final report m&m

INSTITUTE FOR TECHNOLOGY & MANAGEMENT

Page | 1

Summer Internship Report

RESEARCH PROJECT – CONSUMER BUYING BEHAVIOR

(SCHOOL BUS)

Prepared by Mr. Vivek Kumar Singh

PGDM151704044

PGDM II Year

Institute for Technology & Management

Kharghar

Mahindra & Mahindra Limited

Under the Guidance of

Mr. Shahbaz Khan & Mr. Sanjay Thakur

Sales Manager

Mahindra Truck and Bus Division

Mahindra and Mahindra Limited

MR. Vijay S Karvande

Manager Academic

ITM Kharghar


Page | 2


RESEARCH PROJECT – CONSUMER BUYING BEHAVIOR

(SCHOOL BUS)

With reference to MAHINDRA TRUCK AND BUS DIVISION, VASHI

A Project Report submitted in partial fulfilment of the requirement for the award of

POST GRADUATION DIPLOMA IN MANAGEMENT

(2015-17)

By

Mr Vivek Kumar Singh

(Roll No: PGDM151704044)

Under the Guidance of

Mr Vijay S Karvande

Manager - ITM

Institute for Technology & Management,

Kharghar


Page | 3


DECLARATION

I, Vivek Kumar Singh a student of Institute For Technology & Management,

Kharghar hereby declare that the internship report on Research in consumer buying

behaviour for school buses through Mahindra & Mahindra Truck & Bus Division is

a project carried out by me from 19th April 2016 to 24th June 2015 under the

guidance of Mr Shahbaz Khan & Mr Sanjay Thakur Sales Manager, Mahindra

& Mahindra Ltd., Vashi.

All the information collected and documented here are collected from authentic

sources and is a genuine work done by me in partial fulfilment for the requirement

of the degree of Post-Graduation Diploma in Management. I confirm that this report

has not been published or submitted elsewhere for the award of any degree in part

or in full.

Date: 28th June 2016

Place: CBD Belapur Mr Vivek Kr. Singh


Page | 4


CERTIFICATE BY COMPANY GUIDE

This is to certify that the project Report titled “A RESEARCH PROJECT ON

CONSUMER BUYING BEHAVIOUR FOR SCHOOL BUSES FOR

MAHINDRA TRUCK AND BUS DIVISION.” is an original work carried out by

MR. VIVEK KUMAR SINGH (Enrolment No. PGDM151704044), under my

guidance and supervision, in partial fulfilment for the award of the degree of Post-

Graduation Diploma in Management by Institute for Technology & Management,

Kharghar during the Academic year 2015-17.

____________________________

Date:

Place: Vashi

Mr. Shahbaz Khan

Assistant Sales Manager

Mahindra Trucks & Bus Division

Mahindra & Mahindra Ltd.


Page | 5


CERTIFICATE BY FACULTY GUIDE

This is to certify that the project Report titled “A RESEARCH PROJECT ON

CONSUMER BUYING BEHAVIOUR FOR SCHOOL BUSES FOR

MAHINDRA TRUCK AND BUS DIVISION is an original work carried out

by MR. VIVEK KUMAR SINGH (Enrolment No. PGDM151704044),

under my guidance and supervision, in partial fulfilment for the award of the

degree of Post-Graduation Diploma in Management by Institute for Technology

& Management, Kharghar during the Academic year 2015-17.

MR. VIJAY S KARVANDE

MANAGER, ACADEMIC

CO-ORDINATOR

ITM B SCHOOL

DATE:

PLACE: KHARGHAR


Page | 6


ACKNOWLEDGEMENT

This project would not have been possible without the kind support of the organization, Mahindra

& Mahindra and many individual. I would like to extend my sincere thanks to all of them.

I extend my gratitude to Director & Campus Head Dr. Lakshmi Mohan, at Institute for

Technology & Management, for providing all necessary facilities to carry out my project

successfully.

I owe an incalculable acknowledgement to Mr. Vipin Jog, Program Coordinator, Post-Graduation

Diploma in Management, at Institute for Technology & Management for his support and timely

help.

I extend my gratitude to Mr. Vijay S Karvande, Manager Academic co-ordinator, at Institute

for Technology & Management for her kind support, encouragement and for providing the

guidance and cooperation as and when needed.

I would like to extend my sincere gratitude to Mr. Shahbaz Khan & Mr. Sanjay Thakur for

constant support and guidance and at the same time for providing me with the autonomy to make

my own choices to complete this project.

I also thank all my family members and friends for their cooperation and encouragement during

the project. Last but not the least I would also like to thank all the professionals who took time to

answer my questions and gave honest feedback. Their contributions have been valuable.


Page | 7


Table of Contents

Topic Page No.

1. Mahindra Truck & Bus-Division 7

1.1 Purpose & Values

2. Profile of Automobile Industry in India 13

3. Concept of Sales 15

3.1 Customer Relation Management

4. Sales Methodology at Mahindra Truck & Bus Division 21

4.1 Sales Methodology at Dealership

4.2 Manufacturing

4.3 Services

25

5. Method of Study

5.1 Territory Allocation

5.2 School Coverage

6. Sales Channel 28

6.1 Channel Sales in Mahindra Truck & Bus Division

6.2 SWOT Analysis

6.3 Sales Funnel

6.4 Competition Analysis

7. Analysis 35

8. Findings 54

9. Suggestions 55

10. Conclusion 56

11. Bibliography 57

12. Annexure 58

12.1 Questionnaire


Page | 8


1. MAHINDRA TRUCK AND BUS DIVISION

@anandmahindra

ANAND MAHINDRA is Chairman and Managing Director of Mahindra & Mahindra Ltd. He

graduated magna cum laude from Harvard University and earned his MBA from Harvard Business

School in 1981. He joined the Mahindra Group in 1981 as an Executive Assistant to the Finance

Director of the Mahindra Ugine Steel Company. His leadership has helped make Mahindra a global

company and strong competitor since India's economic liberalization in 1991. Anand is a notable

public figure with a considerable following on Twitter and serves on many boards and committees.

Nalin Mehta, M.D. and CEO, Mahindra Trucks and Buses Limited, said, “The new

nomenclature and rebranding demonstrates the firm’s long term commitment to the commercial

vehicle business which has the full support of the Mahindra Group. With a powerful range of

products including HCVs, LCVs and buses, and a continued focus on breakthrough innovations

the firm continues to deliver market-leading performance and enhanced products and services for

the Indian transport industry”.

Today, with over 1 lakh LCV trucks and buses and more than 8,000 HCV trucks on Indian roads,

the company services them with a 24x7 service network of more than 1,591 touch points that

includes 57, 3S dealerships, 271 authorized service points drawn from other dealers within

Mahindra's Automotive and Farm Equipment Sectors network and nearly 1,263 roadside


Page | 9


assistance points strategically located on important trucking routes. This network will be further

expanded by leveraging synergies following the demerger of operations.

