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Submitted in partial fulfillment of the requirements for qualifying
Master of Business Administration

Institute Of Management Technology
Centre for Distance Learning,


This is to certify that …………………….a student of IMT – CDL Ghaziabad has completed project work titled “STUDY OF CUSTOMER SATISFACTION AND PERCEPTION ABOUT MAHINDRA SUV’S CARS IN DELHI CITY” under my guidance and supervision.

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With Candor and Pleasure I take opportunity to express my sincere thanks and obligation to my esteemed guide ………………….. It is because of his able and mature guidance and co-operation without which it would not have been possible for me to complete my project.

It is my pleasant duty to thank all the staff member of the computer center who never hesitated me from time during the project.

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I hereby declare that this project work titled “entitled “STUDY OF CUSTOMER SATISFACTION & PERCEPTION ABOUT MAHINDRA SUV’S CARS IN DELHI CITY” is my original work and no part of it has been submitted for any other degree purpose or published in any other from till date.


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Acknowledgement 2
Certificate 3
Declaration 4
Title of the project 6

1.0 Introduction to the Study 7
2.0 Review of Literature 38
3.0 Objective of the Study 61
4.0 Research Methodology 62
5.0 Data Analysis and Interpretation 65
6.0 Finding and Suggestion 82
7.0 Conclusion 85
8.0 Bibliography 86
9.0 Questionnaire 87




The main research that followed is to know “Customer satisfaction towards Mahindra BOLA RO SLX”, a new SUV launched by Mahindra. Mahindra & Mahindra (M&M), the market leader in multi-utility vehicles in India. The company started manufacturing commercial vehicles in 1945. M&M is the leader by far in commercial vehicle and the second largest in the passenger vehicle market. The company is the world’s sixth largest medium and heavy commercial vehicle manufacturing.
The survey involved gathering wide information about the company, its products, customer satisfaction and impact of various competitive firms on the company. From the information collected, various aspects were identified where the company needs to focus more to improve the efficiency of marketing team of Mahindra Automotives.
The research was conducted through collection of primary and secondary data. Secondary data was collected through visiting various web sites, automobile magazines and other reliable sources. Primary data was collected through a well-framed questionnaire, of which later a detailed analysis was done using various statistical I.T. tools like MS Word and MS Excel.
On the basis, the secondary data analysis and the extensive analysis of the primary data, interpretations were drawn for the questions and conclusion is drawn. Certain suggestions are also drawn from the analysis to help. Mahindra Automotives to increase its market share in commercial passenger segment and MPVs. Due to the limited resources and time constraints, the study was conducted within the area Gurgaon (NCR) city.
The Mahindra SUV’Sis a sport utility vehicle (SUV) produced by the Indian automobile company Mahindra & Mahindraand was launched in September 2011 and by June 2012 the SUV’ Swas available in 19 cities in India. Before it was launched, it was code named ‘W201’.
The SUV’s was designed and developed at Mahindra’s design and vehicle build center in Nashik and Chennai, and is manufactured in Mahindra’s Chakan & Nashik plant, India.[3] It is the first monocoquechassis based vehicle from the company.[4] To meet the growing demand of its hot selling model XUV 500, M & M plans to increase the monthly production to 5000 units by Sept-Oct 2012.[5] Despite being highly popular in India, it is less known in other countries as much as the Mahindra Scorpio is. But the SUV’S witnessed a steep rise in the South African market with sales crossing 1200 units. Mahindra’s SUV’S secured first place in the 2012 Desert Storm Rally – one of India’s toughest tests for both man and machine. Apart from that, the SUV’S also set three special stages ablaze by clocking the fastest time in each.
Eighteen months later, the SUV’s was born amidst carefully calibrated hype. That build-up and consequent anticipation has translated into 35,000 SUVs being sold in the first year and another 14,000 buyers on a waiting list.
Customer satisfaction is a term frequently used in marketing. It is a measure of how products and services supplied by a company meet or surpass customer expectation. Customer satisfaction is defined as “the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals.”[1] In a survey of nearly 200 senior marketing managers, 71 percent responded that they found a customer satisfaction metric very useful in managing and monitoring their businesses.
It is seen as a key performance indicator within business and is often part 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.
“Within organizations, customer satisfaction ratings can have powerful effects. They focus employees on the importance of fulfilling customers’ expectations. Furthermore, when these ratings dip, they warn of problems that can affect sales and profitability. . . . These metrics quantify an important dynamic. When a brand has loyal customers, it gains positive word-of-mouth marketing, which is both free and highly effective.”
Therefore, it is essential for businesses to effectively manage customer satisfaction. To be able do this, firms need reliable and representative measures of satisfaction.
“In researching satisfaction, firms generally ask customers whether their product or service has met or exceeded expectations. Thus, expectations are a key factor behind satisfaction. When customers have high expectations and the reality falls short, they will be disappointed and will likely rate their experience as less than satisfying. For this reason, a luxury resort, for example, might receive a lower satisfaction rating than a budget motel—even though its facilities and service would be deemed superior in ‘absolute’ terms.”
The importance of customer satisfaction diminishes when a firm has increased bargaining power. For example, cell phone plan providers, such as AT&T and Verizon, participate in an industry that is an oligopoly, where only a few suppliers of a certain product or service exist. As such, many cell phone plan contracts have a lot of fine print with provisions that they would never get away if there were, say, a hundred cell phone plan providers, because customer satisfaction would be far too low, and customers would easily have the option of leaving for a better contract offer.

