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CHAPTER-I

INTRODUCTION

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Customer Perception

Consumers can evaluate a product along several levels. Its basic characteristics

are inherent to the generic version of the product and are defined as the fundamental

advantages it can offer to a customer. Generic products can be made distinct by adding

value through extra features, such as quality or performance enhancements. The final

level of consumer perception involves augmented properties, which offer less tangible

 benefits, such as customer assistance, maintenance services, training, or appealing

 payment options. In terms of competition with other products and companies, consumers

greatly value these added benefits when making a purchasing decision, making it

important for manufacturers to understand the notion of a “total package” when

marketing to their customers. For example, when manufacturing automotive parts, a high-

 performing product will provide the customer base with basic benefits, while adding

spare parts, technical assistance, and skill training will offer enhanced properties to create

a total package with increased appeal to consumers.

Changing Product Strategies

In industrial product development, a marketing strategy that is flexible and

adaptive to changing market circumstances stands a greater chance of being effective in

the long-term. Products and consumer perceptions are variable, so changes in strategy

may be required to better address customer needs, technological developments, new laws

and regulations, and the overall product life-cycle. By monitoring external conditions and

shifting product development accordingly, a company can better target its consumers and

learn to react to their needs. The major factors that can necessitate a change in product

strategy include:

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• Customer Preferences:  Fluctuations in the cost of materials, new application

requirements, and changing brand awareness are just a few of things that can cause

consumer needs to change. Keeping close track of customer response to a product and

taking their demands into consideration are important for maintaining market share.

• Technological Advances:  A new technological development can engender a

change in a product line, causing products to need modification in order to remain

competitive or rendering some products obsolete. For example, fiber optic cables have

replaced older cables in certain applications and many businesses have switched from

main frame computers to personal computers. Being aware of these advances can help a

 business stay ahead of the curve.

• Laws and Regulations: The implementation of new governmental regulations can

cause certain products or manufacturing methods to be restricted, limiting their consumer 

appeal. Conversely, new laws can also lend an advantage to certain business and

deregulation can sometimes benefit production standards. Product development strategies

must shift according to the legal landscape.

• Product Life-Cycles: To preserve the rate of growth in profit and sales, many

industrial companies decide to alter, discontinue, or replace older products with newer 

models or more recent upgrades. These changes are usually made periodically, allowing

existing products that reach maturity or decline to be phased out or modified, thus

retaining their appeal.

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NEED FOR THE STUDY

From the days of industrial revolution when goods & services were produced to

the present day, the emphasis has shifted from the producers to the consumer and his

needs, and with the consumer becoming more involved, in the marketing process there is

greater need for information regarding the consumer needs. Preferences and making them

satisfied of the products & services, has led to a constant but increasing need to conduct

marketing research.

This research is an insight into the mind of the consumer, with the help of which

the organizations will become aware of their pitfalls and in turn can also make

improvements in the product regarding the perception of the retailer’s towards their 

offerings in the market place.

The basic need of this project is to know the ”PERCEPTION OF THE

RETAILER  ” amongst the respondents, with regard to JERSEY ICECREAMS AT

CREAMLINE PRODUCTS LTD services and its products.

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OBJECTIVES OF THE STUDY

The purpose of this research is to study the behaviour of consumers, their importance

in the aspects of life style, perception of product attributes and level of satisfaction.

Hence, the study is aimed at the following objectives.

1. To know the customer perception on Hyundai.

2. To know the customer satisfaction on Hyundai.

3. To estimate the factors influencing the buying behaviour of the customer.

4. To know the brand awareness among the customers.

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SCOPE OF THE STUDY

 Nowadays, car has become a necessity and forms a part of life. Therefore, there is a

significant scope to examine the perception and purchase behaviour of the consumers of 

cars. Knowledge of the buying behaviour of the different market segments helps a seller 

to select their target segment and evolve marketing strategies to increase the sales.

Advertisers and marketers have been trying to discover why consumers buy and what

they buy. This study tries to analyze the influence of perception in the consumers mind‟  

and how this information can be used successfully by marketers to gain entry into the

minds of the consumers. The scope of this research has a very good future.

• The scope is very limited because attitude of the people change according to the

time.

• The study is restricted to both Hyderabad and Ranga Reddy Dist and that to

among 100 respondents.

• The study is conducted for 45 days.

• The study is restricted to certain area. So it could not give an accurate picture

about Andhra Pradesh of India.

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RESEARCH METHODOLOGY

One of the important tools for conducting marketing researching is the

availability of necessary and useful data. Data collection is more of an than science the

methods of marketing research are in a way the methods of data collection. The

sources of information fall under two categories.

Internal sources:

Every company has to keep certain records such as accounts, records, reports,

etc., these records provide sample information which can organizations usually keeps

collecting in its working.

External sources:

When internal records are insufficient and required information is not available,

the organizations will have to depend on external sources. The external sources of data

are:

Primary data:

Primary data are data gathered for a specific purpose or for a specific research

report.

For systematically collecting the data the closed end questionnaire is used. The

questionnaire consists of questions relating to various aspects of the study for proper 

data collection the questionnaire is divided into 2 sections. Both the sections are meant

for the respondent only.

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Secondary data:

Secondary data are data that are collected for another purpose and already exist

somewhere. Data pertaining to company is collected from company web site company

catalogues and magazines. The company profile gives a detailed report of history

various products manufacture by its etc.

METHOD OF RESEARCH

SURVEY METHOD:

A survey is a complete operation, which requires some technical knowledge

survey methods are mostly personal in character. Surveys are best suited forgetting

 primary data. The researcher obtains information from the respondents by

interviewing them.

SAMPLING:It is not always necessary to collect data from whole universe. A small

representative sample may serve the purpose. A sample means a small group should be

emanative cross section and really “representative” in character. This selection process

is called sampling.

SAMPLE SIZE:

Samples are devices for learning about large masses by observing a few

individuals. The selected sample is 100.Iin that sample 58 is males and 42 are females.

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METHOD OF SAMPLING

RANDOM SAMPLING METHOD

The method adopted here is random sampling method. A random sample is one

where each item in the universe has as equal chance of known opportunity of being

selected.

RESEARCH INSTRUMENT

QUESTIONNAIRE:

A Questionnaire is carefully completed logical sequence of question directed to

a define objective. It is the outline of what information is required and the framework 

on which the data is built upon. Questionnaire is son commonly used in securing

market information that its preparation deserves utmost skill and care.

FORMS OF QUESTIONS

OPEN ENDED QUESTIONS:

They are descriptive in nature. Respondents are allowed to answer in their own

words. Such questions buying the actual opinion of the respondent s regarding

services.

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CLOSED ENDED QUESTIONS:

They are not descriptive in nature. They will be given certain choices and the

respondents have to choose choice among them. They make analysis easy but

sometimes they restrict the respondents’ choices.

TYPES OF CLOSED ENDED QUESTIONS:

• DICHOTAMS: a question offering two answers choice.

• MULTIPLE CHOICE: a question offering three choices.

• RATING SCALE: a scale that rates some attributes from “poor” to

“excellent”.

 

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CHAPTER-II

REVIEW OF LITERATURE

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Review 1

Title : Hyundai quality improvement recognized by ALG study

Source : Management Research Review

Author : Robin Wulffson

Published on: 2011

Abstract :  A decade ago, Hyundai was regarded as a manufacturer of 

inexpensive vehicles, which lacked quality. Currently, Hyundai’s are still a good value;

however, they have made great strides in the quality arena. On November 10, Hyundai

Motor America announced that its upward momentum in quality was continuing with the

industry’s biggest long-term gain in ALG’s Fall 2011 Perceived Quality Study (PQS).

Hyundai earned the No. 9 spot moving up nine spots from 18th place over the past three

years. Twice a year, ALG surveys approximately 3,000-4,000 U.S. consumers to gauge

 perceptions of a number of mainstream and luxury automotive brands for its PQS.

“Hyundai has made impressive efforts to improve brand perception and we can see that it

has truly paid off in the mainstream rankings,” said Eric Lyman, Vice President, Residual

Value Solutions, ALG.

Hyundai’s ongoing success is largely attributed to the positive reception of the

newly redesigned Elantra and Accent models, as well as the all-new Veloster, all three of 

which have received significant consumer interest and positive reception since their 

respective launches. These vehicles in addition to the rest of the Hyundai lineup

contributed to Hyundai’s success last month in shattering 2010’s full year sales record

with 545,316 vehicles sold to date.

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“Hyundai continues to impress car shoppers with the level of quality throughout

the lineup from the entry level Accent all the way to our flagship Equus sedan,” said

Frank Ferrara, executive vice president, Customer Satisfaction, Hyundai Motor America.