Mahindra trucks come in multiple sizes, depending on the load carrying capacity. A strong and

durable suspension, rugged chassis aggregates, robust brakes, and heavy duty axles to handle its

superior torque, are designed to be low maintenance and easy to repair. Coupled with best-in-class

ride and handling, and low turning radius for excellent manoeuvrability and generous cabin space

- this makes for a pleasant ride.

Mahindra’s Truck and Bus Division is taking outperformance to the next level by creating trucks,

designed for various business needs and applications. From transit mixers and bulkers to car

carriers and refrigerated container trucks, the division provides integrated trucking solutions that

profit customers. Giving them the advantage of quick turnaround time and reliability along with

the assurance of Mahindra’s Truck and Bus Division’s excellence. The new HCV range has been

engineered for Indian needs with the underlying philosophy of ‘Made in India, Made for India’. In

the LCV segment, Mahindra’s Truck and Bus Division has already reached a double digit market

share and with over 150,000 vehicles already on the road and it is all set to further strengthen its

position. The new range of medium and heavy commercial vehicles is being manufactured at the

modern Greenfield plant at Chakan. While the entire range of LCV Load vehicles and Buses is

being manufactured in the Mahindra Truck and Bus facility at Zaheerabad. To match the high

performance of its trucks, the division also has a superior sales and service network that is geared

to meet any eventuality.

Mahindra & Mahindra Ltd. trucks are true high-performance truck. Designed in India with special

attention to indigenous conditions, its ergonomic design is a product of extensive research. And

they have been tested rigorously for assured high performance even in the toughest of conditions.

Which gives the competitive advantage of superior lugging power, higher fuel economy, fewer

maintenance hassles, better speed and the ruggedness to overcome the challenges of terrain.

Mahindra Truck and Bus manufacture products cater to specific needs. The Truxo 25 - 170 has

superior technology and optimized drive train ensuring more kilometres for every litre, making it

an extremely fuel efficient truck. It is powered by the 123Kw (170hp) m-POWER engine,


Page | 10


delivering a top speed of 88 kmph and unmatched fuel efficiency. Undoubtedly, it’s a product from

the Mahindra & Mahindra Ltd. family designed to perform in the toughest conditions.

Mahindra Truck and Bus also launched the high-performance Truxo 25 and Truxo 31 cowls.

Manufactured at the state-of-the-art Chakan plant using cutting-edge technology, the Truxo25 and

Truxo 31 cowl enables one to build a truck that feels at home even on the most difficult Indian

Specifications of the product (bus)

o Model of the bus

o Type of the bus

• 16 – Seater

• 25 – Seater

• 32 – Seater

• 40 – Seater

o Price of the bus

o Period of Warranty

o Services provided to the bus

Cosmo Tourister:

This school bus reflects Mahindra’s philosophy of outperformance in more ways than one. Its

brand new style, host of safety features, established fuel efficiency, build quality and low

maintenance are proof for this. Most importantly, it has all the features to be complaint with the

regulatory safety standards. Which means it is not only ready to run but also makes every trip to

school and back as safe as possible.

Engineered for Profit:

The Cosmo comes with the advanced CRDe engine which gives an experience of great

performance without compromising on profits. This CRDe engine delivers optimum power and

superior fuel economy. At the same time, it makes sure the environment breathes a little easier.


Page | 11


o Better pick-up with CRDe technology

o Lowest noise vibration harshness level for extra comfort

o Better fuel combustion which cuts down fuel wastage and emissions

o Better pulling power

Safety that inspires Trust:

The safety features installed in a Cosmo school bus do a lot more than just fulfilling government

norms. They actually provide parents with the assurance that their children are safe during their

journey.

o Metallic front and rear fascia

o Full length foot step for extra safety

o Stanchion pipes

o Two emergency exists

o Heavy duty window guard rails

o Air brakes in 32 and 40 seater

o Anti-skid vinyl flooring with silicon carbide particles

o First aid kit and fire extinguisher

Maintenance:

It is built to deliver smooth performance and last long. But when it does need a bit of work or a

few spares, we can rest assured your service bill will not give you an unpleasant surprise.

o Round headlamps which are easily available at reasonable prices

o Multiple pieces of metallic bumper for low maintenance

o Sliding type battery tray

o Easily available spare parts

o High fuel efficiency best in mileage


Page | 12


1.1 Purpose and values:

Professionalism

The firm have always believed in seeking the best people for the job and given them the freedom

and the opportunity to grow. They commit to support innovation and well-reasoned risk taking,

with demand on performance.

Good corporate citizenship

Long-term success and alignment with the needs of the countries. Without compromising ethical

business standards.

Customer first

Responding to the changing needs and expectations of customers speedily, courteously and

effectively.

Quality focus

Quality is made a driving value in the work culture, in products and in interactions with

stakeholders.


Page | 13


2. PROFILE OF AUTOMOBILE INDUSTRY IN INDIA

The automobile industry provides a fruitful field for study. Its starting growth, the important place

which it fills in individual and national economy, the way in which it throws in bold relief the

modern problems of production, finance and merchandising, all combine to make it a veritable

mine for the student of modern business. Nevertheless, serious minded student of the economic

system has until lately give it little attention. The three substantial studies here under review go far

to fill the gap. While at point they overlap, the relative emphasis upon the various aspects of the

industry differs widely. Epstein is concerned with the evolution of the industry, with emphasis

upon the changes in the market conditions upon the attempts of manufacturers to adopt themselves

to these changes in the market. Seltzer is concerned with the financial aspects of automobile

production and is apparently interested in the industry as it illustrates the problem of modern

business in obtaining needed supplies of capital. A better case for study of this question could not

have been found, for the capital invested has grown in the short period of three decades from a

negligible amount to over 2,000,000,000 in automobile factories alone and of course, other large

sums in plant for the production of parts and materials and in distributing establishments. With the

growth of the industry and evolution of the market has come the problem of financing the

consumer; and it is to the recent methods employed for this purpose that Seligman addresses

himself.

Epstein divided the history of the industry into two periods, the one before 1916 and the other

since that date. During the period 1903 to 1916 the annual production of automobile.

This has been recognized world over that manufacturing can be a formidable competitive weapon

if equipped and managed properly. Manufacturing industries recently has prompted renewed

interest due to globalization, flexible processing technologies. Marvelous customer services and a

lot of innovation potential in product. The development of coherent manufacturing strategies is

inevitable for substantial growth to face new manufacturing challenges and to cope with dynamic

environment. In new manufacturing environment, time is considered as one of the primary motives

for operating business these days. This does not mean that other motives like cost, quality and

service can be ignored. In fact, they are considered as a pre-requites to sustain competition. Other

than time, quality, cost and services; there is an increasing trend to explore and implement issues

like flexibility, lean principles, innovation; actively based costing, value analysis etc., to achieve


Page | 14


competitive edge over competitors. In which core competitive issues are reviewed. The

identification of gaps in the literature help to identify shortcomings in existing literature and then

address issues like low cost, quality improvement and rapid product development in a more

coherent and a systematic manner. The subsequent section review the literature related to WCM,

manufacturing strategies, time based competition, flexibility and innovation.

