to a buyers expectations. If the products performance falls short of the customers expectations, expectations, the buyer is dissatisfied. If performance matches expectations, expectations, the buyer is satisfied. If performance performance exceeds expectations, the buyer is delighted.

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CHAPTER 3

BRIEF DESCRIPTION OF THE ORGANISATION ORGANISATION

3.1 ABOUT FORD COMPANY

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Ford Motor Company is the world's second largest automaker with appr approx oxim imat ately ely 350, 350,000 000 empl employ oyees ees,, and and oper operat atin ing g in more more than than 200 200 markets on six continents. Its automotive brands include Aston Martin, Ford Ford,, Jagu Jaguar ar,, Land Land Rove Rover, r, Linc Lincol oln, n, Mazd Mazda, a, Merc Mercur ury y and and Volv Volvo. o. Its Its automotive-related services include Ford Credit, Hertz and Quality Care. The company's world headquarters is in Dearborn, Michigan. Ford Motor Company officially celebrated its 100th anniversary on June 16, 2003. For additional information visit the site below.

Overview: Ford Motor Company, a global automotive automotive industry leader based in Dearborn, Mich., manufactures and distributes automobiles in 200 markets across six continents. With about 300,000 employees and 108 plants worldwide, the company’s core and affiliat affiliated ed automot automotive ive brands brands include include Ford, Ford, Jaguar, Jaguar, Land Land Rover, Rover, Lincoln Lincoln,, Mazda, Mazda, Mercury Mercury and Volvo. Volvo. Its automot automotive ive-rela -related ted service servicess include include Ford Motor Motor Credit Credit Company.

Vehicle Brands:

Automotive Service Brands:

The very first member of the Ford Motor Company family of brands, Ford offers distinctively designed and affordable vehicles for the world's varying lifestyles. From the Model T—the car that first brought driving to the masses, to more recent

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Make Every Day Exciting favourites favourites like the Mustang in the US, the Mondeo in Europe, the Eco Sport in South America and the Territory in Asia, Ford vehicles have been among the world's most popular cars, trucks and SUV's.

Brief History: Ford Motor Company began with just Ford vehicles in a wagon shop in Michigan. To fully understand the essence of this founding member of the family brands, just look at the early history of Ford Motor Company, from Henry Ford's earliest automotive experiments to the Models A, T, and beyond. While value for money has always been a top priority in developing Ford vehic vehicle les, s, that that conce concern rn has has never never comp comprom romis ised ed quali quality ty or the the pursui pursuitt of quali quality ty solutions. Ford has always strived to meet consumers' real-life requirements—from smaller cars for Europeans, to "smarter" cars for the ever-changing environment.

One of the most essential ingredients for a successful business is communication. We strive to keep the public well informed about us, our products, financial progress, and public policy.

Products and Customers: We will offer excellent products and services. Ford Motor Company's

flexible manufacturing systems have the ability to build up to eight different models off two independent platforms. The flexible systems standardize the assembly process, improve productivity, eliminate waste and boost quality. Developing and introducing products with better environmental performance.

Fast Facts:  Focusing on customer satisfaction and loyalty and keeping our promises  Using our understanding of the market to anticipate customer needs  Delivering innovative products and services that offer high value in terms of

function, price, quality, safety and environmental performance

Progress Since Our Last Report

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Arou Around nd the the worl world, d, our our mark market etss are are chan changi ging ng.. High High fuel fuel pric prices es are are accelerating interest in vehicles with good fuel economy. Markets are expanding in rapidly growing economies and remain highly competitive everywhere we operate. To meet and anticipate our customers' needs, we are focusing on:  Introducing new products. Globally, we introduced 40 all-new, or substantially

new, products in 2004, more than in any year in the Company's history.  Raising the bar on quality. In J.D. Power's Initial Quality Study, our 2004 U.S.

vehicles continued a positive trend by improving more than 6 percent compared to 2003.  Implementing shared architectures and technologies and flexible

manufacturing. By the end of the decade, 75 percent of our North American and all of our European plants will be flexible and able to produce multiple vehicle models.  Expanding the range of products available in high-growth markets.

Bill Ford – Setting the Vision "At Ford Motor sustainability

Company,

we

have

made

a long-term strategic business priority. The reason is simple: we are a 100-year-old company, and I want us to become Sustainability

a

200-year-old

company.

is about ensuring that our business is innovative, Bill Ford

competitive and profitable in a world that is Chairman & CEO, facing major environmental and social changes." Ford Motor Company

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Make Every Day Exciting Our Company faces urgent short-term challenges that we have described in our our Annu Annual al Repo Report rt and and will will disc discus usss in this this repo report rt.. We'r We'ree addr addres essi sing ng thes thesee chall challeng enges es by accel accelera eratin ting g our busin business ess plans plans to streng strengthe then n our balanc balancee sheet, sheet, optimize our global footprint and deliver more great products faster. That includes eliminating excess capacity, reducing the size of our workforce while improving its capability, increasing our investments in fast-growing markets and speeding up our product development process. Our success as a business in the near term is a prerequisite to any strategy for future growth. However, our responsibility to our customers, shareholders, employees and communities includes preparing for the future without delay. While nobody can confidently predict what the world will look like a few decades from now, it is clear that that stron strong, g, profi profita table ble compan companie iess going going forwa forward rd will will be the ones ones that that strive strive for for sustaina sustainable ble use of environm environmenta entall and social social capital capital in a rapidly rapidly growing growing global economy.

The business case is clear: Reduc Reduced ed use of non non-re -renew newab able le resou resourc rces es will will help help us cut mate materi rial al and operating cost and avoid the growing volatility of commodity prices. Society's growing concern for environmental issues is creating growth markets for innovative "green" products and technologies that generate new sources of revenue. Increa Increasin singly gly string stringent ent gov govern ernme ment nt regula regulati tions ons aroun around d the world world will will favour favour companies that are best positioned to address underlying environmental and social priorities. Global climate change is one of the most urgent examples. At Ford, we have long acknowledged the importance of climate change. We recognize its potential impac impactt on econo economi micc as well well as enviro environm nment ental al and and socia sociall syste systems ms.. Custo Custome mers, rs, investors and policy makers are increasingly focused on the need to burn less fossil fuel and emit fewer greenhouse gases. The issue will become even more challenging as growing markets like India and China expand their own needs for energy. Climate change is also an example of a complex 21st-century challenge that requires a systemic social, political, technological and business solution. Stabilizing the concentration of greenhouse gases in

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Make Every Day Exciting our atmosphere while maintaining economic growth demands corporate and political leadership and dialogue across traditional boundaries. It requires global coordination of technologies, government policies, markets and infrastructures. Withi Within n our Compan Company, y, clim climate ate chang change, e, and the und under erly lyin ing g issue issue of fuel fuel economy, pose a particular challenge. In North America, the fuel economy of our vehicles is competitive and in some cases even best-in-class within their respective segments. However, the market-leading popularity of our trucks and SUVs results in a low average fuel economy from our fleet as a whole. Across the industry, fuel efficiency improvements compete for investment with other product features and innovations, innovations, overall affordability and pressing obligations like safety, safety, health care and pension costs. Even as we grapple with this issue, we continue to set the pace in our industry on important environmental and social priorities, such as reducing water consumption, conserving energy, recycling and reusing non-renewable materials, eliminating toxic materials, establishing codes of working conditions and safety in our plants and supply supply chain, chain, and addres addressin sing g pub publi licc healt health h issue issuess from from HIV/ HIV/AI AIDS DS to cancer cancer to juvenile diabetes. You will find all these issues and more addressed in this report. Looming on the horizon are additional challenges as well as opportunities. The sheer scale of our industry is enormous. In the United States, the auto industry is responsible for 6.6 million jobs, which is about 5 percent of all private-sector jobs and nearly 4 percent of Gross Domestic Product. No other single industry is more linked to U.S. manufacturing strength or generates more retail business and employment. The U.S. auto industry purchases 60 percent of all the rubber and about 30 percent of all the aluminium, iron and stainless steel used in the United States. The 61 million new cars and trucks sold globally last year provide personal mobilit mobility y and economi economicc opportun opportunity ity to an increas increasingl ingly y interde interdepend pendent ent populat population. ion. Some people believe that it's impossible to provide personal transportation without imposing costs on the environment and society, and that it's impossible for business to address environmental environmental and social needs without breaching its fiduciary fiduciary responsibility to shareholders.