A business ideally is continually seeking feedback to improve customer satisfaction.
“Customer satisfaction provides a leading indicator of consumer purchase intentions and loyalty.” “Customer satisfaction data are among the most frequently collected indicators of market perceptions. Their principal use is twofold:”
1. “Within organizations, the collection, analysis and dissemination of these data send a message about the importance of tending to customers and ensuring that they have a positive experience with the company’s goods and services.”
2. “Although sales or market share can indicate how well a firm is performing currently, satisfaction is perhaps the best indicator of how likely it is that the firm’s customers will make further purchases in the future. Much research has focused on the relationship between customer satisfaction and retention. Studies indicate that the ramifications of satisfaction are most strongly realized at the extremes.” On a five-point scale, “individuals who rate their satisfaction level as ‘5’ are likely to become return customers and might even evangelize for the firm. (A second important metric related to satisfaction is willingness to recommend. This metric is defined as “The percentage of surveyed customers who indicate that they would recommend a brand to friends.” When a customer is satisfied with a product, he or she might recommend it to friends, relatives and colleagues. This can be a powerful marketing advantage.) “Individuals who rate their satisfaction level as ‘1,’ by contrast, are unlikely to return. Further, they can hurt the firm by making negative comments about it to prospective customers. Willingness to recommend is a key metric relating to customer satisfaction.”


The consumer’s decision to purchase or reject a product is a moments of final truth for marketer. It signifies whether the marketing strategy has been wise, insightful, and effective, or whether it was poorly planned and missed the mark. Thus, marketers are particularly interested in consumer’s decision-making process. We would be discussing a simple model of consumer decision making that emotional consumer. The modal, has three major components:
1) Inputs
2) Process
3) Output

Consumer behavior is the study of how people buy, what they buy, when they buy and why they buy. It blends elements from psychology, sociology, sociopsychology, anthropology and economics. It attempts to understand the buyer decision processes/buyer decision making process, both individually and in groups. It studies characteristics of individual consumers such as demographics, psychographics, 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.
Belch and Belch define consumer behavior as ‘the process and activities people engage in when searching for, selecting, purchasing, using, evaluating, and disposing of products and services so as to satisfy their needs and desires’.

The basic model of consumer decision making also referred to as EKB model (Engel, Kollat & Blackwell, 1969):

Stage Brief description
Problem recognition The consumer perceives a need and becomes motivated to solve a problem. Motivation
Information search The consumer searches for information required to make a purchase decision Perception
Information evaluation The consumer compares various brands and products Attitude formation
Decision The consumer decides which brand to purchase Integration
Post-purchase evaluation The consumer evaluates their purchase decision Learning


Have you ever wondered why your company often loses relatively satisfied customers? Why is it that customers will often indicate they are satisfied with how they have been treated but then leave for a competitor at the first opportunity? Why is customer defection often unrelated to price? The answers to these and other related questions are found in coming to an understanding of customer preference. The idea that customers prefer one product or one service over another is not new. The ability to identify and measure the elements of such preference decisions with any accuracy and reliability has only recently become available.

Research into this area of consumer behavior has brought understanding to some of the major issues with standard customer satisfaction research. Most importantly, we have come to realize that high customer satisfaction does not assure continued customer preference. Satisfaction research over the past fifteen years demonstrates that high satisfaction scores, while a measure of corporate performance on a set of important criteria, do not adequately explain the composition of preference formation and therefore often serve as insufficient predictors of sustained preference or what is normally referred to as customer loyalty.