“And, with a slew of recently launched and redesigned models, Hyundai quality and

 brand perception will continue to grow.”

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Review 2

Title :Consumer perceptions and behaviour: a study with special reference to car 

owners

Source :The journal of APJRBM

Author :Mandeep Kaur and Sandhu

Published on :2006

Abstract :Attempted to find out the important features which a customer considers

while going for the purchase of a new car. The study covers the owners of passenger cars

living in the major cities of the State of Punjab and the Union Territory of Chandigarh.

The respondents perceive that safety and comfort are the most important features of the

 passenger car followed by luxuriousness. So the manufacturers must design the product

giving maximum weightage to these factors.

Postulates that there are certain factors which influence the brand preferences of 

the customers. Within this framework, the study reveals that customers give more

importance to fuel efficiency than other factors. They believe that the brand name tells

them something about product quality, utility, technology and they prefer to purchase the

 passenger cars which offer high fuel efficiency, good quality, technology, durability and

reasonable price.

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Satya Sundaram (2008) analyzed how the competition makes the automobile

manufacturer to launch at least one new model or a variant of the model every year. This

survey also pointed out that diesel cars are becoming popular in India and the

announcement of reductions in excise duties by the government has helped to some

extent to boost the demand. Clement Sudhakar and Venkatapathy (2009) studied the

influence of peer group in the purchase of car with reference to Coimbatore District. It

was also found that the influence of friends is higher for the purchase of small sized and

mid sized cars.

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Review 3

Title : Hyundai Sets 50-MPG Goal; Hunting for More Sonata

Capacity

Source : WardsAuto

Author : James M. Amend

Published on : 2010

Abstract : Hyundai Motor America President and CEO John Krafcik says the auto

maker’s U.S. fleet will achieve 50 mpg (4.7 L/100 km) by 2025.

Krafcik admits the pledge ranks as yet another lofty goal from Hyundai, even though the

auto maker’s fleet is heavy with passenger cars.

“Is that a stretch target? Yeah,” he tells the annual Management Briefing

Seminars here. “Is it a classic Hyundai stretch target where we don’t know precisely how

to get there right now? Yeah, but we do have a road map.”

Hyundai is working toward the goal at research centers in its home country of 

South Korea, as well as in the U.S., India and Germany. Technologies will run the gamut

 – from downsized turbocharged gasoline direct-injection engines to electrification and

lightweight materials and design.

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But the old-fashioned internal-combustion engine will play the predominant role,

comprising 75% to 80% of Hyundai’s propulsion systems in 2025. About 15% would be

electrified hybrids and the remaining 5% fuel-cell vehicles.

“We want to lead the industry in fuel economy,” Krafcik says. “We do it now. We

want to set the trajectory, not just for Hyundai but the entire industry.”

Hyundai took over the lead in U.S. industry fleet fuel economy in 2008. It is

 projected to lead again in 2009 at roughly 31.9 mpg (7.4 L/100 km) after the government

finalizes industry totals.

The current corporate average fuel economy standard calls for auto maker fleets

to achieve 35.5 mpg (6.6 L/100 km) by 2016. Rule-making for 2020 will get under way

soon.

Krafcik says “an important piece” of Hyundai’s fuel-economy pledge will be

unveiled later this year at the Los Angeles auto show.

“When you see this car,” he says, “and the fuel economy results we’ll announce

with it, you’ll get a sense” for how 50 mpg could be attained.

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Review 4

Title : How Hyundai sells more when everyone else is selling less

Source : Knowledge@Wharton

Author : John Paul MacDuffie

Published on : 2009

Abstract : As American automakers struggle for survival, South Korea's Hyundai

Motor appears to be gaining on the pack with bold marketing and broad-based initiatives

to improve quality. The company made a splash earlier this year when it unveiled its

Hyundai Assurance program allowing customers to return a car if they lost a job.

Competing automakers and other types of businesses soon followed with similar 

 promises.

Years earlier, however, Hyundai had already begun to invest in new models and

quality programs that have put the company on solid footing to profit from the current

chaos in the global auto industry, according to Wharton faculty.

"There's a sense that what Hyundai is doing on many fronts is working in terms of 

actually gaining some advantage during the crisis," says Wharton management professor 

John Paul MacDuffie, who specializes in the automotive industry and is co-director of the

International Motor Vehicle Program.

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In 2008 -- a brutal year for the auto business -- Hyundai's global unit sales rose

2%, lifting revenues by 5%. In the first three months of this year, the company's global

market share rose to 4.7%, compared to 4% a year earlier.

MacDuffie says Hyundai first made a name for itself in the United States in the

late 1980s when it exported the low-cost Excel to the American market. The car was

 popular at first, but soon earned a reputation for developing rust and other quality

 problems. "Sales dropped and it left reputational damage in consumers' minds," according

to MacDuffie. In the 1990s, Hyundai attempted to introduce a range of high-priced

vehicles into the U.S. market, but MacDuffie says the company was "haunted" by its

reputation: "Quality has always been Hyundai's Achilles heel in ... the U.S."

It was another economic crisis -- the 1997 Asian financial collapse -- that sowed

the seeds for Hyundai's recent success, according to MacDuffie. He notes that during that

global economic slump, the South Korean currency fell sharply. As a result, Hyundai's

competitor Daewoo went into bankruptcy and Hyundai was able to acquire another 

Korean automaker, Kia Motors. Surviving consolidation in its home market, Hyundai

emerged from the crisis with new strength to address its problems.

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Perception

In philosophy, psychology, and cognitive science, perception is the process of attaining

awareness or  understanding of  sensory information. The word "perception" comes from

the Latin words  perceptio, percipio, and means "receiving, collecting, action of taking

 possession, apprehension with the mind or senses."

Perception is one of the oldest fields in psychology. The oldest quantitative law in

 psychology is the Weber-Fechner law, which quantifies the relationship between the

intensity of physical stimuli and their perceptual effects. The study of perception gave

rise to the Gestalt school of psychology, with its emphasis on holistic approach.

What one perceives is a result of interplays between past experiences, including

one’s culture, and the interpretation of the perceived.

Types

Two types of consciousness are considerable regarding perception: phenomenal

(any occurrence that is observable and physical) and psychological. The difference every

sighted person can demonstrate to him- or herself is by the simple opening and closing of 

his or her eyes: phenomenal consciousness is thought, on average, to be predominately

absent without senses such as sight. Through the full or rich sensations present in senses

such as sight, nothing by comparison is present while the senses are not engaged, such as

when the eyes are closed. Using this precept, it is understood that, in the vast majority of 

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cases, logical solutions are reached through simple human sensation. The analogy of 

Plato's Cave was coined to express these ideas.

Passive perception (conceived by  René Descartes) can be surmised as the

following sequence of events: surrounding → input (senses) → processing (brain) →

output (re-action). Although still supported by mainstream philosophers, psychologists

and neurologists, this theory is nowadays losing momentum. The theory of active

 perception has emerged from extensive research of sensory illusions, most notably the

works of Richard L. Gregory. This theory, which is increasingly gaining experimental

support, can be surmised as dynamic relationship between "description" (in the brain) ↔

senses ↔ surrounding, all of which holds true to the linear concept of experience.

Perception and reality

In the case of visual perception, some people can actually see the percept shift in

their mind's eye. Others, who are not  picture thinkers, may not necessarily perceive the

'shape-shifting' as their world changes. The 'esemplastic' nature has been shown by

experiment: an ambiguous image has multiple interpretations on the perceptual level. The

question, "Is the glass half empty or half full?" serves to demonstrate the way an object

can be perceived in different ways.

Just as one object can give rise to multiple percepts, so an object may fail to give

rise to any percept at all: if the percept has no grounding in a person's experience, the

 person may literally not perceive it.

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The processes of perception routinely alter what humans see. When people view

something with a preconceived concept about it, they tend to take those concepts and see

them whether or not they are there. This problem stems from the fact that humans are

unable to understand new information, without the inherent bias of their previous

knowledge. A person’s knowledge creates his or her reality as much as the truth, because

the human mind can only contemplate that to which it has been exposed. When objects

are viewed without understanding, the mind will try to reach for something that it already

recognizes, in order to process what it is viewing. That which most closely relates to the

unfamiliar from our past experiences, makes up what we see when we look at things that

we don’t comprehend.

This confusing ambiguity of perception is exploited in human technologies such

as  camouflage, and also in biological mimicry, for example by  European Peacock  

 butterflies, whose wings bear eye markings that birds respond to as though they were the

eyes of a dangerous predator. Perceptual ambiguity is not restricted to vision. For 

example, recent touch perception research Robles-De-La-Torre & Hayward 2001 found

that kinesthesia based haptic perception strongly relies on the forces experienced during

touch.