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Make Every Day Exciting At Ford, we are determined that these priorities do not need to conflict with one another, and that the path to profitable growth in our industry may increasingly lie in finding ways to generate new revenue by reconciling these issues, not just trading them off against one another. We describe such thinking in this report, our first organized under a sustainability (rather than corporate citizenship) title. Ford joined seven other automotive companies, three energy companies and an automotive supplier in a study sponsored by the World Business Council for Sustainable Development (WBCSD) entitled "Mobility 2030: Meeting the Challenges to Sustainability," which was published last year. In addition to climate change, air pollution and road safety, the report called out the growing importance of noise, congestion and the mobility "divide" between the rich and the economically and socially disadvantaged as critical issues on the road to sustainable mobility. These issues become even more acute as hundreds of millions of people around the world join the global economic marketplace and claim access to the lifestyle, including personal mobility, long enjoyed by the populations of developed markets. We know that smart competitors are racing to be first with solutions for the 21st century, and we want to lead that race. Our work is, therefore, urgent, and it is proceeding along three paths:

Integrated strategy: Since we see sustainability sustainability as core to our business success, we are working to develop metrics, targets and milestones to be explicitly integrated into our business plan, plan, along alongsi side de the fundam fundament ental alss of quali quality ty,, cost cost and and reven revenue, ue, produc products ts and relationships. relationships. We're also working on the difficult challenge of reconciling reconciling short-term imperatives imperatives to deliver financial returns with the investments investments required to realize longterm opportunities.

Technological innovation:

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Make Every Day Exciting We have have deve develo lope ped d an orga organi niza zati tion on and and gove govern rnan ance ce stru struct ctur uree – the the Sustainable Mobility Group – dedicated to investing in and driving new mobility technologies, technologies, including including hybrids, clean diesels, hydrogen internal-combustion internal-combustion engines and fuel cells. We're conducting this breakthrough work, too, on nearer-term vehicle technolo technologies gies,, such as alterna alternative tive fuels fuels and advanced advanced gasolin gasolinee engines. engines. We also continue to work on new developments in the way we build our cars and trucks, for example through flexible manufacturing techniques.

External dialogue: New business challenges require new thinking, which in turn requires new relationships in the communities in which we operate. The history of industry is littered with the remains of companies that rigidly defended their world view through their their policie policies, s, strategi strategies, es, marketi marketing ng and relati relationsh onships. ips. On issues issues of broad broad public public concern, efforts to increase mutual understanding are usually more productive than an adversarial defence of special interests. That's why engagement with policy makers, advoc advocacy acy group groups, s, consu consume mers, rs, inves investo tors, rs, busine business ss partn partners ers and emplo employe yees es is a cornerstone of our drive to realize our vision. Already, in developing our approaches to human rights and climate change, we have seen the value of listening, learning and acting in concert with thoughtful advocates. I'm proud of the steps we have taken so far – most notably the introduction of the Escape Hybrid, the world's first hybrid SUV; the reinvention of the Rouge facilities as a model of 21st-century sustainable manufacturing; our industry-leading actions in human rights; and the response of our employees to human needs – notably in Southeast Asia after the December 26 tsunami and in the U.S. Gulf Coast after Hurricane Katrina. I also recognize that we have a lot more to do to secure the sustainability of our business over the long term. I look forward to reporting our progress in future reports

.

Bill Ford

Chairman and CEO 25


Overview: Our industry, the business environment and societal expectations continue to evolve, and so does our reporting. Find out how we are managing sustainability as a strategic priority within the business.

Our Impacts: As a major multinational enterprise, our activities have far-reaching impacts on enviro environm nment ental al,, socia sociall and and econo economi micc syste systems ms.. Read Read about about our analy analysis sis and prioritization of these issues and impacts.

"The challenge for us now is to reconcile our need to respond to mainstream investors with our long-term sustainability goals."

Barbara Gasper

Charles Griffith Auto Projector Director,

Madelyn Hochstein President and Founder, DYG Inc.

Vice President Investor Relations

Marv Adams Senior Vice President Corporate Strategy and Chief Information Office

3.2 FORTUNE FORD PROFILE: 26

Make Every Day Exciting Fortune Ford is an authorized dealer for Ford India Limited, who are one

of the the leadin leading g manu manufac factu ture rers rs of top top qual qualit ity y cars cars in India India,, with with many many variants in the offering. Fortune Ford is a 50:50% Joint Venture set up between two well known and reputed

families in Hyderabad, the Modis and the Babu Khans. Fortune Ford is a blend of experience and youth. The experience and good will that Mr. Misbahuddin Babu Khan and Mr. Pramod Modi enjoy blend very well with the youth and energy of the youngsters Bashir, Ashish, Nirav and Siraj to make Fortune Ford a truly world class Ford Dealership. Fortune Ford markets and services the recently launched truly European Ford Fiesta,

the ever-popular Ford Ikon Flair , the No non-sense car Ford Fusion and the macho SUV the Ford Endeavour through its sales and service outlets at Hyderabad. The sales outlet is located strategically at Somajiguda next to Eanadu. We have two service center centers, s, one at Chape Chapell Road, Road, Abid Abidss opp oppos osit itee Stan Stanley ley Coll College ege and and other other one at Fathebagh, Santhnagar. These centrally located outlets provide convenient and easy access to both the proud owners as well as prospective buyers.The workforce at Fortune Ford is committed to excellence in serving all esteemed customers.

The Sales Team is made up of dedicated showroom and field executives who are professionally trained by Ford India Limited. They are adept at guiding the customer through the entire sales process right from assisting in the choice of model, colour and features to lending a helping hand in provi providin ding g attr attrac acti tive ve buyb buybac ack k opti option onss and and also also arra arrang ngin ing g finan finance ce at competitive rates. The Service Centre is armed with the state-of-the art equipment and is inline with Ford's exacting Global standards. The service team is technically qualified and trained to analyze and provide solutions adhering to Quality Care, in order to satisfy even the most demanding customers. The Fortune Ford dealership dealership maintains maintains a high standard standard of excellence excellence in sales and services by sending its personnel for training on a regular basis to Ford Ford India India Limi Limite ted, d, to upda update te them them with with the the lates latestt tech techno nolo logi gica call advances in the automotive sphere.

SHOWROOM 27

Make Every Day Exciting •

We have 5000 sft centrally air conditioned showroom, located in the heart of the city in Somajiguda, adjacent to Eenadu office and just opp. to Khairtabad RTA. This makes convenient for almost every one residing in and around Hyderabad and Secunderabad.

The facilities offered from the showroom are : •

Very easy finance facility with in-house finance team to cater to your your ever every y car car fina financ nce e requi require reme ment nts. s. All All the the leadi leading ng finan finance ce counte counters rs are availab available le like like ICICI, ICICI, HDFC, HDFC, KOTAK, KOTAK, SUNDARAM, SBI, etc.

•

Exchange offer for any of your used car. Free spot evaluation for any usedcar.

•

Profess Profession ionally ally trained trained and courte courteous ous sales sales staff staff to take take care care of every relevant needs of the customers.

•

Ford preferred insurance for cashless transactions in the event of claims. Special offer on insurance renewals. You can also renew your insurance by just making call to our service marketing help line 9848885962.

•

•

Full range of Ford cars with all colors and models to choose from. A good stock of Ford genunine accessories to make your Ford ownership more delightful and safe.

•

A well maintained fleet of test drive cars to give you the feel and experience the drive dynamics on actual driving conditions before take the purchase decisions. You can call our sales help line for test drive or fill the on-line test drive requisition form.

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SERVICE CENTERS We believe that a customer is for life and it will be our endeavor to make your Ford ownership experience truly cherish able. We will make all efforts in meeting this commi commitm tment ent and will will alway alwayss welco welcome me your your sugge suggesti stions ons and advice advice to achi achieve eve excellence in everything we do.

We have have two worksh workshops ops strate strategic gically ally locate located d at Sanathnagar , convenience, you can choose any Abids and Tolichowki. Based on your convenience, of these two facilities to get your car serviced. •

ABIDS SERVICE CENTER

# 5-9-171,Chapel Road, Abids, Hyd – 500 001. Telephone: 040-66848384 Service Appointment No. 9848885881 e-mail : [email protected]

•

SANATHNAGAR SERVICE CENTER

# 7-2-1851,Fathe Bagh, Sanath Nagar, Hyd-18. Telephone: 040-23800000,23801415 Service Appointment No . 9848885880 e-mail : [email protected]

•

TOLICHOWKI QUICK REPAIR CENTER

# 9-4-76/A/6,Nizam Colony, Hyd - 500008 Telephone: 040-23565000 Service Appointment No . 9848885882 e-mail : [email protected]

The following are some of the facilities provided by Fortune Ford to all our esteemed customers: •

In case of any break down, you can call our Road side assistance help line no.9848844000. Towing facility is arranged with a nominal cost

•

Pick-up and Drop facility with prior appointment. 29

Make Every Day Exciting •

Entire range of spare parts and accessories accessories are available to ensure ensure minimum down time of your car.