Objectives:

The objectives of the project are as follows:

To identify the needs of transport vehicles to the schools

To convince the target customer to purchase the product (bus)

To identify the opportunities and challenges for MTBD

Sample size:

Number of schools visited 50+


Page | 15


3. CONCEPT OF SALES

Sales Concept is a concept, which is basically focused on selling of goods and services to

the consumers. Sales Concept is one of the parts of Marketing Concept. Goods which are produced

by a company or services provided by a company to the consumer are operating under the Sales

Concept. Personal selling is the process of informing customers and persuading them to purchase

products through paid personal communication in an exchange situation. The three general

purposes of personal selling are finding prospects, persuading them to buy, and keeping customers

satisfied.

Today’s sales executives are professionals. They plan, build, and maintain effective

organizations and design and utilize efficient control procedures. The professional approach

requires thorough analysis, market-efficient qualitative and quantitative personal-selling

objectives, appropriate sales policies, and personal-selling strategy. It calls for skilful application

of organizational principles to the conduct of sales operations. In addition, the professionals

approach demands the ability to install, operate and use control procedures appropriate to the

firm’s situation and its objectives. Executive capable of applying the professional approach to sales

management are in high demand today.

Sales executives have responsibilities to their organizations, the customers and society.

Top management holds them responsible for obtaining sales volume, providing profit

contributions, and continuing business growth. The customers (most often wholesalers, retailers,

or industrial users) expect them to supply easily resalable products and services, backed up by

supporting activities and assurance that the products and services are wise investments in the

competitive marketplace. Society looks to them to assure the delivery of goods and services that

final buyers want at prices that final buyers are willing to pay and of increasing importance to

develop and market products whose potentials for damaging the environment are minimal.

Sales management originally referred exclusively to the direction of sales force personnel.

Later, the term took on border significance in addition to the management of personnel selling,

“sales management” meant management of all marketing activities, including advertising, sales

promotion, marketing research, physical distribution, pricing, and product merchandising. In time,


Page | 16


business, adopting academic practice, came to use the term “marketing management” rather than

“sales management” to describe the broader concept.

3.1 Customer relation management

Customer relationship management (CRM) is an approach to managing a company's interactions

with current and future customers. It often involves using technology to organize, automate, and

synchronize sales, marketing, customer service, and technical support.

“The focus [of CRM] is on creating value for the customer and the company over the longer term”.

When customers value the customer service that they receive from suppliers, they are less likely

to look to alternative suppliers for their needs. CRM enables organisations to gain ‘competitive

advantage’ over competitors that supply similar products or services.

“Today’s businesses compete with multi-product offerings created and delivered by networks,

alliances and partnerships of many kinds. Both retaining customers and building relationships with

other value-adding allies is critical to corporate performance”.

“The adoption of C.R.M. is being fuelled by a recognition that long-term relationships with

customers are one of the most important assets of an organisation”.

Organisations must be prepared to adapt so that it takes customer needs into account and delivers

them. Market research must be undertaken to assess customer needs and satisfaction

Technology plays a pivotal role in CRM. Technological approaches involving the use of databases,

data mining and one-to-one marketing can assist organisations to increase customer value and their

own profitability. This type of technology can be used to keep a record of customer names and

contact details in addition to their history of buying products or using services. This information

can be used to target customers in a personalised way and offer them services to meet their specific

needs. This personalised communication provides value for the customer and increases customer

loyalty to the provider. Phone calls, emails, mobile phone text messages, or WAP services. Having

access to customers contact details and their service or purchase preferences through databases

etc. can enable organisations to alert customers to new, similar or alternative services or products

CRM can also be carried out in face-to-face interactions without the use of technology. Staff

members often remember the names and favourite services/products of regular customers and use

this information to create a personalised service for them. For example, in a hospital library you


Page | 17


will know the name of nurses that come in often and probably remember the area that they work

in. However, face-to-face CRM could prove less useful when organisations have a large number

of customers as it would be more difficult to remember details about each of them.

Benefits of CRM

Benefits of CRM include:

• Reduced costs, because the right things are being done (ie., effective and efficient

operation)

• Increased customer satisfaction, because they are getting exactly what they want (i.e.

meeting and exceeding expectations)

• Ensuring that the focus of the organisation is external

• Growth in numbers of customers

• Maximisation of opportunities (eg. increased services, referrals, etc.)

• Increased access to a source of market and competitor information

• Highlighting poor operational processes

• Long term profitability and sustainability

Customer service

Customer service is the act of taking care of the customer's needs by providing and delivering

professional, helpful, high quality service and assistance before, during, and after the

customer's requirements are met. Customer service is meeting the needs and desires of any

customer.

Characteristics of customer service:

Promptness: Promises for delivery of products must be on time. Delays and cancellations

of products should be avoided.


Page | 18


Politeness: Politeness is almost a lost art. Saying 'hello,' 'good afternoon,' 'sir', and 'thank

you very much' are a part of good customer service. For any business, using good manners

is appropriate whether the customer makes a purchase or not.

Personalization: Using the customer's name, wishing on Birthdays/Marriage

anniversaries, etc are very effective in producing loyalty. Customers like the idea that

whom they do business knows them on a personal level.

Proactive: Team should contact customers before they call the Service People. Customers

appreciate if Service people follows up for the feedback after delivery of the vehicle after

service/ repair.

Types of customers

There are two types of customers they are: internal and external. If one department, individual

or process within an organization supplies another such within the same organization with

goods, information or services then the latter is described as the internal customer of the

former. An external customer is the ordinary customers that purchase the company’s products

they include the general public. Internal customer(s) is from within an organization e.g. a

person or group of people already in the employ of the same organization. People working in

different branches of the vendor's organization

External customers

• Individuals

• General Public

The six basic needs of customers:

1. Friendliness

Friendliness is the most basic of all customers’ needs, usually associated with being greeted

graciously and with warmth. We all want to be acknowledged and welcomed by someone who


Page | 19


sincerely is glad to see us. A customer shouldn’t feel they are an intrusion on the service

provider’s work day!

2. Understanding and empathy

Customers need to feel that the service person understands and appreciates their circumstances

and feelings without criticism or judgment. Customers have simple expectations that we who

serve them can put ourselves in their shoes, understanding what it is they came to us for in the

first place.

3. Fairness

We all need to feel we are being treated fairly. Customers get very annoyed and defensive when

they feel they are subject to any class distinctions. No one wants to be treated as if they fall into a

certain category, left wondering if “the grass is greener on the other side” and if they only

received second best.

4. Control

Control represents the customers’ need to feel they have an impact on the way things turn out.

Our ability to meet this need for them comes from our own willingness to say “yes” much more

than we say “no.” Customers don’t care about policies and rules; they want to deal with us in all

our reasonableness.

5. Options and alternatives

Customers need to feel that other avenues are available to getting what they want accomplished.

They realize that they may be charting virgin territory, and they depend on us to be “in the know”

and provide them with the “inside scoop.” They get pretty upset when they feel they have spun

their wheels getting something done, and we knew all along a better way, but never made the

suggestion.

6. Information


Page | 20


“Tell me, show me – everything!” Customers need to be educated and informed about our products

and services, and they don’t want us leaving anything out! They don’t want to waste precious time

doing homework on their own – they look to us to be their walking, talking, information central.