Cognitive theories of perception assume there is a poverty of stimulus. This (with

reference to perception) is the claim that sensations are, by themselves, unable to provide

a unique description of the world. Sensations require 'enriching', which is the role of the

mental model. A different type of theory is the perceptual ecology approach of James J. 

Gibson. Gibson rejected the assumption of a  poverty of stimulus  by rejecting the notion

that perception is based in sensations. Instead, he investigated what information is

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actually presented to the perceptual systems. He and the psychologists who work within

this paradigm detailed how the world could be specified to a mobile, exploring organism

via the lawful projection of information about the world into energy arrays. Specification

is a 1:1 mapping of some aspect of the world into a perceptual array; given such a

mapping, no enrichment is required and perception is direct perception.

Preconceptions can influence how the world is perceived. For example, one

classic psychological experiment showed slower reaction times and less accurate answers

when a deck of  playing cards reversed the color of the suit symbol for some cards (e.g.

red spades and black hearts).

There is also evidence that the brain in some ways operates on a slight "delay", to

allow nerve impulses from distant parts of the body to be integrated into simultaneous

signals.

 

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Perception-in-action

An ecological understanding of perception derived from Gibson's early work is

that of "perception-in-action", the notion that perception is a requisite property of animate

action; that without perception action would be unguided, and without action perception

would serve no purpose. Animate actions require both perception and motion, and

 perception and movement can be described as "two sides of the same coin, the coin is

action". Gibson works from the assumption that singular entities, which he calls

"invariants", already exist in the real world and that all that the perception process does is

to home in upon them. A view known as constructivism (held by such philosophers as

Ernst von Glasersfeld) regards the continual adjustment of perception and action to the

external input as precisely what constitutes the "entity", which is therefore far from being

invariant.

Glasersfeld considers an "invariant" as a target to be homed in upon, and a

 pragmatic necessity to allow an initial measure of understanding to be established prior to

the updating that a statement aims to achieve. The invariant does not and need not

represent an actuality, and Glasersfeld describes it as extremely unlikely that what is

desired or feared by an organism will never suffer change as time goes on. This social

constructionist theory thus allows for a needful evolutionary adjustment.

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A mathematical theory of perception-in-action has been devised and investigated

in many forms of controlled movement, and has been described in many different species

of organism using the General Tau Theory. According to this theory, tau information, or 

time-to-goal information is the fundamental 'percept' in perception.

In today’s globalising economy competition is getting more and more fierce. That

means it becomes more difficult for products and services to differentiate themselves

from other offerings than ever before. Not only is the number of competitive offerings

rising due to globalisation of production, sourcing, logistics and access to information.

Many products and services face new competition from substitutes and from completely

new offerings or bundles from industry outsiders. Since product differences are closed at

an increasing speed and many companies try to win the battle for customers by price

reductions, products and services tend to become commodities.

On the other hand, customer behaviour becomes more hybrid. On one hand,

customers are increasingly price sensitive – searching for   bargains  at marketplaces like

ebay or buying their groceries at discount markets. On the other hand they enjoy branded

and luxury goods. One and the same person may plan a weekend trip with a no-frills

airline and a stay at a five-star-hotel.

In the result, customers have a wider choice of often less distinguishable products

and they are much better informed. For many offerings the balance of power shifts

towards the customer. Customers are widely aware of their greater power, which raises

their expectations on how companies should care for them.

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Bringing it all together, it becomes ever more difficult to differentiate a product or 

service by traditional categories like price, quality, functionality etc.

In this situation the development of a strong relationship between customers and a

company could likely prove to be a significant opportunity for competitive advantage.

This relationship is not longer based on features like price and quality alone. Today it is

more the perceived experience a customer makes in his various interactions with a

company (e.g. how fast, easy, efficient and reliable the process is) that can make or break 

the relationship. Problems during a single transaction can damage a so far favourable

customer attitude.

The consequence for companies is that they have to adapt their ways of competing

for customers. Traditionally, companies have focused their efforts of  customer  

relationship management on issues like customer satisfaction and targeted marketing 

activities like event marketing, direct marketing  or advertising. Although doubtless

necessary and beneficial, these activities are not longer enough. They narrow the

relationship between company and customer down to a particular set of contacts in which

the company invests its efforts. Most likely this will produce not more than a satisfied

customer who is well aware of the companies offerings and has a positive attitude

towards them. However, a satisfied customer is not necessarily a loyal one.

If a customer is satisfied that means that a product of service has met his

expectations and that he was not dissatisfied by it. Customer satisfaction is doubtlessly

very important. It is the precondition for repeat purchases and it prevents the customer 

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from telling others about his disappointing experiences. A loyal customer, however, is

more than a customer who frequently purchases from a company.

The difference is the emotional bond which links the customer so closely to the

company that he develops a clear preference for these products or brands and is even

willing to recommend them to others. Loyal customers truly prefer a product, brand or 

company over competitive offerings. Thus loyalty goes beyond a rational decision for 

known quality or superior price-performance-ratio. It is about the customers’ feelings and

 perceptions about the brand or product.

When the customer makes his buying decision, he evaluates the benefits he

 perceives from a particular product and compares them with the costs. The value a

customer perceives when buying and using a product or service go beyond usability.

There is a set of emotional values as well, such as social status, exclusivity, friendliness

and responsiveness or the degree to which personal expectations and preferences are met.

Similarly, the costs perceived by the customer, normally comprise more than the actual

 price. They also include costs of usage, the lost opportunity to use an other offering,

 potential switching costs etc. Hence, the customer establishes an equation between

 perceived benefits and perceived costs of one product and compares this to similar 

equations of other products.

Based on this, customer loyalty can be understood as to how customers feel about

a product, service or brand and whether their perceived total investments with a it live up

to their expectations.

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The important point here is the involvement of feelings, emotions and

 perceptions. In today’s competitive marketplace, these perceptions are becoming much

more important for gaining sustainable competitive advantage.

Customer perceptions are influenced by a variety of factors. Besides the actual

outcome – i.e. did the product or service deliver the expected function and did it fulfil the

customers need – the whole process of consumption and all interactions involved are of 

crucial importance. In today’s globalised information driven economy this can also

comprise issues like

· How other customers or influencing groups perceive the product or brand

· The degree to which the customer feels the actual marketing campaign addresses

the most important issues

· Responsiveness and service quality of any affiliates, e.g. distribution partners

Customer perceptions are dynamic. First of all, with the developing relationship between

customer and company, his perceptions of the company and its products or services will

change.

Moreover, if the customers’ circumstances change, their needs and preferences

often change too. In the external environment, the offerings of competitors, with which a

customer compares a product or service will change, thus altering his perception of the

 best offer around. Another point is that the public opinion towards certain issues can

change. This effect can reach from fashion trends to the public expectation of good

corporate citizenship. Shells intention to dump its Brent Spar platform into the ocean

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significantly altered many customers perception of which company was worth buying

fuel from.

Research has been done on the impact of market share on the perceived quality of 

a product. Depending on the nature of the product and the customers’ preferences,

increasing market share can have positive or negative effects on how the customer 

 perceives the product.

Positive effects of increasing market share on customer perception· Increasing market share can send out positive signals by acting as an indicator of 

superior quality that is recognised by more and more other customers. This effect is

 particularly strong for premium priced products. Customers normally assume that a

 product must be of exceptional quality if it can gain such an unexpected market success

despite its high price.

· Many brands offer positive emotional benefits of using a product that is popular in

the markets.

· The value of a product or service can rise through increasing number of users of 

the same product, e.g. number of members of an online community, better availability of 

software for popular computer systems.

Negative effects of increasing market share on customer perception· For premium and luxury products, customers may translate an increasing market

share into a loss of exclusivity and thus perceive it as less valuable.

· The quality of services may suffer if they are consumed by increasing numbers of 

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users. Diseconomies of scales and congestions can be observed with busy airports and

many other services so that customers may look out for other providers that promise more

timely service and convenience.

Consumer behavior : It is the study of when, why, how, and where people do or do

not buy a  product. It blends elements from  psychology, sociology, social  anthropology 

and economics. It attempts to understand the buyer decision making process, both

individually and in groups. It studies characteristics of individual consumers such as

demographics and behavioural variables in an attempt to understand people's wants. It

also tries to assess influences on the consumer  from groups such as family, friends,

reference groups, and society in general.