•

A team of Ford trained and experienced service technicians to take care of your car.

•

An air-conditioned waiting lounge with valuable reading material and relat lated infor formation ion to make your waiting time more memorable.

•

Body shop with computerized colour mixing equipment and well trained skilled staff to take care of your every body shop repair job.

•

Insurance help desk to assist you in the event of any accident repair.

•

We look forward to a warm and long lasting relationship and wish you the smoothest of the driving experience for years to come.

ACCESSORIES Your car stands out in the crowd! This is no dream. To put a unique stamp of indi indivi vidu dual al perso persona nalit lity y and and styl style e on a Ford Ford car, car, a snaz snazzy zy rang range e of accessories are available. So now there is unlimited leverage to sport a distinct style! Genuine accessories are designed and marketed by Ford Indi India, a, keep keepin ing g in mi mind nd indi indiv vidua iduali list stic ic styl styles es.. Each Each and and ever every y Ford Ford accessory is built to last and designed to stand apart for the discerning Ford owner...You! Also, at Fortune Ford trained electricians and mechanics are available to ensure that each and every accessory is fitted as per requirement, to get the best out of it.

Competitive Pricing: 30


Ford accessories are great value for money. What you get when you opt for Ford accessories is economy in the long run. With Ford accessories, you can enjoy the feeling of being a savvy customer.

Highest Ford Standards of Quality: Ford Ford access accessorie oriess confor conform m to exacti exacting ng standa standards rds of quality quality.. And these standards are the ones that the customers are familiar with, like the ones that Ford adheres to when the cars are made.

Customized for Ford Cars : All the the acce access ssor ories ies are are perfe perfect ctly ly comp compat atibl ible e with with the the Ford Ford cars cars.. That That means accurate fitment, and of course, the perfect Ford styling.

Exclusive Designs: A lot of creativity and effort is invested in designing Ford accessories. Each and and ever every y Ford Ford acce access ssor ory y can can be easi easily ly diffe differe rent ntia iate ted d beca becaus use e their their exclusivity sets them apart from other run-of-the-mill products.

CONTACT US AT

SOMAJIGUDA

Address

6-3-569/2, Rockdale, Somajiguda, Hyderabad - 500 082.

Telephone

040-23322340, 040-23300700

Email

[email protected]

Mobile

+91-9848844000

31

Make Every Day Exciting ABIDS

Address

5-9-171,Chapel Road, Abids, Hyderabad - 500 001.

Telephone

040-55848474

Email

[email protected]

Mobile

+91-9848885881

SANATHNAGAR

Address

7-2-1851,Fathe Bagh, Sanath Nagar, Hyderabad -500018.

Telephone

040-23800000

Email

[email protected]

Mobile

+91-9848885880

TOLICHOWKI

Address

9-4-76/A/6, Nizam Colony, Opp.Mogal Residency, Tolichowki, Hyd -80

Telephone

040-23565000

Email

[email protected]

Mobile

+91-9848885882

32


Help Lines

2.3 History of Ford in India: 1907 India begins selling the Model A 1926 Ford India is established by Ford of Canada 1935 Indian government officials ask Henry Ford to consider building a car

manufacturing plant in Bombay Mahatm tma a Gand Gandhi hi send sendss spin spinnin ning g wheel wheel,, the the symb symbol ol of Indi India' a'ss 1941 Maha economic independence, to Henry Ford. 1954 Ford India operations cease. 1969 Ford re-enters India in a joint venture with Escorts Ltd. to produce

tractors. 1991 Ford ceases tractor operations.

Ford establishes Climate Systems India, a joint venture with Maruti and Sumitomo Corporation. 1993 Production starts at the Climate Systems India Plant in Bhiwandi. 1995 (Feb) Ford demonstrates its commitment to the Indian market by

completing an equity purchase of 5.8% in M&M. 1995 (Sept) Ford and M&M file for government approval to establish a

joint venture company to manufacture and distribute vehicles. 1995 (Nov) Ford and M&M receive government approval on joint venture

called Mahindra Ford India Ltd. (MFIL.)

33

Make Every Day Exciting 1996 (Jan) Mahindra Ford India Ltd. announces the choice of Maraimalai

Nagar as the site for the new manufacturing facility to begin with the production of the Fiesta. 1996 (Aug) The first Indian-built Ford Escort rolls off the line in the Nashik

Assembly Plant. 1996 (Sept) Ford Escort receives more than 70,000 sales bookings.

Mahindra a Ford Ford makes makes histor history y in India India by simult simultaneo aneousl usly y 1996 (Oct) (Oct) Mahindr handing over the first cars in seven cities just one month after close of bookings. 1997 (June) MFIL launches Ford Escort Freedom to mark India's 50 th year

of independence. 1997 (Sept) MFIL launches Ford Escort Anniversary to mark the first

anniversary of Ford Escort in India. 1997 (Oct) The Ford-sponsored photo exhibition, India: A Celebration of

Independence, opens in New Delhi. chosen best quality quality car in JD Power's Power's India Initial Initial 1997 (Nov) Ford Escort chosen Quality Survey. 1997 (Dec) MFIL tops JD Power's Customer Satisfaction Index. 1998 (Mar) Ford establishes the Henry Ford Chair at the Indian Institute

of

Technology

M&M announces decision to modify its equity in MFIL. 1999 (July) Ford India lays the foundation stone for an export plant. The

export plant will source auto components locally and assemble kits to export to overseas markets. 1999 (Nov) Ford India launches the IKON -- first car built specifically for

India by a multi-natio multi-national nal company -- built at its new state-of-the state-of-the-art -art plant in Tamil Nadu. 2000 (Feb) Ford India announced that the IKON 1.3 CLXi Endura-E petrol

would be available at Ford dealerships across India from March 1, 2000.

34


The IKON IKON 1.6 1.6 Rall Rally y Spor Sportt was was made made avai availa labl ble e at Ford Ford 2000 (Mar) (Mar) The dealerships

on

March

24,

2000

The Ford IKON is specially designed for India. The IKON has 70 per cent local content. 2000 2000

Februa uary ry 10, 10, Ford ord India ndia annou nnounc nced ed that that Narai arain n (Feb (Feb)) On Febr

Karthikeyan would be racing for the Ford-owned Jaguar racing team in the FIA British Formula 3 championship. The company renewed its sponsorship agreement agreement and organised organised a corporate corporate sponsorship sponsorship consortium consortium to provide provide training, training, development, development, mentoring and financial backing to Narain Narain in a bid to become the British Formula 3 champion in 2000. 2000 (Apr) Ford India launched Ford Assured on April 24, 2000, a new

initiative to buy and sell used cars. This initiative is a 'first of its kind' venture, in which Ford India along with its dealerships will buy, recondition and sell various models of used cars. 2000 (June) Certified for ISO 14001 : 1996 on June 8, 2000 2000 (June) On June 23, 2000, Ford India introduced the latest member

of the Josh team, The Ford IKON EXi. This model is available at Ford dealerships from July 2000. August st 4, Ford Ford Indi India a anno announ unce ced d the the Cons Conserv ervat atio ion n & 2000 (Aug) (Aug) On Augu Environmental Grants programme in India. The grants programme is open to proj projec ects ts in fiv five cate catego gori ries es:: Natu Natura rall Envi Enviro ronm nmen ent, t, Cons Conser erva vati tion on Engineering, Heritage, Environmental Education and Youth projects. 2000 (Sept) On September 11, Ford India launched the Ford IKON SXi –

the stylish ‘josh’ machine -- simultaneously in New Delhi, Mumbai and Bang Bangal alor ore. e. This This mode modell is avai availa labl ble e at Ford Ford deal dealer ersh ship ipss from from mi middSeptember 2000. Ford India India has has star starte ted d expo export rtin ing g Ford Ford IKON IKON CKD CKD unit units, s, 2000 (Oct) (Oct) Ford registering an initial order of 1600 units in October 2000. Ford India is well on its way to reach the target figure of 21,000 IKONs in the current financial year, having already crossed the figure of 19,000 IKONs.

35

Make Every Day Exciting 2001 (Feb) Ford India launched a distinctive website with exciting new

desig design n eleme element nt and and featu features res to delig delight ht moto motori ring ng enth enthus usia iast sts, s, call called ed www.india.ford.com. 2001 (Feb) Ford Assured launched in a partnership with the dealership to

buy, recondition and sell used cars of different Indian makes. 2001 (May) Certified ISO 9001:1994 on May 02, 2001.