7.Customer satisfaction

Customer satisfaction, a business term, is a measure of how products and services supplied by a

company meet or surpass customer expectation. It is seen as a key performance indicator within

business and is part of the four perspectives of a Balanced Scorecard. In a competitive marketplace

where businesses compete for customers, customer satisfaction is seen as a key differentiator and

increasingly has become a key element of business strategy.

Customer needs may be defined as the facilities or services a customer requires to achieve specific

goals or objectives. Needs are generally non-negotiable, but may be optional or of varying

importance to the customer. In any transaction, customers seek value-for-money, and will often

consider a range of vendors' offers before settling on a purchase.

Customer service skills

• Attracting new customer’s costs more than retaining existing customers.

• Customer service costs real money

• Understand your customers’ needs and meet them.

• Good process and product design is important.

• Customer service must be consistent.

• Employees are customers, too.

• Open all communication channels.

• Every customer contact is a chance to shine.


Page | 21


4. SALES METHODOLOGY AT MAHINDRA TRUCK AND BUS

DIVISION

Wadhera will have a dual responsibility of running the R&D function and Mahindra Trucks and

Buses. So apart from being chief executive, technology, product development and sourcing, he

will also be the director and head of Mahindra Trucks and Buses. Nalin Mehta, MD of Mahindra

Trucks and Buses will report into Wadhera.

An ex-Eicher Motors official, Wadhera has a fair understanding of the commercial vehicles

business. "Mahindra is investing Rs 500 crore in this business for the next three years. Any new

business takes about 5-7 years to incubate; the current slowdown has probably stretched that a bit.

But we are investing in new products and services, once the market bounces back we will gain."

Post the buyback of stake from Navistar , Mahindra Trucks and Buses announced their plan to

merge the Mahindra Trucks & Buses to M&M, the legal process is likely to be completed by the

end of this fiscal.

Having entered the heavy duty trucks space in 2010, Mahindra Trucks and Buses was expected to

pose a significant threat to the country's top two players Tata Motors and Ashok Leyland, but three

years since, the company's volumes has struggled and the entity has been incurring losses year

after year.

At the end of FY13, the company had an accumulated loss of .920 crore into its business. Its sales

in FY13 declined 13.87% to 11,902 units and in April to December of FY14 sales declined 32.85%

to 5,731 units.

"Mahindra is able to withstand these tough times. They are in this business for a long term. There

is a space to increase our market share."

http://economictimes.indiatimes.com/topic/product

http://economictimes.indiatimes.com/topic/Nalin%20Mehta

http://economictimes.indiatimes.com/topic/Navistar

http://economictimes.indiatimes.com/topic/Tata%20Motors

http://economictimes.indiatimes.com/topic/Ashok%20Leyland

http://economictimes.indiatimes.com/topic/market%20share


Page | 22


The company would be investing this Rs 500 crore in the next three years for their entry into the

intermediate commercial vehicle range of 8-12 tonne, development of new cabs for light

commercial vehicle range.

4.1 Sales Methodology at Dealership:

A sales manager headed a team of salespersons by providing them specific targets regarding the

sales of buses & trucks. They follow “Personal selling” where businesses use people (the "sales

force") to sell the product after meeting face-to-face with the customer. The sellers promote the

product through their attitude, appearance and specialist product knowledge. They aim to inform

and encourage the customer to buy, or at least trial the product (Demo).

Point-of-sale merchandising can be said to be a specialist form of personal selling. POS

merchandising involves face-to-face contact between sales representatives of producers and the

retail trade. A merchandiser will visit a range of suitable retail premises in his/her area and

encourage the retailer to stock products from a range. The visit also provides the opportunity for

the merchandiser to check on stock levels and to check whether the product is being displayed

optimally. The techniques they employ to gain benefits for their company are the same used by

the front-line salesperson to sell to small customers.

Sales process:

Telephonic enquiry

Walk in customer

Sales experience

Showroom demonstration

Test drive

Vehicle delivery

4.2 Manufacturing

Mahindra Truck and Bus manufacture products catering to specific needs. The Truxo 25 – 170

has superior technology and optimized drive train ensuring more kilometres for every litre,

making it an extremely fuel efficient truck. It is powered by the 123Kw (170hp) m-POWER

engine, delivering a top speed of 88 kmph and unmatched fuel efficiency. Undoubtedly, it’s a


Page | 23


product from the Mahindra & Mahindra Ltd. Family designed to perform in the toughest

conditions.

Mahindra Truck and Bus also launched the high-performance Truxo 25 and Truxo 31 cowls.

Manufactured at the state-of-the-artChakan plant using cutting-edge technology, the Truxo 25

and Truxo 31 cowl enables one to build a truck that feels at home even on the most difficult

Indian road.

Mahindra Truck and Bus has built a well-structured and widespread service network with

multiple support systems across the length and breadth of the country. NOW’s ‘24X7 Expert on

call’ is India’s first multi-lingual helpline manned by technical experts to provide instant support,

24X7 for its trucks and buses anywhere, along with the service van which is a unique facility

reaching out to broken down vehicles anytime, anywhere.

4.3 Services

Mahindra Truck and Bus has built a well-structured and widespread service network with multiple

support systems across the length and breadth of the country. NOW's '24X7 Expert on call' is


Page | 24


India's first multi-lingual helpline manned by technical experts to provide instant support, 24X7

for its trucks and buses anywhere, along with the service van which is a unique facility reaching

out to broken down vehicles anytime, anywhere.

Number of service network points currently and growing by the day.

A well networked team will attend to you round the clock.

Over 80 state of the art dealerships with a fully covered workshop and a dormitory for the

drivers.

Fast response centres for faster spares services.

Exclusive LCV and bus parts warehouse in Hyderabad and also at other strategic business

unit centres.

Now 24X7 Expert on Call 1800-200-3600 / 020-27473600


Page | 25


5. METHOD OF STUDY

Sales process mainly relies on customer data where the data was collected as primary and

secondary data, the data related to existing customers was followed up through telephone and new

customers was followed up through salespersons face to face interaction. Separate data records

were maintained for existing and new customers where is very helpful in following up and

identifying the potential customers. Major data regarding new customers were collected from

salespersons during their field work.

The collected data was filtered accordingly as territory, type of market, requirement, and purchase

plan etc. and used to boost the sales process. Majorly the database depends upon MS Excel. The

filtered data is distributed among salespersons to filter the prospects among them.

The list of schools in Navi Mumbai was provided by MTBD. Each school listed was visited and

details viz. name of the school, name of the correspondent, number of buses and type of the buses

was collected. If the customer is not having any plan to take the bus this year, then willingness of

the customer has to be taken when the customer is planning to take the new bus.

With the help of given data of schools it is easy to recognize the availability of schools in a

particular area and it is easy for me to visit schools, if the address of the school is unknown, then

one way is to contact the school management with help of contact numbers given in the database,

then all the specifications regarding the bus is conveyed, and if the customer is willing to take the

bus, by visiting personally to the customer and will tell the remaining data like price, finance and

insurance etc. If the customer accepts all the conditions, then that customer is forwarded Sales

executive. They both will discuss about the discount and interest rates.