Customer behaviour study is based on consumer buying behaviour, with the

customer playing the three distinct roles of user, payer and buyer. Relationship marketing 

is an influential asset for customer behaviour analysis as it has a keen interest in the re-

discovery of the true meaning of marketing through the re-affirmation of the importance

of the customer or buyer. A greater importance is also placed on consumer retention,

customer relationship management, personalisation, customisation and one-to-one

marketing. Social functions can be categorized into social choice and welfare functions.

Each method for vote counting is assumed as social function but if Arrow’s

 possibility theorem is used for a social function, social welfare function is achieved.

Some specifications of the social functions are decisiveness, neutrality, anonymity,

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monotonicity, unanimity, homogeneity and weak and strong Pareto optimality. No social

choice function meets these requirements in an ordinal scale simultaneously. The most

important characteristic of a social function is identification of the interactive effect of 

alternatives and creating a logical relation with the ranks. Marketing provides services in

order to satisfy customers. With that in mind, the productive system is considered from

its beginning at the production level, to the end of the cycle, the consumer 

The black box model shows the interaction of stimuli, consumer characteristics, decision

 process and consumer responses. It can be distinguished between interpersonal stimuli 

(between people) or intrapersonal stimuli (within people). The black box model is related

to the  black box theory of  behaviourism, where the focus is not set on the processes

inside a consumer, but the relation between the stimuli and the response of the consumer.

The marketing stimuli are planned and processed by the companies, whereas the

environmental stimulus are given by social factors, based on the economical, political and

cultural circumstances of a society. The buyers black box contains the buyer 

characteristics and the decision process, which determines the buyers response.

The black box model considers the buyers response as a result of a conscious,

rational decision process, in which it is assumed that the buyer has recognized the

 problem. However, in reality many decisions are not made in awareness of a determined

 problem by the consumer.

Information search

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Once the consumer has recognised a problem, they search for information on

 products and services that can solve that problem. Belch and Belch (2007) explain that

consumers undertake both an internal (memory) and an external search.

Sources of information include:

• Personal sources .

• Commercial sources

• Public sources

• Personal experience

The relevant internal psychological process that is associated with information search

is perception. Perception is defined as "the process by which an individual receives,

selects, organises, and interprets information to create a meaningful picture of the world".

The selective perception process

Stage Description :

•

Selective exposure consumers select which promotional messages they will

expose themselves to.

• Selective attention consumers select which promotional messages they will pay

attention to.

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• Selective comprehension consumer interpret messages in line with their beliefs,

attitudes, motives and experiences.

• Selective retention consumers remember messages that are more meaningful or 

important to them.

The implications of this process help develop an effective promotional strategy, and

select which sources of information are more effective for the brand.

Information evaluation

At this time the consumer compares the brands and products that are in their 

evoked set. How can the marketing organization increase the likelihood that their brand is

 part of the consumer's evoked (consideration) set? Consumers evaluate alternatives in

terms of the functional and psychological benefits that they offer. The marketing

organization needs to understand what benefits consumers are seeking and therefore

which attributes are most important in terms of making a decision.

Purchase decision

Once the alternatives have been evaluated, the consumer is ready to make a

 purchase decision. Sometimes purchase intention does not result in an actual purchase.

The marketing organization must facilitate the consumer to act on their purchase

intention. The organisation can use variety of techniques to achieve this. The provision of 

credit or payment terms may encourage purchase, or a sales promotion such as the

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opportunity to receive a premium or enter a competition may provide an incentive to buy

now. The relevant internal psychological process that is associated with purchase

decision is integration.Once the integration is achieved, the organisation can influence the

 purchase decisions much more easily.

Post purchase evaluation

The EKB model was further developed by Rice (1993) which suggested there

should be a feedback loop, Foxall (2005) further suggests the importance of the post

 purchase evaluation and that the post purchase evaluation is key due to its influences on

future purchase patterns.

Internal influences

Consumer behaviour is influenced by: demographics, psychographics (lifestyle),

 personality, motivation, knowledge, attitudes, beliefs, and feelings. Consumer behaviour 

concern with consumer need consumer actions in the direction of satisfying needs leads

to his behaviour of every individuals depend on thinking

External influences

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Consumer behaviour is influenced by: culture, sub-culture, locality, royalty,

ethnicity, family, social class, past experience reference groups, lifestyle, market mix

factors.

CHAPTER-III

INDUSTRY PROFILE

&

COMPANY PROFILE

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INDUSTRY PROFILE

AUTOMOBILE INDUSTRY IN INDIA

The automobile industry in India is the ninth largest in the world with an annual

 production of over 2.3 million units in 2008 In 2009, India emerged as Asia's fourth

largest exporter of automobiles, behind Japan, South Korea and Thailand.

Following economic liberalization in India in 1991, the Indian automotive

industry has demonstrated sustained growth as a result of increased competitiveness and

relaxed restrictions. Several Indian automobile manufacturers such as  TOYOTA Motors, 

Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and international

operations. India's robust  economic growth led to the further expansion of its domestic

automobile market which attracted significant India-specific investment by multinational

automobile manufacturers. In February 2009, monthly sales of passenger cars in India

exceeded 100,000 units.

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Bryonic automotive industry emerged in India in the 1940s. Following the

independence, in 1947, the Government of India and the private sector launched efforts to

create an automotive component manufacturing industry to supply to the automobile

industry. However, the growth was relatively slow in the 1950s and 1960s due to

nationalization and the license raj which hampered the Indian private sector. After 1970,

the automotive industry started to grow, but the growth was mainly driven by tractors,

commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers

entered the Indian market ultimately leading to the establishment of  Maruti Udyog. A

number of foreign firms initiated joint ventures with Indian companies.

In the 1980s, a number of Japanese manufacturers launched joint-ventures for 

 building motorcycles and light commercial-vehicles. It was at this time that the Indian

government chose Suzuki for its joint-venture to manufacture small cars. Following the

economic liberalization in 1991 and the gradual weakening of the license raj, a number of 

Indian and multi-national car companies launched operations. Since then, automotive

component and automobile manufacturing growth has accelerated to meet domestic and

export demands.

The Britannica Encyclopedia a motorcycle as a bike or tricycle propelled by an

internal –combustion engine (or, less often by an electric engine). The automobile was

the reply to the 19th –century reams of self-propelling the horse-drawn bikeriage.

Similarly, the invention of the motorcycle created the self –propelling bicycle. The first

commercial design was three-wheeler built by Edward Butler in Great Britain in 1884.

This employed a horizontal single-cylinder gasoline engine mounted between two steer 

able front wheels and connected by a drive chain to the rear wheel. The 1900s saw the

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conversion of many bicycles or pedal cycles by adding small, centrally mounted spark 

ignition engine engines. There was then felt the need for reliable constructions. This led

to road trial tests and competition between manufacturers. Tourist Trophy (TT) races

were held on the Isle of main in 1907 as reliability or endurance races. Such were the

 proving ground for many new ideas from early two-stroke-cycle designs to supercharged

multivalent engines mounted on aerodynamic, bikebon fiber reinforced bodywork.

The invention of two wheelers is a much-debated issue. “Who invented the first

motorcycle?” May seem like a simple question, “safety”, bicycle, i.e., bicycle with front

and rear wheels of the same size, with a pedal crank mechanism to drive the rear wheel.

Those bicycles in turn described from high-wheel bicycles. The high –wheelers

descended from an early type of pushbike, without pedals, propelled by the rider’s feet

 pushing against the ground. These appeared around 1800, used iron banded wagon

wheels, and were called “bone-crushers”, both for their jarring ride, and their tendency to

toss their riders. Gottiieb Daimler (who credited with the building the first motorcycle in

1885, one wheel in the front and one in the back, although it had a smaller spring-loaded

outrigger wheel on each side. It was constructed mostly of wood, the wheels were of the

iron-banded wooden-spooked wagon-type and it definitely had a “bone-crusher” chassis!

FURTHER DEVELOPMENTS:

Most of the developments during the early phase concentrated on three and four-

wheeled design since it was complex enough to get the machines running with out having

to worry about them falling over. The next notable two-wheeler though was the

Hildebrand & Wolf Mueller, patented in Munich in 1894. In 1895, the French firm of 

DeDion-button built and engine that was to make the mass production and common use

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of motorcycle possible. The first motorcycle with electric start and a fully modem

electrical system; the Hence special from the Indian Motorcycle Company astounded the

industry in 1931. Before World War 1, IMC was the largest motorcycle manufacturer in

the world producing over 20000 bikes per year.

INCREASING POPULARITY:

The popularity of the vehicle grew especially after 1910, in 1916; the Indian

motorcycle company introduced the model H racer, and placed it on sale. During World

War 1, all branches of the armed forces in Europe used motorcycles principally for 

dispatching. After the war, it enjoyed a sport vogue until the Great Depression began in

motorcycles lasted into the late 20th century; weight the vehicle being used for high-speed

touring and sport competitions. The more sophisticated of a 125cc model. Since then, an

increasing number of powerful bikes have blazed the roads.