Ford anno announ unce cess winn winner er for for the the Ford Ford Cons Conserv ervat atio ion n and and 2001 (Nov) (Nov) Ford Environment Grant program 2001. Ford India announced the winners of the Ford Conservation & Environmental Grants (C&E) Programme in an awards awards ceremo ceremony ny held held at IIT, IIT, Madras Madras.. Dr Palanic Palanicham hami, i, IAS, IAS, Secret Secretary ary,, Environment & Forest Department, Government of Tamilnadu, presided over the function and presented the grant to five winners from the adult and youth category. 2001(Nov) Ford India launched the Ford Mondeo. 2002 (Jan) Ford India show cases a wide spectrum of exciting cars at the Auto Expo 2002. Ford India unveiled a wide range of exciting cars

from the Ford Motor Company stable at the Auto Expo 2002, at Pragati Maidan, New Delhi. Designed by renowned art director Sabu Cyril, the Ford pavilion promises to provide an invigorating experience of unleashing the power of imagination with fun to drive and stylish products on display. 2002 (Jan) Ford India Limited announced a strategic partnership with

Hind Hindus usta tan n Moto Motors rs Limi Limite ted d (HML (HML)) for for the the manu manufa fact ctur ure e of auto automo mobil bile e engines and transmissions in India. Engines and transmissions for Ford India Limited will be manufactured at HML's state-of-the-art machining and assembly plant at Pithampur near Indore in Madhya Pradesh. 2002 (Mar) Certified QS 9000: 1998, 3rd edition on March 21, 2002 Ford

India received the QS 9000 award from TÜV Süddeutschland. New Ikon Ikon Vari Varian antt 1.6 1.6 EXi EXi was was laun launch ched ed New Delhi 2002 (Sept) (Sept) New Delhi,, September 02, 2002 – Ford India Limited today launched the Ford Ikon

1.6 EXi, its latest variant in the Ikon portfolio,offering a combination of high performance and premium features at great gr eat value. The new Ford Ikon

36


1.6 EXi, is powered by the 1.6 litre Rocam petrol engine, delivering 91 HP @ 5500 rpm and a peak torque of 130 Nm @ 2500 RPM. 2003 (Jan) The New Ford Ikon NXT launched - The Next Level of Josh. 2003 (Feb) Ford India doubles sale with Ford Ikon NXT for the month of

January 2003 with a record 1,737 units compared to 860 units during the same month last year. 2003 (March) Adding Refinement to Josh- Ford India launches Ikon NXT

‘Finesse.’ 2003 (June) Ford Celebrates Centennial in India.

Ford Motor Company awards World Excellence Award to Cooper Tire & Rubber India. 2003 (July) Ford India launches Ikon NXT SXi.

Ford India Ranks Highest in J.D. Power India Sales Satisfaction Study. 2003 (Aug) Ford launches Ikon Flair at Rs. 4.95 Lakhs. 2003 (Sept) Ford Endeavor debuts in India. 2003 (Oct) Ford announces price of Endeavour at Rs. 12.90 Lakhs. 2003 (Dec) J.D. Power ranks Ford Ikon highest in apeal.

BBC World’s Wheels Awards 2003 First ever Viewers’ Choice Awards announced

BBC World named the winning cars and bikes of the prestigious Wheels Awards 2003. Sponsored by Servo World Class Engine Oil,

Wheels

is the

popular weekly automobile show on BBC World. Ford Ikon 1.6 NXT SXI Best car between Rs 5 and Rs 8 Lacs Ford Endeavor 4WD Best SUV over Rs 10 Lacs 2004 (Jan) Autocar SUV of the Year – Winner Ford Endeavour.

37


2.4 Fortune Ford Products 1. Ford Ford Fie Fiest sta. a. 2. Ford Ford Fla Flair. ir. 3. Ford Ford Fus Fusion. ion. 4. Ford Ford End Endea eavo vour ur.. Price list of above Products: (W.E.F May 1st, 2007)

•

Ford Fiesta:

(prices in rupees)

1.4 Duratec

1.6

1.6 Sxi Abs

duratec PETROL

Exi

Spl. Elite

Zxi

Sxi Abs

With alloys

pack* Ex- Showroom

5,86,500

5,86,500

6,32,200

7,18,200

Insurance

21,570

21,570

23,170

2 9 ,3 2 5

29,325

Life Tax

52,900

52,900

57,020

64,760

64,760

Registration

2,500

2,500

2,500

2,500

2,500

T/R Charges Ext. Warranty(2

500 5,500

500 5 ,5 0 0

500 5,500

500 5,500

7,18,200

500 5,500

38


yr) Incidental

5 ,0 0 0

5,000

5 ,0 0 0

5,000

5,000

Essential Pack

2,340

38,000

2,470

2,470

22,470

On Road Price

6,76,810

7,12,470

7,28,360

8,28,255

Charges

8,48,255

1.4 Duratec DIESEL

Exi

Spl. Elite

Sxi Abs

Zx i

Sxi Abs(A)

8,02,200

7,42,200

8,02,200

pack* Ex- Showroom

6,96,500

6,96,500

Insurance

25,450

25,450

29,155

27,050

29,155

Life Tax

62,800

62,800

72,320

66,920

72,320

Registration

2,500

2,500

2,500

2,500

2,500

T/R Charges

500

500

500

500

500

Ext. Warranty(1

5 ,5 0 0

5,500

5,500

5,500

5,500

5 ,0 0 0

5,000

5,000

5,000

5,000

Essential Pack

2,340

38,000

2,470

2,470

22,470

On Road Price

8,00,590

8,36,250

8,52,140

9,39,645

yr) Incidental Charges

9,19,645

39


FORD IKON: PETROL

1.3 Flair

Flair

Blast kit 1

(prices in rupees)

Blast kit 2 (Rs.)**

(Rs.)** Ex- Showroom

4,75,900

4,75,900

4,75,900

Insurance

17,720

1 7 ,7 2 0

17,720

Life Tax

42,950

4 2 ,9 5 0

42,950

Registration

2,500

2,500

2,500

T/R Charges Ext. Warranty(1

50 0

500

500

5,300

5,300

5,300

5,000

5,000

5,000

Blast Kit

3,120

35,000

24,000

On Road Price

5,52,990

5,84,870

5,73,870

yr) Incidental Charges

40


•

FORD FUSION: (W.E.F. 19th july,2007) FORD FUSION

Petrol

TDCI

Ex- Showroom(VAT)

5,70,000

6,59,000

Insurance

23,880

2 4 ,1 3 5

Life Tax

51,420

59,430

T/R Charges

500

500

Registration

2,500

2,500

Ex – Warranty

5,990

5 ,9 9 0

Incidential Charges

5,000

5,000

Essential Pack

3,200

3 ,2 0 0

Total

6,62,490

7,59,755

41


FORD ENDEAVOUR: (W.E.F. 1st June 2007) Diesel

Model

4x2

4x2(ltd

4x4

edition)** Ex – showroom

14,72,000

15,52,000

15,62,000

Insurance

57,000

59,940

60,305

Life-Tax

1,32,600

1,39,800

1,40,700

500

500

5 00

T/R Charges Registration *

2,500

2,500

2,500

Ex- Warranty

9,225

9,225

9,225

Incidential

5,000

5,000

5,000

16,78,825

17,68,965

17,80,230

Charges Total

42


Terms & Conditions: •

Please collect the original receipt after paying the advance or full amount.

•

Prices are subject to change with out notice. Prices prevailing at the time of physical delivery will be applicable.

•

Vehicles will be delivered only after all registration formalities are completed as per the motor vehicle act.

•

100 % payment to be made before to delivery by D.D / Cheque / Cash / Pay order in favour of “M/s. Fortune Automobiles India pvt. Ltd”.

•

Vehicle will be registered and delivered only after receipt of full payment.

•

Booking amount shall not carry any interest.

•

Please produce your PAN copy against delivery as for Govt. rules.

•

Cheque subject to realization.

43


Note: All payments to be made to the cashier at the show room only

CHAPTER 4

THEORETICAL PERSPECTIVE

44


Customer Relationship Management

Custome Customerr relation relationship ship managem management ent (CRM) (CRM) is perhaps perhaps the most import important ant concept of modern marketing. marketing. Until recently, recently, CRM has been defined defined narrowly as a customer data management management activity. activity. By this definition, definition, it involves managing detailed detailed informa informatio tion n about about individu individual al custome customers rs and carefull carefully y managin managing g custome customers rs “touch “touch points” in order to maximize customer loyalty.

More recently, however, customer relationship management has taken on a bro broad ader er mean meanin ing. g. In this this broa broade derr sens sense, e,

Customer Customer relationshi relationship p

management is the overall process of building and maintaining profitable customer relationships by delivering superior customer value and satisfaction. It deals with all aspects of acquiring, keeping, and growing customers.