Loyalty as a concept has also shown itself to be difficult to define. Like beauty, loyalty is truly in the eye of the beholder. We understand there are different types and degrees of loyalty and some of these are not appropriate in describing the relationship between a consumer and a company. However, preference (defined as The power or ability to choose one thing over another with the anticipation that the choice will result in greater satisfaction, greater capability or improved performance) has demonstrated the ability to be effectively measured and to provide meaningful insight into the choices consumers make when selecting one provider over another and when determining to continue a relationship over time.

Problem recognition
Problem recognition is that result when there is a difference between one’s desired state and one’s actual state. Consumers are motivated to address this discrepancy and therefore they commence the buying process.
Sources of problem recognition include:
• An item is out of stock
• Dissatisfaction with a current product or service
• Consumer needs and wants
• Related products/purchases
• Marketer-induced
• New products
The relevant internal psychological process that is associated with problem recognition is motivation. A motive is a factor that compels action. Belch and Belch (2007) provide an explanation of motivation based on Maslow’s hierarchy of needs and Freud’s psychoanalytic theory.
Information Search
Once the consumer has recognized 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 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
You should consider the implications of this process on the development of an effective promotional strategy. First, which sources of information are more effective for the brand and second, what type of message and media strategy will increase the likelihood that consumers are exposed to our message, that they will pay attention to the message, that they will understand the message, and remember our message.
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.
The relevant internal psychological process that is associated with the alternative evaluation stage is attitude formation. Belch and Belch (2007, p.117) note that attitudes are ‘learned predispositions’ towards an object. Attitudes comprise both cognitive and affective elements – that is both what you think and how you feel about something. The multi-attribute attitude model explains how consumers evaluate alternatives on a range of attributes. Belch and Belch (2007) identify a number of strategies that can be used to influence the process (attitude change strategies). Finally, there are a range of ways that consumers apply criteria to make decisions. Belch and Belch (2007) explain how information is integrated and how decision rules are made including the use of heuristics. The marketing organisation should know how consumers evaluate alternatives on salient or important attributes and make their buying.
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 provision of credit or payment terms may encourage purchase, or a sales promotion such as the 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.
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 important of the post purchase evaulation and that the post purchase evaluation is key due to its influences on future purchase patterns.
Internal influences
Consumer behavior is influenced by: demographics, psychographics (lifestyle), personality, motivation, knowledge, attitudes, beliefs, and feelings.
External influences
Consumer behavior is influenced by: culture, ethnicity, family, social class, reference groups, and market mix factors.
Also called “taste” or “penchant” is a concept, used in the social sciences, particularly economics. It assumes a real or imagined “choice” between alternatives and the possibility of rank ordering of these alternatives, based on happiness, satisfaction, gratification, enjoyment, utility they provide. More generally, it can be seen as a source of motivation. In cognitive sciences, individual preferences enable choice of objectives/goals.Also, more consumption of a normal good is generally (but not always) assumed to be preferred to less consumption.
Customer preference
One consumer would in general have different consumption behaviors or preferences from another. He may spend money on computers and technical books, while the other may spend on clothing and food. Availability of this information on consumer preference will be of great value to a marketing company, a bank, or a credit card company that can use this information to target different groups of consumer for improved response rate or profit. By the same token, information on consumption preference of the residents in one specific region can help businesses in planning their operations in this region for improved profit. Therefore, it is very important to have a tool that can help analyze consumers behaviors and forecast the changes in purhcase patterns and changes in purchase trend.
A brand is a collection of symbols, experiences and associations connected with a product, a service, a person or any other artifact or entity.
Brands have become increasingly important components of culture and the economy, now being described as “cultural accessories and personal philosophies”
Some people distinguish the psychological aspect of a brand from the experiential aspect. The experiential aspect consists of the sum of all points of contact with the brand and is known as the brand experience. The psychological aspect, sometimes referred to as the brand image, is a symbolic construct created within the minds of people and consists of all the information and expectations associated with a product or service.
People engaged in branding seek to develop or align the expectations behind the brand experience (see also brand promise), creating the impression that a brand associated with a product or service has certain qualities or characteristics that make it special or unique. A brand is therefore one of the most valuable elements in an advertising theme, as it demonstrates what the brand owner is able to offer in the marketplace. The art of creating and maintaining a brand is called brand management.