HISTORICAL INDUSTRY DEVELOPMENTS:

India is the second largest manufacturer and producer to two wheelers in the

World. It stands next only to Japan and China in terms of the number of V produced and

domestic sales respectively. This destination was achieved due to variety of reason like

restrictive policy followed by the government of India towards the passenger bike

industry, rising demand for personal transport, inefficiency in the public transportation

system etc. The Indian two-wheelers industry made a small beginning in the early 50s

when Automobile products of India (API) started manufacturing scooters in the country.

Until 1958, API and Enfield were the sole producers.

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The two –wheelers market was opened were opened to foreign competition in the

mid-80s. And the then market leaders-Escorts and Enfield – were caught unaware by the

onslaught of the 100cc bikes of the four Indo- Japanese joint ventures. With the

availability of fuel-efficiency low power bikes, demand swelled, resulting in Hero Honda

 –then the only producer of four stroke bikes (100cc category), gaining a top slot.

The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki

and Hero Honda brought in the first two-stroke and four-stroke engine motorcycles

respectively. These two players initially started with assembly of CKD Kits, and later on

 progressed to indigenous manufacturing.

The industry had a smooth ride in the 50s, 60s and 70s when government

 prohibited new entries and strictly controlled capacity expansion. The industry saw a

sudden growth in the 80s. The industry witnessed a steady of 14% leading to a peak 

volume of 1.9 mn vehicles in 1990.

In 1990 the entire automobile industry saw a drastic fall in demand. This resulted

in a decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn

vehicles. Barring Hero Honda, all the major producers suffered from recession in FY93

and FY94. Hero Honda showed a marginal decline in 1992.

The reason for recession in the sector were the incessant rise in fuel prices, high

input costs and reduced purchasing power due to significant like increased production in

1992, due to new entrants coupled with recession in the industry resulted in companies

either reporting losses or a fall in profits.

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The two-wheelers market has had a perceptible shift from a buyers market to a

sellers market with a variety of choice, players will have compete on various fronts viz.

 pricing, technology product design, productivity after sale service, marketing and

distribution. In the short term, market shares of individual manufacturers are going to be

sensitive to capacity, product acceptance, pricing and competitive pressures from other 

manufacturers.

As incomes grow and people grow and people feel the need to own a private means

of transport, sales of two-wheelers will rise. Penetration is expected to increase to

approximately to more than 25% by 2005.

The motorcycle segment will continue to lead the demand for two-wheelers in the

coming years. Motorcycle sale is expected to increase by 20% yoy as compared to 1%

growth in the scooter market and 3% by moped sales respectively for the next two years.

The four-stroke scooters will add new dimension to the two-wheeler segment in the

coming future.

The Asian continent is that largest user of the two-wheelers in the world. This is

due to poor road infrastructure and low per capita income, restrictive policy on bike

industry. This is due to oligopoly between top five players in the segment, compared to

thirsty manufacturers in the bike industry.

Exports

India has emerged as one of the world's largest manufacturers of small cars.

According to  New York Times, India's strong engineering base and expertise in the

manufacturing of low-cost, fuel-efficient cars has resulted in the expansion of 

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manufacturing facilities of several automobile companies like Hyundai Motors,   Nissan, 

Toyota, Volkswagen and Suzuki.

In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan

Motors plans to export 250,000 vehicles manufactured in its India plant by 2011.

Similarly, General Motors announced its plans to export about 50,000 cars manufactured

in India by 2011.

In September 2009, Ford Motors announced its plans to setup a plant in India with

an annual capacity of 250,000 cars for US$500 million. The cars will be manufactured

 both for the Indian market and for export. The company said that the plant was a part of 

its plan to make India the hub for its global production business. Fiat Motors also

announced that it would source more than US$1 billion worth auto components from

India.

According to  Bloomberg L.P., in 2009 India surpassed China as Asia's fourth

largest exporter of cars.

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Indian automobile companies

Notable Indian automobile manufacturers

• Ashok Leyland

• Chinkara Motors: Beachster, Hammer,  Roadster 1.8S, Rockster,  Jeepster ,

Sailster.

• Force Motors

• Hindustan Motors: Ambassador .

• Mahindra: Major , Xylo, Scorpio.

• Maruti Suzuki: 800, Alto, WagonR , Estilo, AStar , Ritz, Swift, Swift DZire, SX4,

Omni, Versa, Gypsy

• Premier: Sigma, Roadster , RiO.

• San Motors: Storm

• TA TA Motors: Nano, Indica, Indigo, Sumo, Safari, TL.Aria

• Electric car companies in India

• Ajanta Group

• Mahindra

• Hero Electric REVA

• Tara International

• TOYOTA Motors

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Notable Multi-national automobile manufacturers

Locally manufactured Automobiles of Multi-national Companies

• Audi: A4, A6.

• BMW: 3 Series, 5 Series.

• Chevrolet: Spark , Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera.

• Fiat: Palio, Grande Punto, Linea.

• Ford: Ikon, Fiesta, Fusion, Endeavour , Figo

• Honda: Jazz, City, Civic, Accord.

• Hyundai: Santro, i10, Getz, i20, Accent, Verna, Hyundai , Sonata.

• Mercedes-Benz: C-Class, E-Class

• Mitsubishi: Lancer , Lancer Cedia.

• Nissan: Micra

• Renault: Logan

• Škoda: Fabia, Octavia, Laura.

• Toyota: Corolla, Innova, Fortuner 

• Volkswagen: Jetta, Passat, Polo.

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Cars sold in India as CBU (Completely Built Units)

• Audi: A8, TT, R8, Q5, Q7.

• Bentley:  Arnage,  Azure, Brooklands, Continental GT, Continental Flying Spur ,

Mulsanne.

• BMW: 6 Series, 7 Series, X3, X5, X6, M3, M5, M6 and Z4.

• Chevrolet: Captiva

• Fiat: Nuova 500.

• Honda: Civic Hybrid, CR-V.

• Hyundai: Santa Fe.

• Jaguar: XF, XJ, XK .

• Lamborghini: Gallardo, Murciélago.

• Land Rover: Range Rover , Range Rover Sport, Discovery 4, Freelander 2.

• Maybach: 57 and 62.

• Mercedes-Benz: CL-Class, CLS-Class, S-Class, SL-Class, SLK-Class, M-Class.

• Mitsubishi: Pajero, Montero, Outlander .

• Nissan: Teana, X-Trail, 307Z.

• Porsche: 911, Boxter , Panamera, Cayman, Cayenne.

• Rolls Royce: Ghost, Phantom, Phantom Coupé, Phantom Drophead Coupé.

• Škoda: Superb.

• Suzuki: Grand Vitara.

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• Toyota: Camry, Land Cruiser , Land Cruiser Prado, Prius.

• Volkswagen: Beetle, Touareg.

• Volvo: S80, XC90.

COMPANY PROFILE

HISTORY:

The Company is an authorized Dealer of Hyundai Motors India Limited (HMIL)

for sale of its entire range of motor vehicles. It is also authorized to service & repair of all

Hyundai cars and also deals in spare parts of Hyundai cars.

Lakshmi Hyundai was established in the year 1998 in Himayathnagar with the

launch of Hyundai’s first car in India- the evergreen SANTRO. The entire business is

managed under the able leadership and guidance of the managing Director Shri K.Rama

Mohana Rao.

Soon after the Himayathnagar showroom, came up the ‘state-of-art service

facilities at Kukatpally, Banjarahills and L.B.Nagar. These service centers are well

equipped to cater to the needs of valued customers. The management left no stone

unturned to review, research and implement the latest of technologies and methodologies

to improve on the sales, service on the customer satisfaction. Continuous up gradation of 

the facilities at the sales and service outlets and adding to the service agenda each time,

add been sales graph go high by the year.

AWARDS:

The awards received for “ Best in sales ” in south region, “Best in finance ”, “Top

 performer ” in 2005 and their technicians being awarded with a Gold Medal for standing

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 No.1 in the world at World skill Olympics held at Korea-stand testimony to the

recognition that received at the global level.

According to the popular belief, a customer walking into LAKSHMI HYUNDAI is

treated like an asset. His/her needs are assessed in the first stage and the customer is

educated subsequently about the product line, service range, allied services, etc., ample

information and time is given to the prospective buyer to make up his/her mind on which

car to buy.