To over come such problems, many companies are now turning to customer relationship relationship management management (CRM) to manage detailed detailed information information about individual individual custo custome mers rs and caref carefull ully y manag managed ed custo custome merr touch touch point pointss in order order to maxim maximize ize customer loyalty. In recent years, there has been an explosion in the number of companies using CRM. U.S companies spent an estimated $ 42.8 billion last year on CRM systems from companies such as Siebel Systems, Oracle, Micro Soft and SAS and spending is expected to increase by 11.5% a year through 2007.

CRM consists of sophisticated software and analytical tools that integrate customer information from all sources, analyze it in depth, and apply the results to build strong customer relationships. relationships. CRM integrate integrate everything everything that company’s sales,

45

Make Every Day Exciting service, and marketing teams know about individual customers to provide a 360degree view of the customer relationship.

CRM analysts develop data warehouses and use sophisticated sophisticated data mining techniques to unearth the riches hidden in customer data. A data warehouse is a company wide electron electronic ic data data base of finely finely detailed detailed customer customer informa information tion that needs needs to sifted sifted through for gems.

The purpose of a data warehouse is not just to gather information, but to pull it together into central, accessible location. Then, once the data warehouse brings the data together, the company use high-powered data mining techniques to sift through the mounds of data and dig out interesting finding about customers. Such data systems can give a company a big competitive advantage.

By using CRM to understand customers better, companies can provide high levels of customer service and develop deeper customer relationships. They can use CRM to point out high-value customers, target them more effectively, cross-sell the company’s product, and create offers tailored to specific customer requirements.

CRM benefits don’t come without cost or risk, not only collecting the original customer data but maintaini maintaining ng and mining it. An estimated estimated half or more of all CRM efforts fail to meet their objectives. The most common case of CRM failures is that companies mistakenly view CRM only as a technology and software solution. But technology alone cannot build profitable customer relationships. “CRM is not a technology solution-you can’t achieve … improved customer relationships by simply slapping in some software’s ”, says a CRM exports.

46

Make Every Day Exciting Instead, CRM is just one part of an effective overall customer relationship management strategy .

Benefits of CRM •

Improved customer retention

•

Purchase amount increases over time –

•

•

Avera Average ge of 8%/ 8%/ye year ar in the the insu insura rance nce indu industr stry y

Reduction in costs –

Order proce ocessi ssing

–

Shor Shortt-te term rm acq acqui uisi siti tion on cost costss

–

Custo ustome merr refe referr rral alss

On the “grey markets” –

Ofte Often n har harmf mful ul to prof profit itss

–

Frequen Frequently tly used to level level inventor inventories ies 2-way 2-way communi communicati cations ons

–

Impro Improves ves custo custome merr satis satisfac facti tion on

Cultural changes: Top executives must drive the initiative –

Shift Shift from from produc productt orient orientat ation ion to to custo custome mer r

Shift in marketing type –

Away Away from from mass, mass, towar towards ds per person sonal al “1: “1:1” 1”

Change in attitude at all levels –

Compens Compensati ation on system system must change change to reinforc reinforcee new behavior behaviorss

New positions or teams should be formed.

47


CRM across Company Functions:

Marketing – Account management expertise Research & Development – Specifications that define requirements Logistics – Knowledge of customer service requirements Production – Manufacturing strategy Purchasing – Sourcing strategy Finance – Customer Profitability Reports

The concept of relationship relationship management At the brodest level, the function of an enterprise’s marketing activities is to bring to buyers and sellers together, to create customers. while getting customers is

48

Make Every Day Exciting fundamental to business success, keeping customers is more important. successful firms work build long term relationships with their customers. the term relationship managem management ent (relati (relationsh onship ip marketi marketing)c ng)comm ommunic unicates ates the idea that major major goal of a business enterprise is to engage in interactions with customers over the long term. Consider the local butcher of years ago. When a female customer customer walked in to the shop, the butcher said hello and called the customer by name. the butcher knew how customer wanted her steaks and chops trimmed. He knew her family always grilled hamburgers on weekend and those they preferred ground sirloin over ground chuck chuck althou although gh he speci special alize ized d in meat meats; s; he also also stocke stocked d hambur hamburger ger bun bunss so is customer needed make only one stop. she appreciated the personalized service she received both the butcher and the customer profited from this loyalty relationship. The old-fashioned butcher understood his customers and promptly responded to their needs. in recent years, contemporary marketers have realized that they can learn a lot from shop keepers of the past. Contemporary Contemporary markets recognize that, once a sale sale occurs, occurs, the firm firm must must stress stress managi managing ng relatio relationshi nships ps that that will will bring bring about about additio additional nal exchanges. exchanges. Making a sale sale should should not be viewed viewed as end of the marketing marketing process, but rather as the start of the organization’s relationship with a customer. (The relationship between a buyer and a seller seldom ends when sale is made. in a greatly greatly increasi increasing ng proporti proportion on of transac transactio tions, ns, the relation relationship ship actually actually intensi intensifies fies subsequent to the sale. this becomes the buyer’s critical factor in the buyer’s choice the seller the next time around ………the sale merely consummates the courtship then the marriage begins. how good the marriage is depends on how when the relationship is managed by the seller.) A principle thesis of this text is that customers who receive more than they expect from an organization are pleased and satisfied. Satisfied customers who develop a history of positive interactions and who want to purchase the same product or a related item will return to the organization that has treated them well in the past. As firms firms striv strivee to treat treat custo custome mers rs in a manne mannerr that that encour encourage agess repea repeatt sales sales,, they they maximize the lifetime value of customer relationships Successful Successful small firms, such as the traditional butcher, have to be relationship orient oriented. ed. Th They ey kno know w that that they they custo custome mers rs – buy buyer erss who who purch purchase ase promi promise sess of

49

Make Every Day Exciting satisfaction- prefer to be business repeatedly with people and organizations’ they trust. They know that establishing establishing relationships with customers can increase long-run sales and reduce marketing cost. They know that not all customers want the same product and services. They know that two individuals may buy the same product for different reasons. they know that marketing to existing customers to gain repeat business provides benefits to both the organization and customers. in summary, a business enterprise, organization, or firm must focus on both getting and keeping customers. It is the marketer’s job to use the resources of the entire organization to create, interpret and maintain the relationship with customers. It seems important to note that all academic and practitioner-oriented experts see see a gap gap betw betwee een n the the rela relati tion onsh ship ip mana manage geme ment nt and and prac practi tica call appl applic icat atio ion. n. Philosop Philosophic hically ally,, relati relationsh onship ip managem management ent addresse addressess the heart heart of marketi marketing ng and, hopefully, the heart any organization-its desire to profitably meet the life needs of customers better then the competition does. At a tactical level, when inappropriately applied relation ship management uses information technology to spawn short-term loya loyalt lty y sche scheme mess that that are are ofte often n oppo opport rtun unis isti ticc and and may may crea create te loya loyalt lty y to the the incentive(i.e., frequent flyer points), as opposed to the provider(the airline).thus it is to impo import rtan antt to unde unders rsta tand nd both both the the phil philos osop ophy hy and and the the tact tactic icss of cust custom omer er relationship management. A customer relationship management (CRM) system by its simplest definition, definition, is a process to compile information information that increases understanding understanding of how to manage an organization’s relationship with customers. in this simple view, a CRM syste system m consis consists ts of two two dime dimensi nsions ons,, analy analysi siss of actio action. n. Mo More re forma formall lly, y, CRM CRM is business strategy that uses information technology to provide an enterprise with a comprehensive, reliable, and integrated view of its customer base so that all processes and and

cust custom omer er inte intera ract ctio ions ns help help main mainta tain in and and expa expand nd mutu mutual ally ly bene benefi fici cial al

relationships. CRM is thus a technique technique or a set of processes designed designed to collect data and provides provides the information that helps the organization evaluate the strategic options. A CRM strategy should help organizations improve the profitability of their interactions with current and potential customers while at the same time making those interactions friendli friendlier er through through individu individualiz alizatio ation n and personal personalizat ization. ion. The purposes purposes of a CRM