The given database helped me to visit the schools which are unknown to me in a particular area.

This made me to visit more number of schools in a given time period.


Page | 26


Research Design:

The main purpose of the research process is to visit the customers and interact with them about the

school buses, during the research process there is no pre-determined format of questions, questions

will be asked depending on the type of the customers and their needs and all the information

regarding the bus is delivered and then the decision making of the customer depends on the demand

for a particular bus.

5.1 Territory Allocation:

The list of schools in Navi Mumbai division are given to me and my work is to visit each school

according to the list and by visiting the schools I had noted the name of the school, name of the

correspondent, number of buses and type of the buses. If the customer is not having any plan to

take the bus this year, I had enquired when the customer is planning to take the new bus by giving

the brochures of the buses and even the contact information of the sales manager of Mahindra &

Mahindra bus division, Navi Mumbai to contact in future.

With the help of given data of schools, I had visited around 50+ schools in and around Navi

Mumbai. The data given by Mahindra helped me to easily find the schools. Sales Manager Shahbaz

Khan had allotted me areas in and around Navi Mumbai. I had divided the areas depending on

geographical locations. I covered areas like CBD Belapur, Sea woods, Nerul, Jui Nagar, Sanpada,

Vashi and even some regions in Raigadh like Kharghar.

The given database helped me to visit the schools, which are unknown to me in a particular area.

This made me to visit more number of schools in a given time period.


Page | 27


5.2 School Coverage:

I visited 50+ schools in Thane district. I visited many schools in rural areas of Navi Mumbai.

Most of the schools are small and not having any mode of transportation students come by their

own ways, and these schools are not having any interest to maintain buses because of their less

strength. Some of the schools are totally depended on the private buses or rented buses without

owning the buses.

Schools like Podar International; Ryan International buys their buses in bulk depending on their

top management decisions.

In these areas, many of the schools are primary and they are not in a situation to afford because of

their financial issues. Some of the schools are having sufficient strength and in a position to take,

the bus but they are not planning because they are unable to maintain the bus like driver etc. Some

school managements are showing interest in buying second hand buses rather than buying new

buses and many school managements are depending on the views given by the drivers of the school

buses.

List of Schools Visited

CBD Belapur School Address

Bharati Vidyapeeth English Medium School

Bharati Vidyapeeth Educational Complex, Sector No 3, Cbd, Belapur, Navi Mumbai - 400614

Dnyan Pushpa Vidya Niketan School & College

Sector 4, Belapur, Navi Mumbai - 400614

Bharti Vidyapeeth High School Sector 3, C.B.D, Belapur, Navi Mumbai - 400614

Good Shepherd School Plot no 50, Phanaspada,Sector 19, Belapur

PES High(marathi) School Sector 1,C.B.D Belapur, Navi Mumbai - 400614

Radcliffe School Knowledge Towers, Plot No. 20sector 11 Belapur

Sharad Pawar International School 12th Flr D Y Patil Vidyapeeth Bldg Plot No 50, Sector 15, Belapur Mode, Thane - 400615


Page | 28


Nerul and Seawoods School Address

Apeejay School Sector- 15, Nerul, Navi Mumbai-400706

St Augustine High School Plot No 8, Sec 11 Opp Bus Depot, Nerul, Navi Mumbai - 400706

Delhi Public School Palm Beach Marg,Sector 52,53,54 Nerul west

DON Bosco Senior Secondary School Sec 42/A, Nerul, Navi Mumbai - 400706

Sboa Public School Plot No 10, Sector No 5, Nerul, Navi Mumbai - 400706

Ryan International School Plot No 1A, Sector 19A,Near Uran Phata, Nerul, Navi Mumbai - 4007

Tilak public school Plot no 31, Sector 25,Next to Seawoods Railway Station,

Swami Shukhdevanand High School Shirvane Gaon Sector 1, Nerul, Navi Mumbai - 400706

St Xaviers High School Block No 11, Sec 3, Nerul, Navi Mumbai - 400706

DAV Public School Plot No 34, Sector No 48, Nerul, Navi Mumbai - 400706

Podar International School Plot no 30, Sector 36, Nerul, Navi Mumbai - 400706

Presentation Convent School Plot No 85, Sec 27, Nerul, Navi Mumbai - 400706

Mahatma Gandhi Mission Phase II,Sector 8, Nerul, Navi Mumbai - 400706

New English School Plot no 43, Sector 19, Nerul, Navi Mumbai - 400706

Vashi School Address

Avalon Heights International School PLot No.: 7, Sector 19 B, Vashi,

Amrita Vidyalam Plot No.4, Sector 25, Juinagar West,

Anchorwala Umraben Lalji Vidyalaya Plot no 15, Sector 14, Vashi,

Fr Agnel Multipurpose School & Junior College

Sec 9/A Bhd Bus Depot, Vashi, Navi Mumbai – 400703

Goldcrest High Plot No: 59, Sector 29 Vashi

India Culture League Education Soc School

Sec 15/16 Opp Modern College, Vashi, Navi Mumbai - 400703

ICL High School Sector 15/16 Juhu Ngr, Vashi, Thane - 400703

Modern School Sec 7, Vashi, Navi Mumbai - 400703

New Bombay High School Ivs Navi Mumbai High School, Nr Vashi Police Station, Vashi, Navi Mumbai - 400703

Sacred Heart High School Nr Mgm Hospital Sec 4, Vashi, Navi Mumbai - 400703

St Lawrence High School Sector No 16/A, Opp The Office Of S S C Board, Vashi, Navi Mumbai - 400703

Tilak School & College Of Science & Commerce vashi English High School

Plot no 131, Sector 28, Vashi,


Page | 29


Sanpada School Address

Jaipuriar School Plot No 12, Sec 18, Sanpada, Mumbai - 4007059

Ryan International High School Plot No 34, Sector 10 Opp Millenium Tower, Sanpada

Seventh Day Adventist High School & Junior College

Plot No 2/3, Sector 8, Sanpada, Mumbai - 400705

Sadhu Vaswani International School Bh Bhumiraj Complex Sector 15, Off Palm Beach Marg, Sanpada, Mumbai - 400705

Vivekanand Sankul Plot No 6, Sec 8, Sanpada, Mumbai - 400705

Kharghar School Address

Apeejay School Plot No 34-38, Sector No 21, Kharghar, Navi Mumbai – 410210

Bal Bharati Public School Plot No 5, Sector No 4, Kharghar, Navi Mumbai - 410210

DAV International School Plot no 31, Sector 15, Kharghar, Navi Mumbai - 410210

Greenfingers Global School Plot No 9, Sector No 12, Near Shilp Chowk, Kharghar, Navi Mumbai - 410210

Ryan International High School Plot No 1/2/3, Sector No 11, Kharghar, Navi Mumbai – 410210

Vishwajyot High School Plot No 77, Sector No 20, Kharghar, Navi Mumbai - 410210

Janaki International Residential School Plot No 46, Behind MSEB, Kharghar, Navi Mumbai - 410210

Sanjivani International School Plot No 71/72, Near Spaghetti Complex, Sector No18, Kharghar, Navi Mumbai - 410210

K P C English High School Navi Mumbai Plot No 218, Near Hilip Chowk Sector No 13, Kharghar, Navi Mumbai - 410210

Dnyan Jyot Vidyalaya Plot No 18, Sec 11, Kharghar, Navi Mumbai - 410210

Harmony International School Plot No 15, Sec 5, Kharghar, Navi Mumbai - 410210

Priyadarshini School Kharghar, Navi Mumbai - 410210

Travancore Education Trusts Kharghar, Navi Mumbai - 410210

Vishwajyot High School Plot no 77,Sector 20, kharghar, Navi Mumbai - 410210


Page | 30


6. SALES CHANNEL

DEFINITION:

A method of distribution used by a business to sell its products, usually by dividing its sales

force into groups that focus on different selling conduits. For example, a company might

implement a channel sales strategy to sell its product via an in house sales force, dealers, and

retailers or by direct marketing.