Totally focused customer centric approach, unparalleled service motto, top-end

facilities, bouquet of allied services, solid after sales backup, quality assurance,

unconditional warranty promise and desire to excel through service are some of the

threads which blend in effectively to give birth to the fabric called LAKSHMI

HYUNDAI LAKSHMI HYUNDAI’s success is just beginning and more to expect

spectacular chapters in the preamble “Winning Edges”.

LAKSHMI HYUNDAI MAN POWER:

Department Own Contract Total

Sales 57 0 57

Service 126 49 175

Spaces 15 0 15

Finance &

HR/Administration

98 0 98

Total 296 49 345

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RECRUITMENT PROCESS AT LAKSHMI HYUNDAI:

The recruitment process involves both internal and external methods. Internal

methods namely are employee referrals, promotions, inter company transfers.

Employee referrals:

This is the most common method of recruitment used by the organization. Last

year the organization recruited 16 employees by employee referrals.

Promotions:

Posts falling vacant due to be filled will be notified within the division/office,

giving educational qualifications and experience laid down for the post and the extent to

which these will be relaxed for promotion and inviting applications from eligible

employees in lower group, who have rendered the requisite qualifying service and who

have requisite higher post.

External methods  of recruitment followed by the organization are employment

exchange, paper advertisements and campus recruitment. .

Employment Exchange: All vacancies are to be notified to the Local Employment

Exchange. If employment exchanges are unable to sponsor the suitable candidates with in

the prescribed time limits, the vacancies may be advertised in the press on a

local/regional advertisement the vacancies may be advertised on India Basis. A minimum

of two weeks notice is to given to the Local Employment Exchange for sponsoring

suitable candidates.

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Paper advertisements:

This method of recruitment involves advertising the requirements of personnel in

two of the leading newspapers one being in English language and other being in regional

language. For recruitments in Hyderabad, Eenadu and Deccan Chronicle are the two

leading newspapers that the requirement of personnel is advertised.

SELECTION PROCESS AT LAKSHMI HYUNDAI:

After the recruitment process next step is the selection process in employing a

suitable candidate into the organization. At Hindustan Aeronautics Limited the selection

 process mainly includes test/interviews. If a candidate passes through the different rounds

of interviews/test then he is employed into the organization. The Personnel Department of 

each division or the corporate office will screen the applications received and categorize

them to those that satisfy prescribed minimum educational qualification and experience

and those do not .

Personal Manager Interview:

This is the first round of interview for the candidate. The Personal manager 

checks the knowledge of the candidate in the applied field along with his positive

attitude, communication skills and so on. On personal dissatisfaction the manager can call

the candidate for another round of interview. He prepares an evaluation report on the

candidates' performance in the interview.

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Board Directors Interview:

After the personal manager interview, the next in line is the Board Directors

Interview. There are 4 directors who take the seat of interviewer. Questions about family

 background, health details, academic performance and activities, likes and dislikes,

attitudes and capabilities etc. are all questioned. The interview conducted by the Board

directors can take any shape from stress interview to formal or informal interview

depending on the kind of department they are being recruited for. All the directors

 prepare an evaluation report individually on the candidates performance in relation to

 personality, intelligence, attitudes, skills and knowledge and so on. .

Verification of Date of Birth, Character and Antecedents

The secondary school certificate is the accepted document required for 

verification of date of birth. However, if this document is not available, the candidate

should produce a RESUME. In that he/she mention all study details of them.

APPOINTMENT OF SELECTED CANIDIDATES

Candidates who are selected for appointment to post will be issued with a letter 

 proposing to offer the post or offering the post. If they accept appointment offer they

are to be reply in the form.

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SALES TEAM PERFORMANCE BONUS POINTS

Universal Factors Sub-Factors No. of Points Total points

Job Knowledge &

Judgment

Product Information 100

350

Communication Skills 75

GDMS Up gradation 100

Accessories Selling Skills 25

Finance Dealing Skills 50

Sales Personality Presentation Skills 50

300

Confidence Level 50Voice & Body Culture 100

Appearance 50

Selling Skills 50

Code Of Conduct Time Management 50

350

Obeying Orders 100

Alertness 75

Company Dress 50

Attendance Record 75

Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai

Motor Company (HMC), South Korea and is the largest passenger car exporter and the

second largest car manufacturer in India. HMIL presently markets 6 models of passenger 

cars across segments. The A2 segment includes the Santro, i10 and the i20, the A3

segment includes the Accent and the Verna, the A5 segment includes the Sonata

Transform and the SUV segment includes the Santa Fe.

HMIL’s fully integrated state-of-the-art manufacturing plant near Chennai boasts

of the most advanced production, quality and testing capabilities in the country. To cater 

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to rising demand, HMIL commissioned its second plant in February 2008, which

 produces an additional 300,000 units per annum, raising HMIL’s total production

capacity to 600,000 units per annum.

In continuation with its commitment to providing Indian customers with cutting-

edge global technology, HMIL has set up a modern multi-million dollar research and

development facility in the cyber city of Hyderabad. It aims to become a centre of 

excellence for automobile engineering and ensure quick turnaround time to changing

consumer needs.

As HMC’s global export hub for compact cars, HMIL is the first automotive

company in India to achieve the export of 10 lakh cars in just over a decade. HMIL

currently exports cars to more than 110 countries across EU, Africa, Middle East, Latin

America, Asia and Australia. It has been the number one exporter of passenger car of the

country for the sixth year in a row.

To support its growth and expansion plans, HMIL currently has a 315 strong dealer 

network and 640 strong service points across India, which will see further expansion in

2010.

Mr. Han Woo Park joined Hyundai Motor Company in Seoul, South Korea, in

1982 in the finance department and ever since he has been involved with costing, auditing

and the financial operations of the company.

He joined Hyundai Motor India Limited in 2003 as the Chief Financial Officer 

and since then he has played a pivotal role in HMIL as he was involved in all aspects of 

the company in his capacity as a CFO.

Mr. Park has a vast experience and understanding of Hyundai Motor India Ltd and

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the Indian culture and has successfully led his team for the last seven years. Mr. Park 

holds a degree in Business Administration from the University of Dankook in Seoul,

South Korea.

Prior to his becoming the Managing Director of HMIL he held the position of 

CFO and Senior Executive Director. Mr Park lives in Chennai with his wife. He has two

children, a son and a daughter. The son is studying at University of Texas, Austin and the

daughter is studying at SUNY Buffalo. Mr Park was born in South Korea on January 29,

1958.

Hyundai Motor India Engineering (HMIE) is a fully owned subsidiary of Hyundai

Motor Company, South Korea, which has set up the R&D Centre in Hyderabad. HMIE is

a centre with one of the most advanced research and development facilities which focuses

on state of the art product and design engineering and rigorous quality enhancement. The

new R&D Centre at Hyderabad in India is Hyundai Motor Company’s fourth overseas

R&D centre.

Set up with an investment of Rs. 184 crores, the new 200,000 square-foot facility

R&D Centre, is aimed at further accelerating local content development and enable

Hyundai to respond even more quickly to changing customer needs across the world. The

R&D Centre will further facilitate the development of India as Hyundai’s global hub for 

manufacturing and engineering of small cars. The new R&D Centre in Hyderabad will

support all back-end operations like computer aided engineering (CAE), computer aided

design (CAD) and help the R & D work taking place across Hyundai’s car line-up. The

R&D Centre will help in developing vehicles which includes their styling, design

engineering and vehicle test & evaluation. The R&D Centre will play a pivotal role for 

cars manufactured in India inorder to satisfy the specific needs of the Indian customers.

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Hyundai Motor Company’s other overseas R&D centres are located in the United

States, Germany, Japan & Korea.

Management Philosophy : With the spirit of creative challenge, we will strive to

create a more affluent lifestyle for humanity, and contribute to the harmony and co-

 prosperity with shareholders, customers, employees and other stakeholders in the

automobile industry.

The spirit of creative challenge has been a driving force in leading HMC to where

it is today.

It is the permanent key factor for HMC to actively respond to change in the

management system and seek creative and self–innovative system. With the spirit of 

creative challenge, we create profits, the primary objective of a private enterprise.

Furthermore, we take responsibility for the environment and society we belong to, and

offer sustainable mobility in order to implement our corporate philosophy and provide

 benefits to all stakeholders including shareholders, customers, executives, employees,

suppliers, and communities. Vision We announced "Innovation for Customers" as our 

mid–to long–term vision with five core strategies: global orientation, respect for human

values, customer satisfaction, technology innovation, and cultural creation. We desire to

create an automobile culture of putting customer first via developing human–centered and

environment–friendly technological innovation.

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Management Policy Based on a respect for human dignity, we make efforts to

meet the expectations of all stakeholders including customers and business partners by

 building a constructive relationship amongst management, labor, executives and

employees. Also, we focus on communicating our corporate values both internally and

externally, and gaining confidence from all stakeholders.