50

Make Every Day Exciting system are to enhance customer service, improve customer satisfaction, and ensure customer retention by aligning business processes with technology integration. A CRM system brings together lots of pieces of information about custome customers, rs, custome customerr charact characteris eristics tics,, sales sales transac transactio tions, ns, market marketing ing effecti effectivene veness, ss, respon responsiv sivene eness, ss, and and marke markett trend trends. s. for examp example le,, consid consider, er, the the unite united d servic services es automobile association(USSA),a company that offers insurance and financial services to more than 3.3 million customers who share a mutual background: the military. (nearly (nearly 90 percent percent of all active duty militar military y officer officerss are members, members, and less than 1%ever leave.) USAA USAA’s ’s CRM CRM appro approac ach h reli relies es of infor informa matio tion n techn technolo ology gy to empha emphasiz sizee aerosolized service, mainly via the company’s 32 telephone call centers, where nearly 10,000 customer service representatives filed over 4,00,000 calls each day. When a call comes in, the employee request the member’s account number and then opens a screen listing a chronology of all previous contact and purchases. As conversation proce proceeds eds,, the the USSA USSA custo custome merr servic servicee repres represen enta tati tive ve might might acces accesss the firm’ firm’ss enterprise need based sales service tool, which generates a customized profile of services that the member member might find useful. useful. For instance, instance, if the member lives lives in a flood plain yet doesn’t have flood insurance, the service representative can inform the customer about the benefit of flood insurance. An effective CRM system describes customer relationship in sufficient detail so that all aspects of the organization can access information, match customer needs with satisfying product offerings, remind customers of services requirements, know what other product a customer has purchased, and so forth. A bank’s CRM should give give a servi service ce repres represent entati ative ve in its its tele telepho phone ne all cente centerr the the abilit ability y to retr retriev ievee a complete record of a customer’s company interactions seconds after the customer provides identification information. Many CRM system allow customers themselves to directly access information about their transactions with a company

.POTENTIAL RETURNS OF CRM SYSTEMS

51

Make Every Day Exciting Propo Proponen nents ts of CRM CRM syste systems ms and and the tradi traditi tiona onall concep conceptt of marke marketi ting ng view view the customer as the pivotal point around which the business revolves. A fundamental principle of marketing is that customers are different. Some customers cost a great deal to attack and great deal of service while others require very little service and seem anxious to learn about organization. A basic tent is that different customers represent different levels of profit of firm. Successful organization attempt to define characteristics of the best customers, to then estimate the lifetime value of such customers, and to adjust marketing strategy accordingly. Best customers represent a proportion of all customers in an industry who provide profitable interactions, cost little to care for, and who tend to spread positive word of mouth information about the organization. Calculating value over time as a return of the firms investment in acquiring the customer requires as a comparison comparison of revenue and costs costs how much did we spend spend achieve a given given level of revenue. There are potential benefits as well as cost associated with CRM system for both organization and customers. Organization, or the CRM champions within the organization, tends to think of all the benefits of the system the promise of increased revenu revenues es and lowe lowered red cost. cost. Cust Custom omers ers,, in contr contrast ast,, may may first first think think of the the cost cost associated with the system and have to be reminded of some of the benefits. For example, if the customer orders one product from supplier on the internet and there and suddenly 2,000 messages from firms that sell related goods, the customer may think twice before placing another order on the web or with that organization. Thus ,it can be helpful for organization organization to consider the benefits benefits and disadvantages disadvantages of CRM as they invest in their development.

POTENTIAL BENEFITS OF CRM SYSTEM TO THE ORAGANIZATION The satisfaction of consumers need and wants is the justification for an organization existe existence nce.. An effec effecti tive ve CRM CRM syst system em is away away for the the organi organiza zatio tion n to devel develop op a customer focus that has impact that allows the organization to hear the customer voice. A customer focus means that the organization is ready to view the purchasing process from the customer’s point of view, to empathize with the customer’s feelings,

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Make Every Day Exciting and to treat the customer’s information with great care. If organizations can enough about individual customer than the customer should be satisfied, trusting, and willing to talk positively to others about the organizations wonderful approach the system should enable the organization to retain regular customers as it acquires new ones. Retaining Retaining customers customers and establishing establishing customer loyalty are major objectives of CRM approaches. The cost of acquiring a customer can be high. An old business adage says “it costs six times as much to a new customer as it does keep an old customer.” Although the figures vary by industry an increase is passing year, the point is valid. There There are no acquisition acquisition costs existing existing customers who tend tend to by the same item again and we seek other related products or services from trusted organization. Higher customer retention rates will generally increase revenues and, in most cases, reduce cost. Customer retention simply means that firms satisfies customers and/or offers variety such that the customer comes back and repeats transaction with the same organization.

“The first purchase only trial” is another relevant saying. saying. Suppose a telephone company six million customers using a call waiting feature that cost five dollars a month. During the course of a year, a certain % of this customer cancel their service for reason during the trial period. If the firm could, through personalized personalized promotional messages, stop just I % of those customers –or, 60000 accounts – from canceling, it would retain $3.6 million in annual revenue. The development of CRM system leads to a different kind of thinking about the nature of the business. Historically, marketers have thought in terms of a single product, and their goal has been achieving a high share of market –more customers than their competitors have. In relationship management, the company objective often is to achieve a high share of customer. The company tries to sell an individual customer as many goods and services as it can over the lifetime of that customer’s pat patro rona nage ge.. In esse essenc nce, e, shar sharee of cust custom omer er,, or shar sharee of wall wallet et,, mean meanss that that the the organization wants to please customer to the point that they want the organization to sell them something else. For example wal-mart specializes in lower priced goods, and through it super centers it increase it’s share of customers it regular line of products to include groceries and automobile repairs. CRM system attempt to make

53

Make Every Day Exciting individual customer more profitable by recognizing the initial sale and recommending related items or services to enhance the customer’s experience. Thus, cross-selling and up selling can be fundamental outcomes of effective CRM system. Cross Cross selli selling ng is the the marke marketi ting ng of comp comple leme menta ntary ry produc products ts to exist existing ing custome customers. rs. a retail retail bank that has checkin checking g account account customer customer may market safety deposit box or a car loan to his customer. Over time, it’s able to get the customers home mortgage and equity loan business. One aspect of cross selling is bundling, in which a combination of products is sold as bundle at a price lower then the total of individual prices. for example, southwestern bell telephone’s local telephone service offers the work call return, call blocker, call forwarding, call waiting ,caller ID, and several offerings for one low monthly rate. Up selling is the marketing of higher value of a products to new or existing customers, an insurance company may convince a customer to up grade coverage, a credit card company may try to persuade a customer to upgrade to the platinum card, or a furniture store may attempt to convince a customer to purchase the more expensive versions a table or couch.

An organizations experience the benefits of the customer focus-retention of loyal customer and greater share of customercustomer- the long term profit picture should also improve .since it’s less costly to retain a customer then attract to a new one, CRM system that actually enhance loyalty reduce expenses. as sales related products and service increase, revenues rise. The beauty of customer focus is the emphasis its places on the way that organizations collect use information as a fundamental tool in creating value for customers. However to calculate the return on investment in CRM system, organizations must also consider costs.

POTENTIAL COSTS OF CRM SYSTEMS TO THE ORGANIZATIONS CRM approach is that it allows to marketers to send the right message about the right offers to the best customers at the right time. Achieving that level of quality from a CRM system may require a significant investment in the organizations information technolo technology gy infrastr infrastructu ucture re (served (served based based systems systems,, softwa software re license licensess and updates, updates,

54

Make Every Day Exciting firewalls for security, personal to install and maintain systems training for system users users in differe different nt discipl disciplines ines,, etc)the etc)the IT infrastr infrastructu ucture re is the processi processing ng capacit capacity y required to fulfill customer needs. The concept of a building technology infrastructure can apply to cities and towns towns as well well as firms firms.. With With signi signific ficant ant well well proce processe sses, s, the the syste system m well well must must available 24 hours each day for 7 days of each week for 365 days each and every year. If the organization is located in an area that experiences intermittent power outages, it may loss creditability, customers and the possibility future repeat sales unless its invests in battery support and fail safe back up systems. Another significant cost in developing an effective CRM system is the prices process of change. Process change implies an alteration in the habitual pattern for accomplishing a task, implementing new system and changing traditional thought pattern both be very difficult to accomplish. If the CRM approach is viewed, for example, as simply a way to provide financially based incentives, customer loyalty may not be develop, and , in fact , the firm may damage its brand image as customer anger develops. As competitors match the financial incentives, the entire industry may experience higher operating costs for the same level of sales a decline probability “it takes a much deeper philosophy of relationship development based on added value delivery to sustain relationships at effective level” . Despite the best efforts of organizations organizations to design effective CRM system, it is people who must implement those system and customers who must appreciate them, use them with ease and feel safe in the process. Organization must appreciate “the dance of change” the inevitable interplay between growth and limits/ benefits and cost positive outcomes outcomes are accrue. CRM system holds the promise of growth and benefits benefits but the implementation of system carries with its limits, cost, and other risks.