CHANNEL SALES IN AUTOMOBILE INDUSTRY:

The customer base in the automotive industry is changing at a faster pace than ever before.

For a few years now, we have experienced an increasing differentiation of customer segments with

different interests and demands. This change does not stop at client’s expectations – in particular,

with respect to their buying experience.

A credit to this fact is the continuously growing importance of online sales. So one in five German

car owners has already bought a car online, half of them even a new car. Platforms like mobile,

benefit enormously from it and contain about 1.4 million vehicles in Germany.

In addition to online sales other channels have also gained importance for setting up initial

awareness and for decision-making in favor of or against the purchase of a brand or model. This

leads to the classic “sales funnel” no longer being the key process map for vehicle acquisition.

There is no longer only one path from the first search for information to final contact closure.

Rather, sales organizations need to adjust to diverse ways of creating distinct opinion,

individualizing experience and coming to a final decision based on much more heterogeneous

factors.


Page | 31


Thus, a few years ago the vast majority of potential car buyers visited several dealers for decision-

making. Today, consumers make use of a variety of information sources and sales channels before

contract closure. So when entering a dealership for the first time, most clients have a clear idea

about product and deal they are looking for. However, a Customer visiting a dealership is the great

opportunity to engage the customer proactively.

Customer satisfaction measurement has to adapt to the new environment and to respond to

the changed conditions.

6.1 Channel Sales in MTBD:

Channel sales in MTB are through dealership. A dealer is selected in every region depending on

the geographical aspects. A dealership or vehicle local distribution is a business that sells new or

used cars at the retail level, based on a dealership contract with an automaker or its sales subsidiary.

It employs automobile salespeople to sell their automotive vehicles.

http://www.maritzautoresearch.com/wp-content/uploads/2014/06/ML-blog-pix-2-June-2014-AW.png


Page | 32


SPECTRA AUTOMOTIVES grabbed the dealership of Mahindra Trucks & Bus Division of Navi

Mumbai region. Spectra Automotive is supported by the MTBD staff in sales. Spectra motors also

maintain their staff for marketing and for managing the sales. In this way the channel sales happen

in Mahindra Trucks & Bus Division.

6.2 SWOT Analysis:

Strength:

• CRDe Technology engines.

• Minimal wastage of fuel.

• All safety measures are taken care by company.

• Minimum Maintenance cost.

• Bus body Features are extremely good.

• 100% insurance claim.

Weakness:

• Shortage of Vehicles’ parts in store.

• Inadequate servicing centers.

• Poor resale value.

• Inadequate after sales service

Opportunity:

• Big market available in the Navi Mumbai such as Nerul, Kharghar, CBD Belapur, Ulwe

etc areas due to expansion of city

• Most of the companies/Individuals looking for better mileage vehicles.

• Technology changes with the time.

• Customers as well as their Principals are gradually becoming more aware of safety.

Threats:

• Competitors now changes their vehicles engine type.


Page | 33


• Competitors maintaining optimum inventory of spare parts

• Competitors’ vehicle have options of repairing and maintenance at private garages

• Competitors due to higher volume turnover, long establishments & better network of after

sales service are better placed to compete on price.

6.3 Sales Funnel

It is the concept where the customer agrees with terms and conditions of the Mahindra, he is

willing to purchase the bus, and finally the deal is closed these process is known as sales funnel.

During this process customer raises many queries like Finance, Discount, Services, Warranty,

etc.

6.4 Competition Analysis

Summary MAHINDRA TATA EICHER SML

Tourister 40 Starbus 40 Skyline 50 School bus48D

Ex-showroom

Price

Rs. 18,52,000 Rs. 18,30,000 Rs. 17,54,500

Displacement 3191 cc 3783 cc -- 3455 cc

Power 100@3150rpm 123@2400rpm 114@2800rpm 100@300rpm

Torque 285@1440rpm 400@1300-

1500

400@1600 270@1750-

2000rpm

Engine Type NEF TCI 497 Tata

Turbocharged

Intercooled

3783 cc

E483 TCI BSIII

NEW Mech

Type SLT3 & Numeral

Axle Type Double Double -- Double

Mileage

Fuel Type Diesel Diesel Diesel Diesel

Fuel Tank

Capacity

100 Liters 160 Liters --


Page | 34


Features

Interiors

In Cabin Storage Yes Yes No Yes

Steering

Mounted

Controls

No No No

No

Cup Holders Yes Yes No No

Engine Warning

Indication

Yes No Yes No

Gps No No No No

Driver Seat Arm

Rest

No No No No

Heated Seats No No No No

Power Seats Yes Yes No No

Steering

Adjustment

Yes No No No

Music System Yes Yes No No

Sleeping Cell No No No No

Automatic

Transmission

No No No No

Power Steering Yes No No No

Air Conditioner No Yes No

Sleeper Seats No No No No

Reclined Seats No No No No

Individual Lcd No No No No


Page | 35


Individual

Music System

No No No No

Individual Fans No No No No

Exteriors

Forward

Collision

Warning

No No No

No

Parking Lights Yes No No No

Vehicle

Tracking

System

No No No

No

Engine

Engine

Displacement 3191 cc 3783 cc -- 3455 cc

Power 100@3150rpm 123@2400rpm 114@2800rpm 100@300rpm

Torque 285@1440rpm 400@1300-

1500

400@1600 270@1750-

2000rpm

Front

Suspension

-- Semi elliptical

leaf spring at

front with anti-

roll bar

Air Suspension

Semi-Elliptical,

Multi Leaf Spring

Rear Suspension -- Semi elliptical

leaf spring at

front with anti-

roll bar

Air Suspension

Semi-Elliptical,

Multi Leaf Spring

Clutch Single dry plate

diaphragm

hydraulically

assisted

310mm --

Single plate

Diaphragm type

Gearbox Manual GBS-40, 5

forward + 1

reverse

Manual

MF 5F and 1R

Brakes


Page | 36


Service Brakes Hydraulic

Vaccum

Assisted

Dual circuit full

air S-cam brake

(F&R) with

EEB fitment

--

Dual Circulating

Hydraulic

Wheels

Number of

Wheels

6 6 6

Tyre Front 7.5X16 8.25X16 --

Tyre Rear 7.5X16 8.25X16 --

Dimensions

Exterior

Length 8720 mm -- 9700 mm

Width 2165 mm 2200 mm 2470 mm

Height 2850 mm 2800 mm 1950 mm

Wheelbase 4800 mm 4920 mm 4650 mm 2515 mm

Gross Vehicle

Weight (GVW)