Careful brand management, supported by a cleverly crafted advertising campaign, can be highly successful in convincing consumers to pay remarkably high prices for products which are inherently extremely cheap to make. This concept, known as creating value, essentially consists of manipulating the projected image of the product so that that the consumer sees the product as being worth the amount that the advertiser wants him/her to see, rather than a more logical valuation that comprises an aggregate of the cost of raw materials, plus the cost of manufacture, plus the cost of distribution. Modern value-creation branding-and-advertising campaigns are highly successful at inducing consumers to pay, for example, 50 dollars for a T-shirt that cost a mere 50 cents to make, or 5 dollars for a box of breakfast cereal that contains a few cents’ worth of wheat.
A brand which is widely known in the marketplace acquires brand recognition. When brand recognition builds up to a point where a brand enjoys a critical mass of positive sentiment in the marketplace, it is said to have achieved brand franchise. One goal in brand recognition is the identification of a brand without the name of the company present. For example, Disney has been successful at branding with their particular script font (originally created for Walt Disney’s “signature” logo), which it used in the logo for
Consumers may look on branding as an important value added aspect of products or services, as it often serves to denote a certain attractive quality or characteristic (see also brand promise). From the perspective of brand owners, branded products or services also command higher prices. Where two products resemble each other, but one of the products has no associated branding (such as a generic, store-branded product), people may often select the more expensive branded product on the basis of the quality of the brand or the reputation of the brand owner.
Brand name
The brand name is often used interchangeably within “brand”, although it is more correctly used to specifically denote written or spoken linguistic elements of any product. In this context a “brand name” constitutes a type of trademark, if the brand name exclusively identifies the brand owner as the commercial source of products or services. A brand owner may seek to protect proprietary rights in relation to a brand name through trademark registration. Advertising spokespersons have also become part of some brands, for example: Mr. Whipple of Charmin toilet tissue and Tony the Tiger of Kellogg’s.
The act of associating a product or service with a brand has become part of pop culture. Most products have some kind of brand identity, from common table salt to designer
Brand identity
How the brand owner wants the consumer to perceive the brand – and by extension the branded company, organization, product or service. The brand owner will seek to bridge the gap between the brand image and the brand identity.[2] Brand identity is fundamental to consumer recognition and symbolizes the brand’s differentiation from competitors.
Branding approaches
Company name
Often, especially in the industrial sector, it is just the company’s name which is promoted (leading to one of the most powerful statements of “branding”; the saying, before the company’s downgrading, “No one ever got fired for buying IBM”).
In this case a very strong brand name (or company name) is made the vehicle for a range of products (for example, Mercedes-Benz or Black & Decker) or even a range of subsidiary brands (such as Cadbury Dairy Milk, Cadbury Flake or Cadbury Fingers in the United States).
Individual branding
Each brand has a separate name (such as Seven-Up or Nivea Sun (Beiersdorf)), which may even compete against other brands from the same company (for example, Persil, Omo, Surf and Lynx are all owned by Unilever).
Attitude branding
Attitude branding is the choice to represent a larger feeling, which is not necessarily connected with the product or consumption of the product at all. Marketing labeled as attitude branding include that of Nike, Starbucks, The Body Shop, Safeway, and Apple Computer.[1] In the 2000 book, No Logo, attitude branding is described by Naomi Klein as a “fetish strategy”.
“A great brand raises the bar — it adds a greater sense of purpose to the experience, whether it’s the challenge to do your best in sports and fitness, or the affirmation that the cup of coffee you’re drinking really matters.
No-brand branding
Recently a number of companies have successfully pursued “No-Brand” strategies, examples include the Japanese company Muji, which means “No label, quality goods” in English. Although there is a distinct Muji brand, Muji products are not branded. This no-brand strategy means that little is spent on advertisement or classical marketing and Muji’s success is attributed to the word-of-mouth, a simple shopping experience and the anti-brand movement. Another brand which is thought to follow a no-brand strategy is American Apparel, which like Muji, does not brand its products.
Derived brands
In this case the supplier of a key component, used by a number of suppliers of the end-product, may wish to guarantee its own position by promoting that component as a brand in its own right. The most frequently quoted example is Intel, which secures its position in the PC market with the slogan “Intel Inside”.
Brand extension
The existing strong brand name can be used as a vehicle for new or modified products; for example, many fashion and designer companies extended brands into fragrances, shoes and accessories, home textile, home decor, luggage, (sun-) glasses, furniture, hotels, etc.
Mars extended its brand to ice cream, Caterpillar to shoes and watches, Michelin to a restaurant guide, Adidas and Puma to personal hygiene. Dunlop extended its brand from tires to other rubber products such as shoes, golf balls, tennis racquets and adhesives.
There is a difference between brand extension and line extension. When Coca-Cola launched “Diet Coke” and “Cherry Coke” they stayed within the originating product category: non-alcoholic carbonated beverages. Procter & Gamble (P&G) did likewise extending its strong lines (such as Fairy Soap) into neighboring products (Fairy Liquid and Fairy Automatic) within the same category, dish washing detergents.