POTENTIAL BENEFITS OF CRM SYSTEM FOR CUSTOMERS Customer may also profit from CRM approaches and relationship marketing efforts. First the continuity derived from relationship with the same seller simplifies the buyi buying ng proces process. s. Cont Continu inuit ity y impli implies es the stabl stablee connec connecti tion on or linka linkage. ge. A Honda Honda adve advert rtis isem emen entt says says,, “Lif “Lifee is full full of comp compli lica cate ted d deci decisi sion ons. s. Simp Simpli lifi fies es”” this this

55

Make Every Day Exciting advertisement reflects and understanding that people want their buying decisions to be easier. Many buyers do not to want to evaluate too many factors when choosing among alternatives. If a firm can consistently meet a customer’s need over time, the continuity of the exchange serves to simplify the process and reduce the risk of dealing with new supplier. Buyers become regular customers because they to business with organizations that provide a consistent level of product or service quality. For example, most people are loyal to their hairdressers or barbers.

Marketing strategy: A marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage. Marketing strategy is the complete and unbeatable plan, designed specifically for attaining the marketing objectives of the firm/business unit. The marketing objectives indicate what the firm wants to achieve; the marketing strategy provides the design for achieving them.

For example, if the marketing objectives of a business unit stipulate that next year, it should achieve a sales revenue of Rs. 1,000 crore and a net profit of 15 percent of sales revenue, it is the job of marketing strategy to indicate how and wherefrom this sale and profit will come, which product lines/products/brands will accomplish this task and how.

STRATEGIC MARKET SEGMENTATION: Markets can be segmented using several relevant bases. For example, demographic characteristics of consumers, such as age, sex, income/purchasing capacity, education level etc, form one base for segmentation. Geographic characteristics constitute another; and buying behavior of the consumers forms yet another base.

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Make Every Day Exciting The various types of segmentations are  Geographic segmentation

1. Clima limati ticc zone zone 2. Region 3. State 4. District 5. Urba Urban/ n/ru rura rall area area

 Demographic segmentation

1. Age 2. Sex 3. Mari Mariti tial al stat status us 4. Family size 5. Race 6. Religion 7. Occupa cupattion 8. Comm Commun unit ity, y, lan langu guag agee 9. Purc Purcha hasi sing ng cap capac acit ity y 10. Educational Educational levels

11. Social status and income



Psychographic segmentation



Buyer behavior



Benefits segmentation



Volume of purchase segmentation

MARKETING STRATEGIES OF FORD: •

Product differentiation based on operational

efficiency:

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Make Every Day Exciting FORD EXCELLING EXCELLING THROUGH SERVICE: Ford tries to differentiate its offer on the plank of service. It has gone in for a new norm in customer service:

“fix it right-the first time-on time”. Ford is also supplying videotapes showing how repairs have to be done. •

Adopting Offer to Suit Target Segment:

Ford modifies its models models for India:

Ford modified its models for the Indian target segments as shown below:  Higher ground clearance to make the car more compatible to the rougher road

surface in India.  Stiffer rear springs to enable negotiating the ubiquitous patholes on Indian

roads.  Changes in cooling requirement, with greater airflow to the rear.  Higher resistance to dust.  Compatibility of engine with the quality of fuel available in India.  Location of horn buttons on the steering vehicles. (As the India motorist uses

the horn more frequently, for cars sold in India, the horn buttons are kept on the steering wheel and not on a lever on the side as in the models sold in Europe.)

•

Strategic segmentation of cars: The Ford in India has launched the car only for few segment of people.

The segmentation of car buyers based on price preferences are •

Family car segment : These cars forms a reasonably sizeable

segment of the market (around 15 percent).

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Make Every Day Exciting Preferred price range is from 5 lakh to 6 lakh.

‘FORD IKON’ AND ‘FORD FUSION’ come under this type of segment. •

Premium car segment : This segment represents buyers who

need a real world-class car and are willing to pay the due price. Preferred price range starts from 8 lakh to 12 lakh.

‘FORD FIESTA’, ‘FORD MONDEO’ come under this segment of cars. •

SUV segment: The buyers of this segment like to have a big

vehicles. And these cars are also useful for sport riding and even on hill areas. There body is designed similar to offroad vehicles, which can withstand to Indian roads. ‘FORD ENDEAVOUR’ occupies this segment.

Strategic Promotions by FORD:

•

Ford follows the promotions at two levels, they a

1) Promotio Promotions ns of product product directly directly by the the manufact manufacturer urer.. 2) Prom Promoti otions ons at at deale dealerr level. level.

In the first step the products of vehicles manufactured by the Ford Automotives are directly promoted by the manufacturer by himself. In the second step the dealer of the vehicles promotes the vehicles. The various promotional strategies followed by the Ford are •

Advertising in paper

•

Word of mouth etc...

59


CHAPTER 5

RESEARCH METHODOLOGY 60


RESALE VALUE OF DIFFERENT BRANDS

•

Resale values of car's after two years of ownership as a percentage of purchases price.

BRAND Fork Ikon Maruti Hyundai Santro Maruti Omni Maruti Zen Maruti Alto Maruti wagon-R Tata Indica Diesel Fiat Uno Maruti Esteem Opel Corsa Hyundai Accent Honda city Mitsubishi Lancer Ford Fiesta Ford Endeavour Ford Fusion

VALUE (%) 63 55 60 54 58 56 55 58 43 51 55 54 56 49 59 55 50

RANKING 1st

2nd

RESEARCH RESE ARCH METHODOL METH ODOLOGY OGY 61

Make Every Day Exciting QUESTIONNAIRE OR SURVEY METHOD

The survey technique is intended to secure one or more items of information from a sample of respondents who are representatives of a larger group. The information is recorded on a form known as questionnaire. As data are gathered by asking questions from persons who are believed to have desired information, the method is also known as questionnaire technique. Reasons for wide use of this method. It can secure both qualitative and qualitative information directly from the respondents. It is the only method of directly measuring attitudes and motivations. It is quite flexible in term of the types of data to be assembled, the method of collection or the timing of research. A ques questi tion onna nair iree is simp simply ly a form formal aliz ized ed set set of ques questi tion onss for for elic elicit itin ing g information. information. As such, its function is measurement measurement and it represents the most common from of measurement in marketing research. Although the questionnaire generally is associ associat ated ed with with surve surveys ys,, it is also also frequ frequent ently ly the measu measurem rement ent instr instrum ument ent in experimental designs as well. When a questionnaire is administered by means of telephone or by a personal interview, it often is termed as interview schedule, or simply schedule. Data Collection:

The collection of information is ascertained through two principal Sources: 1).

Primary Data

2).

Secondary Data

62


1.

Primary Data: Meaning: primary sources of data are the data which needs the personal

efforts to collect it and which are not readily available. The collection of this data requires lot of time and efforts. Following are the few ways in which the primary data can be collected: i)

Questionnaires: Its set of questions on a sheet of paper was being

given to the respondents of fill it, bases on which the data was interpreted. ii )

Direct interviewing: Direct interviewing involved the process

where I asked the questions directly to the customers and I got the feedback.

2.

Secondary Data: Secondary sources are the other important sources through which the data

were collected. Any data which have been gathered earlier for some other purpose are secondary data in the hands of researcher. Two sources of secondary data: •

•

•

Internal sources. External sources.

Internal souces:  Accounting records.  Sales force reports.  Miscellaneous reports.  Internal experts.

•

External sources:  Computerized data base  Associations  Govt. agencies.  Directories.  Published sources.  External experts.

63

Make Every Day Exciting . The secondary sources helpful for study were

1.

Textbooks

advertisement 2.

like

marketing

management

research

methodology

and sales promotion etc.

Internet was made use for the collection of the data.

3.

Newspapers were also referred.

4.

Business magazines were referred.

5.

Some journal was also referred

64


CHAPTER 6 ANALYSIS AND INTERPRETATION

65


Table – 1

Customer satisfaction over Ford brands:

Attributes

No. of Respondents.

Percentage %

Maintenance

20

20 %

Value for money

10

10 %

Insurance facility

15

15 %

Warranty

20

20 %

Finance

15

15 %

Servicing

20

20 %

Total

1 00

100%

Interpretation: From the above table 60 % of the customers satisfy service, warranty and maintenance. Remaining 40% of customers are satisfied with insurance, Value for money and finance facility.

66


Table – 2 Market demand over Ford Fiesta variants:

Variants

No. Of Respondents.

Percentage%

Exi (Diesel)

10

10 %

Zxi (Diesel)

25

25 %

Sxi (Diesel)

15

15 %

Exi (Petrol)

10

10 %

Zxi (Petrol)

25

25 %

Sxi (Petrol)

15

15 %

Total

100

100%

Interpretation: From the above table 50 % of the customers use Zxi. Remaining 30% of customers are use Sxi, and 20% of customers use Exi. It means fiesta Zxi is a market boom.

67


Table – 3

The channel to know about ford fiesta.