5250 Kg 9000 Kg -- 6200 Kg


Page | 37


7. ANALYSIS

1. How many buses are you using? TABLE-1

No of Buses Respondents

0-2 25

2-4 8

4-6 36

6-8 20

8-10 6

More than 10 5

Figure-1

2. Which company buses are you using?

TABLE-2

Companies No of Buses

Ashok Leyland 15

Tata 25

Mahindra 20

Sml 25

Eicher 8

Others 7

25%

8%

36%

20%6% 5%

Number of Buses

0-2 2to4 4to6 6to8 8 to 10 More than 10


Page | 38


Figure-2

3. Are you satisfied with your present bus/buses?

TABLE-3

Satisfaction Response

Yes 40

No 60

Figure-3

15%

25%

25%

20%

8% 7%

No. of Buses

Ashok Leyland Tata Sml Mahindra Eicher Others

40%

60%

Satisfaction

Yes

No


Page | 39


4. How many times you service your vehicle in a year. TABLE-4

Months Response

2 months 25

4months 30

6months 25

8months 12

10months 8

Figure-4

5. How many repairs are you getting after the service?

TABLE-5

Duration Response

0-2 months 10

2-4 months 55

6-8 months 35

25%

30%

25%

12%8%

Servicing

2 months

4months

6months

8months

10months


Page | 40


Figure-5

6. Are you satisfied with services provided by your service provider?

TABLE-6

Satisfaction Response

Yes 30

No 70

Figure-6

10%

55%

35%

Repairs after Service

0to2

3to5

6to8

30%

70%

Satisfaction on Service

yes

no


Page | 41


7. Are you ready to take trained drivers provided by service provider?

TABLE-7

Trained Drivers Response

Yes 60

No 40

Figure-7

8. Are u satisfied with the spare parts provided by your servicer?

TABLE-8

Spare Parts Response

Yes 20

No 80

60%

40%

Trained Drivers

yes

no


Page | 42


Figure-8

9. Do you take feedback from parents about bus service?

TABLE-9

Feedback Response

Yes 60

No 40

Figure-9

20%

80%

Satisfaction on Spare Parts

yes

no

60%

40%

Feedback from Parents

Yes

No


Page | 43


10. Are you ready to shift to other service provider?

TABLE-10

Shift to other Servicer Response

Yes 65

No 35

Figure-10

11. Will you take advice of your driver before shifting to buy new bus?

TABLE-11

Advice of Driver Response

Yes 65

No 45

59%

41%

Shift to other Service Provider

yes

no


Page | 44


Figure-11

12. Do you expect company representative to visit you?

TABLE-12

Company Representative Response

Yes 65

No 45

Figure-12

59%

41%

Advice of Driver

Yes

No

80%

20%

Visit of Representative

Yes

No


Page | 45


13. Priority for purchasing?

TABLE 13:

Priority Response

Price 35

Quality 25

Service 20

Ranking 10

Sales 10

Figure-13

14. Are you ready to shift for Mahindra?

TABLE-14

Shift To Mahindra Response

Yes 50

No 50

35%

25%

20%

10%10%

Priority

Price

Quality

Service

Ranking

Sales


Page | 46


Figure-14

15. Are you aware of the different types of buses provided by Mahindra?

TABLE-15

Types in Mahindra Buses Response

Yes 30

No 70

Figure-15

50%50%

Shift to Mahindra

Yes

No


Page | 47


16. Are you aware of the after sale services provided by Mahindra?

TABLE-16

After Sales Services Response

Yes 20

No 80

Figure-16

17. Are you aware of the 24/7 service provided by Mahindra?

TABLE-17

24/7 Service Response

Yes 10

No 90

20%

80%

After Sales Service Provided by Mahindra

Yes

No


Page | 48


Figure-17

18. Are you aware about the new dealer of Mahindra?

TABLE-18

About New Dealer Response

Yes 10

No 90

Figure-18

10%

90%

24/7 Service

Yes

No


Page | 49


19. Are you aware of the new services provided by Spectra Motors?

TABLE-19

New Services of Spectra Response

Yes 30

No 70

20.Now are you willing to shift to Mahindra?

TABLE-20

Willing To Shift Response

Yes 75

No 25

Figure-20


Page | 50


21. Do you own a stylish bus?

Table No. 21

Yes No

78% 22%

Source: Questionnaire

Figure:21

Interpretation:

The sample drawn on probability basis shows that 78% of the customers were

satisfied with Cosmo and only 22% were not satisfied with Cosmo.

Table No: 22 Factors affecting customer satisfaction towards Mahindra

Cosmo

Factor No. of Respondent Percentage

Features 18 12%

Low Maintenance 51 34%

0%

10%

20%

30%

40%

50%

60%

70%

80%

SATISFIED DISSATISFIED

78%

22%

Satisfied Dissatisfied


Page | 51


Comfort 27 18%

Style 24 16%

After Sales Service 30 20%


Figure:22

Interpretation:

The sample drawn on the probability basis clearly shows that 34% (51respondents)

are the opinion that low maintenance is the satisfaction factor Bolero and 20 %( 30

respondents) of them who view After Sales Service as a vital factor for customer

satisfaction. Followed by Comfort which corresponds to 18 %( 27 respondents),

Style with 16% (respondents) and only 12% (18 respondents) of them view that

feature of Cosmo as satisfaction factor.

Observation: Majority of the respondent are of the idea that low maintenance of

the top most feature contributing to customer satisfaction followed by after sales

services comfort style and features

As such, Mahindra should focus on the aspects, which will enhance the customer

satisfaction and thus the market share

12%

34%

18%

16%

20%

No. of Respondent

Features

Low Maintenance

Comfort

Style

After Sales Service


Page | 52


Table No: 23 Customer opinions towards fuel consumption.

Factor Percentage

Extremely Satisfied 27%

Satisfied 49%

Neutral 17%

Dissatisfied 7%

Total 100%


Figure: 23

Interpretation: 100% of the respondents 49% of the respondents approached were

satisfied with the fuel consumption. Followed by 27% was extremely satisfied, 17%

are neutral and rest of the 7% is more dissatisfied with fuel consumption of Cosmo.

Observation: As majority of the respondents are satisfied with the fuel consumption

of Mahindra Cosmo, the company should maintain the same standard and it is

suggested to come up with suitable measure to reduce the negative opinion among

the consumer who are of the opinion that the fuel consumption is a dissatisfying

factor.

13%

25%

8%4%

50%

Percentage Extremely Satisfied

Satisfied

Neutral

Dissatisfied

Total


Page | 53


Table No: 24 Customer opinions toward Safety and Comfort.