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Mid-and Long-term Strategies We developed five mid–and long–term strategies:

global management, higher brand values, business innovation, environmental

management, and strengthening product competitiveness. Especially, we selected

environmental management as one of our strategies to meet the needs of our stakeholders

and the society we belong to. We also intend to promote sustainability development and

 preservation of the environment.

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MOST LIKED SMALL CAR IS SANTROXING

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New Arrivals

•

EON

•

Santro Xing

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CHAPTER-IV

DATA ANALYSIS

&

INTERPRETATION

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 DATA ANALYSIS

1. Is this Show room has modern looking equipment and fixtures?

TABLE 1

Gender Strongly

disagree%

Somewhat

disagree% Neutral %

Some what

agree%

Strongly

agree

MALE 4 0.04 8 0.08 12 0.12 22 0.22 12

FEMALE 4 0.04 2 0.02 14 0.14 18 0.18 4

TOTAL 8 10 26 40 16

 

Table 1: reveals customer’s opinion on modern looking equipment and fixtures.

0

5

10

15

20

25

30

35

40

45

  S  T   D  I  S A G   %

  S  W   D  I  S A G   %

  N

  E  U  T  R   %

   S  W

  A G   %

  S  T  A G  R   %

MALE

FEMAL

TOTAL

 

Interpretation

From the above data it was found that, 4 male and 4 female are strongly disagreed

with modern looking neutral in their opinion respondents are some what agree.12 male

and 4 female are strongly agree with the modern furniture and equipment., 22male and 18

female equipment and fixtures,8 male and 2 female are some what disagree, 12 male and

14 female respondents .

2. Is the Physical facilities at this Show room are visually appealing?

TABLE 2.

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Gender 

Strongly

disagree %

Somewhat

disagree % Neutral %

somewha

t agree %

Strongly

agree %

MALE 4

0.0

4 10

0.1

0 10

0.1

0 17 0.17 8 0.08

FEMALE 0 0 2 0.02 14 0.14 23 0.23 12 0.12

TOTAL

 

4 12 24 40 20

Table 2: reveals customers opinion on visibility of physical facilities.

0

5

10

15

20

2530

35

40

45

  S  T   D  I  S A G   %

  S  W   D  I  S A G   %

  N  E  U  T  R   %

   S  W

  A G   %

  S  T  A G  R   %

MALE

FEMAL

TOTAL

Interpretation

From the table it is evident that 40of the respondents are of the opinion that they

are some what satisfied with visibility, and 20 of the sample respondents said they

strongly agree. However, 24 of the sample collected are neutral with the appealing of 

 physical facilities. 12 of the sample respondents said they some what disagree and only 4

of the sample respondents said they strongly disagree with visibility. From the above

analysis we can say that majority of the sample respondents are agreed with the visual

appeal of physical facilities

1. Is the Show room layout at this Show room makes it easy for customers to

move around Show room?

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TABLE 3

Gender 

Strongly

disagree %

Somewhat

disagree % Neutral %

somewha

t agree %

Strongly

agree %

MALE 4

0.0

4 2

0.0

2 16

0.1

6 19 0.19 12 0.12FEMAL

E 0 0 10

0.1

0 16

0.1

6 11 0.11 10 0.10

TOTAL 4 12 32 30 22

Table 3: reveals customer’s opinion on visibility of layout of this Show room easy to the

customers to move around the Show room.

0

5

10

15

20

25

30

35

  S  T   D  I  S A G   %

  S  W

   D  I  S A G   %

  N  E  U

  T  R   %

   S  W

  A G   %

  S  T  A G  R   %

MALE

FEMAL

TOTAL

Interpretation

From the table it is evident that 32 of the respondents are of the opinion that

they are neutral to move around the Show room, and 22 of the sample respondents said

they strongly agree. However, 30 of the sample collected are some what agreed. However 

only 12 of the people some what disagree and 4 of the respondents strongly disagree.

From the above analysis we can say that majority of the people feels that this Show room

makes easy for customers to move around the Show room.

4. Do employees in this Show room have knowledge to answer customer question?

TABLE 4

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Table 4: reveals customers opinion on Employees have knowledge to answer customer’s

question.

InterpretationFrom the table it is evident that 38 of the respondent’s opinion that they are some

what satisfied with knowledge of employees, and 30 of the sample respondents said they

strongly agree. However, only 18 of the sample respondents are Neutral with the

knowledge of employees. However12 of the sample respondents said they somewhat

disagree and 2 of the respondents strongly disagree. From the above analysis we can say

that majority of the sample respondents are in agreed with the Employees have

knowledge to answer customers question.

5. Does the behavior of employees in this Show room instills confidence in customers?

TABLE 5

67

Gender 

Strongly

disagree %

Somewhat

disagree % Neutral %

somewha

t agree %

Strongly

agree %

MALE 0 0 8 0.08 9

0.0

9 22 0.22 16 0.16

FEMALE 2

0.0

2 4 0.04 9

0.0

9 16 0.16 14 0.14TOTAL 2 12 18 38 30

0

5

10

15

20

25

30

35

40

1 2 3 4 5 6 7 8 9 10

Gender 

MALE

FEMALE

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Gender 

Strongly

disagree %

Somewhat

disagree % Neutral %

Somewha

t agree %

Strongly

agree %

MALE 0 0 4

0.0

4 18

0.1

8 30 0.30 6 0.06

FEMAL

E 2

0.0

2 6

0.0

6 14

0.1

4 10 0.10 10 0.10TOTAL 2 10 32 40 16

Table5: reveals customer’s opinions on the behavior of employees instill confidence in

customers.

0

5

10

15

20

25

30

35

40

45

  S  T   D  I  S A   %

  S  W

   D  I  S A   %

  N  E  U  T   %

   S  W

  A G   %

  S  T  A G   %

MALE

FEMALE

TOTAL

Interpretation

From the table it is evident that 40 of the respondents are of the opinion that they

are some what satisfied with employee’s behavior, and 32 of the sample respondents said

they strongly agree. However, only 16of the sample collected is strongly agreeing with

the behavior of employees, and 10 of the people are some what agree and 2 of the people

are strongly disagreeing. From the above analysis we can say that majority of the sample

respondents are in agreed with the behavior of the employees in this Show room instill

confidence in customers.

6. Does employees in this Show room give prompt service to customers?

TABLE 6

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Gender 

Strongly

disagree %

Some

what

disagree % Neutral %

Somewhat

agree %

Strogly

agree %

Male 0 0 12 12 12 12 20 0.20 10 0.10

Female 2 0.02 4 0.04 12 0.12 16 0.16 12 0.12

TOTAL 2 16 24 36 22

Table6: reveals customer’s opinions on the behavior of employees give prompt service to

customers.

0

5

10

15

20

25

30

35

40

  S  T   D  I  S A G   %

  S  W

   D  I  S A   %

  N  E  U  T   %

   S  W

  A G   %

  S  T  A G   %

MALE

FEMALE

TOTAL

Interpretation

From the table it is evident that 36 of the respondents are of the opinion that they

are some what satisfied with employees give prompt service, and 22 of the sample

respondents said they strongly agree. However, only 24 of the sample collected are

 Neutral with the behavior of employees. And 16 of the people are some what agree and 2

of the people are strongly disagreed. From the above analysis we can say that majority of 

the sample respondents are in agreement with the employees in the Show room give

 prompt service to customers.

7. Is this Show room gives customers individual attention?

TABLE 7

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Gender 

Strongly

disagree %

Somewhat

disagree % Neutral %

somewha

t agree %

Strongly

agree %

MALE 4

0.0

4 8 0.08 20

0.2

0 10

0.1

0 12 0.12

FEMALE 2

0.0

2 16 0.16 12

0.1

2 12

0.1

2 4 0.04

TOTAL 6 24 32 22 16

Table7: reveals customer’s opinions on the Show room give customers individual

attention.

0

5

10

15

20

25

30

35

  S  T   D  I  S A G   %

  S  W   D  I  S A G   %

  N  E  U  T  R   %

   S  W

  A G  R   %

  S  T  A G  R   %

MALE

FEMALE

TOTAL

Interpretation

From the table it is evident that 32 of the respondents are of the opinion that they

are neutral with Show room gives customers individual attention, and 22 of the sample

respondents said they somewhat agreed. However, only 16of the sample collected is

strongly agreed and 24 of the people are some what disagree and 2 of the people are

strongly disagreed. From the above analysis we can say that majority of the sample

respondents are said this Show room gives customer’s individual attention.

8. When a customer has a problem, is this Show room shows a sincere interest in solving

it ?