Came to know by.

No. Of Respondents.

Percentage%

Paper Add

10

10 %

Tagging

10

10 %

Mail

15

15 %

Executive

20

20 %

Event

20

20 %

Road Shows

15

15 %

Friends & Relations

10

10

Total

1 00

100%

Interpretation:

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Make Every Day Exciting From the above table 40 % of the customers came to know by the executives & events. 30 % of the customers by road shows and mails. 30 % of the customers by paper add, tagging and relations.

Table – 4 Influence factors to afford ford brands. 1. Perf Perfor orma manc nce: e:

Attributes

No. of Respondents.

Percentage %

Excellent

20

20 %

Very Good

45

45 %

G oo d

25

25 %

Fair

10

10 %

Poor

0

0

Total

1 00

100%

Excellent Very Good Good Fair Poor

Interpretation: From the above graph it is clear that 45% of people are satisfied with the ford car performance, 20% of people are fully satisfied ,25% of customers feel good performance and only for 10% its below average line.

69


Table – 5

Safety system of ford brands:

Attributes

No. of Respondents.

Percentage %

Excellent

20

20 %

Very Good

30

30 %

G oo d

40

40 %

Fair

10

10 %

Poor

0

0

Total

1 00

100%

Excellent Very Good Good Fair Poor

Interpretation: The above graph depicts 20% of customers are opinion was too good safety system , 70% people says it good system of safety and only 10% feel that below average.

70


Table – 6

After Sales Service system:

Attributes

No. of Respondents.

Percentage %

Excellent

20

20 %

G oo d

40

40 %

Poor

40

40 %

Total

1 00

100%

Interpretation:

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Make Every Day Exciting The above graph shows that on an average 60 % are satisfied with after sale service and only 40 % of customers are not satisfied with existing service system.

CHAPTER7

72


FINDINGS & SUGGESTIONS

OBSERVATIONS The research has brought to light various facts about customer relationship at Fortune Ford the questionnaire that was contact customers to obtain their feedback had helped to understand customer needs and wants and their feedback is providing to maintain better customer relationship.

1

It has has bee been n fou found nd that that most most of the the cus custo tome mers rs were were sati satisf sfie ied d wit with h the the Ford Ford Fiesta model.

2

Ford Fiesta is maintaining a good position in the market among its competitors.

3

Most Mo st of the the cus custo tome mers rs sat satis isfi fied ed with with Dura Dura tech techno nolo logy gy,, saf safet ety y fea featu ture ress and and it’s performance.

4

Some Some of the the cus custo tome mers rs are are sati satisf sfie ied d wit with h the the mile mileag agee of of For Ford d Fie Fiest sta. a.

5

Some Some of the the cus custo tome mers rs are are cam camee to to kno know w abo about ut the the For Ford d Fie Fiest staa thr throu ough gh the the mailing and their friends and relatives.

6

It is obse observ rved ed that that the the mos mostt of of the the corp corpor orat atee cus custo tome mers rs are are attr attrac acte ted d by by the the Corporate Offers which are provided by Fortune Ford.

7

Majo Majori rity ty of the the res respo pond nden entt fee feell tha thatt Fie Fiest staa mod model el is exce excell llen entt and and good good value for money.

73

Make Every Day Exciting 8

It is obse observ rved ed that that the the cus custo tome mers rs are are sat satis isfi fied ed with with the the tot total al main mainte tena nanc ncee plan.

9

It is obse observ rved ed that that most most of the the cus custo tome mers rs are are hig highl hly y sati satisf sfie ied d wit with h insurance and finance facility.

10

Perf Perfor orma manc ncee is one one of the the inf influ luen enci cing ng fac facto torr to the the cus custo tome mers rs..

SUGGESTIONS After the analysing the data gather to the survey, the following suggestion’s are proposed:

1

In an attempt to maintain good relations, CUSTOMER CONTACT PROGRAM (CCP) is to be carried out every month to receive their feedback regularly.

2

Effo Effort rtss sho shoul uld d be be mad madee to to con conta tact ct the the cus custo tome mers rs righ rightt aft after er the the sale saless thi thiss could help the management to receive precise feedback from the customers which might be possible through the CCP.

3

For increasing their sales the company should provide one or two event programs for every six months once.

4

More Mo re numb number er of cust custom omer erss are are not not hig highl hly y sat satis isfi fied ed wit with h it’ it’ss ser servi vice ce.. Nee Need d improve the better services.

5

Fortune Ford is increasing its potential customers in the last 3 months, for that the company should increase customer service centres in Hyderabad for customer convenience.

74


6

Now a days, customers are looking for a free offers that are provided by company with vehicle, comparing to other competitors, considering this company should be provide more free offers..

7

Sale Saless per perso sona nall sho shoul uld d be upgr upgrad adee regu regula larl rly y with with all all the the tech techni nica call information and new pricing list about the vehicle.

8

Efforts should be made to collect feedback after sales service..

9

Effo Effort rt shou should ld be made made to impl implem emen entt sug sugge gest stio ions ns offe offere red d by the the cus custo tome mers rs..

10

Manuf Manufact acture ure such such a car, car, whic which h is is affo afforda rdable ble by all all inc incom omee segm segment entss of of people.

CHAPTER8 75


LIMITATIONS

LIMITATIONS OF THE STUDY

The study is subjected to the following limitations. •

A portion of the respondents contacted were not precise and genuine in giving their opinion of satisfaction or dissatisfaction. If accidentally they had badly experience at one instance, they would mark very poor.

•

To measure the exact level of customer relation the sample size was small.

•

Short time period was inadequate for conducting detailed study among the customer.

•

The study was restricted to Hyderabad and Secundrabad only.

•

The study was limited to the capabilities and willingness of the respondents in appropriately answering the questions.

•

The study was limited for a period of 45 days only.

76


APPENDIX 77


QUESTIONNAIRE 

Introduction & Purpose:

Good _________________. I’m _____________________________________ from St.Joseph’s P.G. College, HYDERABAD. As a part of my MBA curriculum, I am doing the project on “Customer Relationship Management”. I am doing this survey for the the awar award d of Master Master of Busine Business ss Admi Admini nistr strati ation. on. Kindl Kindly, y, co-ope co-opera rate te,, the information given by you will be used for academic purpose only.

1. Do you have a Ford Motor car? a) Yes

b) No

78

Make Every Day Exciting Car Name & Model ________________________ ____________ ____________________. ________.

2. Since how long you are using this car. 0 – 6 Months

1 year

2 years

Above 2 years

3. Are you satisfied with the following services of your car. Maintenance:

Hi g h - 1

Low - 2

Medium - 3

Value for Money:

Good - 1

Fair - 2

P oo r - 3

Insurance Facility:

V . G oo d - 1

G oo d - 2

Fair - 3

Warranty:

V . G oo d - 1

G oo d - 2

Fair - 3

4. How would you rate the performance of your car. Excellent

V. Good

Good

Fair

1

2

3

4

Poor 5

5. How would you rate the service of your Motor Company? (Please Rank). Excellent

V. Good

G oo d

Fair

1

2

3

4

P oo r 5

a) Show room ambience b) Distance c) Appeal d) Reception (Proper Planning) e) Any other (please specify)…..

79

Make Every Day Exciting 6. How would you rate the sales person’s performance? (Please Rank). Excellent

V. Good

G o od

Fair

1

2

3

4

P oo r 5

a) Sales personnel knowledge (about product) b) Experience about Technical knowledge c) Behaviour d) Handling queries / problems 7. How would you rate the delivery terms of your Motor Company? Excellent

V. Good

G o od

Fair

1

2

3

4

P oo r 5

Timely / Promptly delivery Safely In condition Delivery Process

8. What are the value attributes you normally look while purchasing a Four Wheeler? Price

Comfort

Quality

Safety

Style

Performance

Brand Image

Warranty

9. Are you aware about All Ford Models. Yes

No

80


YOUR VAL

emographic:

Name

: ________________________ ___________ _________________________ ____________________. ________.

Occupation: ____________________________________________. Ph No

: ________________________ ____________ _________________________ _____________________. ________.

E-mail Id

: ________________________ ___________ _________________________ _________________ _____ ___.

Address

: ________________________ ___________ _________________________ _______________ ___ __ ____ ______________________________________________ _______________________________________________.

Thank you for sparing your valuable time.

81


BIBILIOGRAPHY

Name of The Book

Author Name

Marketing Management

:

Philip Kotler

Fundamentals of Marketing

:

William J. Stanton Bruce J. Walker

Marketing Research

:

Donald S. Tull Dell I Hawkins

Web Sites:

•

www.india.ford.com

•

www.fortuneford.com

•

www.google.com

82

Ford Project

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