Factor Percentage


Satisfied 47%

Neither Satisfied & Dissatisfied 20%

Dissatisfied 10%

Total 100%


Interpretation: 100% of the respondents 47% of the respondents approached were

satisfied with the safety and comfort feature of the Cosmos. Followed by 27% was

extremely satisfied, 17% are neutral and rest of the 7% was dissatisfied with safety

and comfort feature of Cosmo.

Observation: As majority of the respondents are satisfied with the safety and

comfort feature of Mahindra Cosmo, the company should maintain the same

standard and it is suggested to come up with suitable measure to reduce the negative

opinion among the consumer who are of the opinion that the fuel consumption is a

dissatisfying factor.

Table No: 25 Customer opinions toward Design.

Factor Percentage


Satisfied 40%

Neutral 27%

Dissatisfied 13%

Total 100%


Figure: 25


Page | 54


Interpretation: 100% of respondents 40% of the respondents approached were

satisfied with the Design of the Cosmos. 20% were more satisfied, 27% of them

neutral and 13% are dissatisfied with the design of the Cosmo.

Observation: As majority of the respondents are satisfied with the design of

Mahindra Cosmo, the company should maintain the same standard and it is

suggested to come up with suitable measure to reduce the negative opinion among

the consumer who are of the opinion that the fuel consumption is a dissatisfying

factor.

Table No: 26

Factor Percentage

More Satisfied 27%

Satisfied 53%

Neither Satisfied & Dissatisfied 17%

Dissatisfied 3%

Total 100%


Figure: 26

10%

20%

13%

7%

50%

Percentage

Extremely Satisfied

Satisfied

Neutral

Dissatisfied

Total


Page | 55


Interpretation: The sample drawn on the probability basis shows that out of 100%

of respondents 53% of the respondents approached were satisfied with the space

availability of the Cosmo. 27% were more satisfied, 17% of neither satisfied and

dissatisfied and 3% are dissatisfied with the space availability of the Cosmo.

Observation: As 80% of the respondents are happy with the space availability of

the Mahindra Cosmos vehicle, it can be conducted that the company has undertaken

proper R&D in this aspect.

13%

26%

9%

2%

50%52%

Percentage

More Satisfied Satisfied

Neither Satisfied & Dissatisfied Dissatisfied

Total


Page | 56


8. FINDINGS

In the early stages of school buses around 1997-2005 Mahindra had good market share in

Navi Mumbai. In fact, they were the market leaders. As they didn’t concentrate on after

sale services and spare parts customer faced lot of problems and they opted for competitor

buses.

Many customers are facing problems with spare parts.

As the service point is in city, customers from rural areas are not showing interest.

Word of mouth is playing a major role in the sale of School buses

Most of the prospects are showing less interest in buying Mahindra buses because they had

faced lots of service & spares related problems with previous dealers so they are showing

less faith in buying Mahindra buses.

From the survey, I found that 80% school managements don’t know about the services

provided by Mahindra.

From the survey, I found that 65% school managements are ready to shift to other service

providers.

From the survey, I found that 60% school managements are dissatisfied with their present

using buses.

From the survey, I found that 70% are dissatisfied with their service provider.

From the survey, I found that 80% are dissatisfied with the spare parts.

The main competitors for the Mahindra buses are TATA, Ashok Leyland, Swaraj Mazda,

and Eicher. The competitors are offering for lesser prices than Mahindra so many prospects

are getting attracted to purchase competitors’ buses.


Page | 57


9. SUGGESTIONS

From the survey, report the suggestions that are made of:

Awareness programs: Still more awareness program have to be implemented in order to attract

more customers, like:

Increase advertisement campaigns.

Information regarding technology quality and after sales services provided must be taken

into all the potential customers in as many ways as possible.

More advertising must be done on after sales services and availability of spare parts.

Advertising campaign must be done showcasing technology, quality and after sales

services provided by Mahindra.

Establishment of Hoardings in rural areas increases the sales in rural areas.

The price can be slightly reduced.

Bringing awareness through issue of pamphlets in the newspaper.

Promote new advertisement via the best possible mass media communication tool

specifying the reduced price on sheets.

The service points can also be increased.Thus increases the number of sales.

Increase the wall painting in number by filling in the location that are identified to be

beneficial by dealers.


Page | 58


10. CONCLUSION

I have studied on the topic “A Research project on – consumer buying behaviour for school

buses for Mahindra Truck and Bus Division. My objective also includes the selling strategies

of Mahindra Company as well as the major competitors in the existing market. The market share

for Mahindra Truck and Bus Company is also being found through the analysis.

To know the market share I have enquired customers from different areas of Navi Mumbai

analysed and interpret ended it. During my study I have found the market share of Mahindra Buses

in rural areas is less when compared to urban areas. Mahindra buses are the brand is the market

leaders with different type of buses with different specification. Cosmo Tourister and Excelo are

the types of school buses in Mahindra, of these Cosmo Tourister in the upper hand in all the

directions.

I have concluded that market share of Mahindra school buses is less than other competitors and

the company should be proactive in attending the services to the customers.


Page | 59


11. BIBLIOGRAPHY

www.mahindra.com

www.mahindratruckandbusdivision.com

www.mahindranavistar.com

http://www.mahindra.com/

http://www.mahindratruckandbusdivision.com/

http://www.mahindranavistar.com/


Page | 60


12. ANNEXURE

12.1. QUESTIONNAIRE

1. How many buses are you using?

a) 0-2 b) 2-4 c) 4-6 d) 6-8 e) 8-10 f) more than 10

2. Which company buses are you using?

a) Ashok Leyland b) Tata c) Mahindra d) Sml e) Eicher f) Others

3. Are you satisfied with your present bus/buses?

a) Yes b) No

4. How many times you service your vehicle in a year?

a) 2months b) 4months c) 6 months d) 8 months e) 10 months

5. How many repairs are you getting in a year?

a) 0-2times b) 3-5times c) 6-8times

6. Are you satisfied with services provided by your service provider?

a) Yes b) No

7. Are you ready to take trained drivers provided by service provider?

a) Yes b) No

8. Are u satisfied with the spare parts provided by your servicer?

a) Yes b) No

9. Do you take feedback from parents about bus service?

a) Yes b) No

10. Are you ready to shift to other service provider?

a) Yes b) No

11. Will you take advice of your driver before shifting to new bus?

a) Yes b) No

12. Do you expect company representative to visit you?

a) Yes b) No

13. Priority for purchasing?

a) Price b) Quality c) Service d) Ranking e) Sales

14. Are you ready to shift for Mahindra?

a) Yes b) No

15. Are you aware of the different types of buses provided by Mahindra?

a) Yes b) No

16. Are you aware of the after sale services provided by Mahindra?

a) Yes b) No

17. Are you aware of the 24/7 service provided by Mahindra?

a) Yes b) No

18. Are you aware of the new dealer of Mahindra?

a) Yes b) No

19. Are you aware of the new services provided by Spectra Motors?

a) Yes b) No

20. Now are you willing to shift to Mahindra?


Page | 61


a) Yes b) No

final report m&m

Documents