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TABLE 8

Gender 

Strongly

disagree %

Somewhat

disagree % Neutral %

somewha

t agree %

Strongly

agree %

MALE 8

0.0

8 0 0 11

0.1

1 22

0.2

2 12 0.12FEMAL

E 4

0.0

4 6 0.06 15

0.1

5 20

0.2

0 2 0.02

TOTAL 12 6 26 42 14

Table8: reveals customer’s opinions on the customer’s problem.

0

5

10

15

20

2530

35

40

45

  S  T   D  I  S A  G

  %

  S  W   D  I  S A  G

  %

  N  E  U  T  R   %

   S  W

  A  G  R   %

  S  T  A  G  R   %

MALE

FEMALE

TOTAL

Interpretation

From the table it is evident that 42 of the respondents are of the opinion that

they are some what agree with Show room gives sincere interest in customers problem,

and 26 of the sample respondents said they neutral. However, only 14of the sample

collected is strongly agreed and 6 of the people are some what disagree and 12 of the

 people are strongly disagreed. From the above analysis we can say that majority of the

sample respondents are agree with this Show room shows a sincere interest in solving

customers problem.

9. Is this Show room provides plenty of convenient parking to all their customers?

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TABLE 9

Gender 

Strongly

disagree %

Somewhat

disagree % Neutral %

somewha

t agree %

Strongly

agree %

MALE 6

0.0

6 8

0.0

8 12

0.1

2 14

0.1

4 14 0.14

FEMAL

E 10

0.1

0 12

0.1

2 8

0.0

8 10

0.1

0 6 0.06

TOTAL 16 20 20 24 20

Table9: reveals customer’s opinions on the parking convenience of customer’s.

0

5

10

15

20

25

30

  S   T   D  I  S  A  G

  R  E   %

  S   W

   D  I  S  A  G

  R  E   %

  N  E  U   T  R  A  L   %

   S   W

   A  G  R  E   %

  S   T   A  G  R

  E   %

MALE

FEMALE

TOTAL

Interpretation

From the table it is evident that 24 of the respondents are of the opinion that they

are some what agree with Show room gives customers parking problem, and 20 of the

sample respondents said they neutral. However, only 20 of the sample collected are

strongly agreed and 20 of the people are some what disagree and 16of the people are

strongly disagree. From the above analysis we can say that majority of the sample

respondents are agree that this Show room has a plenty of space for parking.

10. Does this Show room has operating hours convenient to all their customers?.

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TABLE 10

Gender 

Strongly

disagree %

Somewhat

disagree % Neutral %

somewha

t agree %

Strongly

agree %

Male 2

0.0

2 6

0.0

6 12

0.1

2 12 0.12 30 0.30

Female 2

0.0

2 6

0.0

6 10

0.1

0 10 0.10 20 0.20

4 12 22 22 50

Table9 reveals customer’s opinions on the operating hours of this Show room convenient

to all their customers.

0

10

20

30

40

50

60

  S  T   D

  I  S A  G  R   %

  S  W   D

  I  S A  G  R   %

  N

  E  U  T  R

 A  %

   S  W

  A  G  R  E   %

  S  T  A  G  R  E   %

MALE

FEMALE

TOTAL

Interpretation

From the table it is evident that 50 of the respondents are of the opinion that they

are strongly agree with Show room operating hours, and 22of the sample respondents

said they some what agree. However, only 22of the sample collected is neutral and 12 of 

the people are some what disagree and 4 of the people are strongly disagreed. From the

above analysis we can say that majority of the people said that they are strongly agree

with the operating hours of this Show room convenient to all their customers.

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CHAPTER-V

FINDINGS

SUGGESTIONS

LIMITATIONS

CONCLUSION

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FINDINGS

1. From data analysis, I conclude that 40% of the respondent’s satisfaction level

about Show room’s modern looking equipment and fixtures is some what agree.

Then, only few respondents are strongly disagree.

2. Majority of the people (40%) said the Show room physical facilities are visually

appealing.

3. When asking about Show room convenience to move around the Show room

maximum number of respondents said that it is some what ease to move around

the Show room.

4. 38% respondents said that the Show room people are somewhat knowledgeable to

answer their questions.

5. According to data analysis, employees in the Show room are providing without

delay services to the customers.

6. 24% of the respondents said that the Show rooms cannot give personal attention

to the customers.

7. 42% respondents have said that, the Show room management is immediately

responding to customer’s problem.

8. After the data analysis I found that majority of the people are not pleased with the

 parking facilities

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SUGGESTIONS 

Parking facilities should be enhanced in order to satisfy customers.

Management personnel should maintain gracious relation with the customers.

Knowledge of the employees should be improved in order to answer the

customer’s troubles.

The layout of the Show room should be enhanced in order to move customers

around the Show room.

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LIMITATIONS OF THE STUDY

1. Time is the main limitation for the study, as project was restricted only for 45

days.

2. The methods used in this project are random sampling methods and results

obtained may not be accurately fully accurate and believable.

3. The research has been centered to only One hundred Customers of HYUNDAI

fresh

4. The analysis is purely based on closed ended questions and due their deliberate

manipulation, important information may be lost and even barriers of 

communication would cause a limitation.

The whole project research was confined to only customers of HYUNDAI Fresh@.

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CONCLUSION

The respondents are of HYUNDAI and they came know about the service from

hoardings, print media, primarily and through electronic media and road shows

secondarily. The respondents are using HYUNDAI since 1 year and below 1 year in most

of the cases. The service provided by HYUNDAI is used by majority of the respondents

and the reason for choosing it is the quality of the service, followed by brand image.

CONSUMER PERCEPTION of the respondents towards HYUNDAI is high;

however a significant number of the respondents are dissatisfied with its services.

In purchasing HYUNDAI products family appear to be the prime motivators of 

the respondents in making their purchase decisions, due to the special offers being

targeted by the company at this segment.

The respondents are paying their bills at the company show rooms, and these are also on

delivery time.

The respondents are desirous of having online bill payment service for 

convenience as its saves their time, money and effort. The instruments being providing

with billing service are being well received by the respondents.

 

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BIBLIOGRAPHY

Referred books :

1. “Principles of Marketing 11th edition”, Philip Kotler, published by Prentice Hall

India.

2. “Marketing Management 7th edition” , V.S.Ramaswami and Namakumari,

Published by Millennium India Ltd.

3. “Sales Management 5th edition”, Richard R Still, Published by Prentice Hall India.

4. “Marketing Research 6th edition”, G.C.Beri, Published by Tata Mc Graw Hill

Co.Ltd .

5. “Marketing Research 7th edition”, Luck David and Robin Ronald, Published by

Prentice Hall India.

6. “Research for Marketing Decisions”, Green, Paul E, and Doranld S. Tull, Prentice

Hall of India Pvt Ltd.

JOURNALS:

1. Gilles, Jean-Noel Kapferer, and Francoise Roussel (1995), “The Underlying

Structure of Consumer Perception”  Journal of Marketing Science, 14 (No.3, part

2), G170-G79.

2. George S and Robert W, Pratt (1971), “Fundamentals of Marketing”.  Journal of 

 Marketing Research, 8 (February), 85-9.

3. F.Kent Mitchel, “Marketing Communications”  Journal of Consumer Marketing 

(1985): 405-447.

4. Debra Grace, Scott Weaven, Mitchell Ross (2010), “Consumer perception”

International Journal of Market research (1993): 32.

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WEB SITES

1. www.google.com

2. www.hyundai.com

3. www.autoindia.com

4. www.customersopt.org

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QUESTIONNAIRE

ANNEXTUREANNEXTURE

 Name of Respondent: ___________________________________________________ 

Designation: ________________________ Income: ___________________________ 

Address: ______________________________________________________________ 

Phone No._________________ Email id: ___________________________________ 

 1. This Show room has modern looking equipment and fixtures:

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree  

Strongly Agree

2. The physical facilities at this Show room are visually appealing: 

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree  

Strongly Agree

3. The Show room layout at this Show room makes it easy for customers to move

around Show room:

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree  

Strongly Agree

4. Employees in this Show room have the knowledge to answer customer

questions: 

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree  

Strongly Agree

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 5. The behavior of employees in this Show room instill confidence in customers

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree  

Strongly Agree

6. Employees in this Show room give prompt service to customers:  

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree  

Strongly Agree

7. This Show room gives customers individual attention: 

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree  

Strongly Agree

8. When a customer has a problem, this Show room shows a sincere interest in

solving it: 

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree  

Strongly Agree

9. This Show room provides plenty of convenient parking for customers:

Strongly Disagree Somewhat Disagree Neutral Somewhat Agree  

Strongly Agree