Mahindra & Mahindra Limited is an India-based company. The Company operates in nine segments: automotive segment comprises of sales of automobiles, spare parts and related services; farm equipment segment comprises of sales of tractors, spare parts and related services; information technology (IT) services comprises of services rendered for IT and telecom; financial services comprise of services relating to financing, leasing and hire purchase of automobiles and tractors; steel trading and processing comprises of trading and processing of steel; infrastructure comprise of operating of commercial complexes, project management and development; hospitality segment comprises of sale of timeshare; Systech segment comprises of automotive components and other related products and services, and its others segment comprise of logistics, after-market, two wheelers and investment. During the fiscal year ended March 31, 2011, the Company acquired a 70% stake in Ssangyong Motor Company Limited. Today, our operations span 18 key industries that form the foundation of every modern economy: aerospace, aftermarket, agribusiness, automotive, components, construction equipment, consulting services, defense, energy, farm equipment, finance and insurance, industrial equipment, information technology, leisure and hospitality, logistics, real estate, retail, and two wheelers.
Founded in 1945 as a steel trading company, we entered automotive manufacturing in 1947 to bring the iconic Willys Jeep onto Indian roads. Over the years, we’ve diversified into many new businesses in order to better meet the needs of our customers. We follow a unique business model of creating empowered companies that enjoy the best of entrepreneurial independence and Group-wide synergies. This principle has led our growth into a US $14.4 billion multinational group with more than 144,000 employees in over 100 countries across the globe.

Today, our operations span 18 key industries that form the foundation of every modern economy: aerospace, aftermarket, agribusiness, automotive, components, construction equipment, consulting services, defense, energy, farm equipment, finance and insurance, industrial equipment, information technology, leisure and hospitality, logistics, real estate, retail, and two wheelers.

Our federated structure enables each business to chart its own future and simultaneously leverage synergies across the entire Group’s competencies. In this way, the diversity of our expertise allows us to bring our customers the best in many fields.

Our motivation to give our best every day comes from our core purpose: we will challenge conventional thinking and innovatively use all our resources to drive positive change in the lives of our stakeholders and communities across the world, to enable them to Rise.

Our products and services support our customers’ ambitions to improve their living standards; our responsible business practices positively engage the communities we join through employment, education, and outreach; and our commitment to sustainable business is bringing green technology and awareness into the mainstream through our products, services, and light-footprint manufacturing processes.

This commitment to sustainability—social, economic, and environmental—rests upon a set of core values. They are an amalgamation of what we have been, what we are, and what we want to be. These values are the compass that guides our actions, both personal and corporate. They are:
Good corporate citizenship
We will continue to seek long term success in alignment with the needs of the communities we serve. We will do this without compromising on ethical business standards.
We have always sought the best people for the job and given them the freedom and the opportunity to grow. We will continue to do so. We will support innovation and well reasoned risk taking, but will demand performance.
Customer first
We exist and prosper only because of the customer. We will respond to the changing needs and expectations of our customers speedily, courteously and effectively.
Quality focus
Quality is the key to delivering value for money to our customers. We will make quality a driving value in our work, in our products and in our interactions with others. We will do it ‘First Time Right.’
Dignity of the individual

We will value individual dignity, uphold the right to express disagreement and respect the time and efforts of others. Through our actions, we will nurture fairness, trust, and transparency.

Sales Promotion, Advertisement strategy, & Selling Process carried out by Mahindra SUV’s:-

Before going to promotion strategy the company must take decisions on the total promotion budget and choice of the promotional tools to be used one of the most difficult marketing decisions facing companies is to work out on how much to spend on promotion.


 Banners and Posters.
 Printing and calendars.
 Catalogue advertising.
 Window display.
 Pamphlets advertising.
 Construction of circles.
 Gift bags/ carry bags.
 Anniversary functions.
 News Papers.
 Wall Paintings.


 Good communication system and customer relations service.
 Gifts to loyal customers.
 Offering gift with the product (LIVE).
 Participation in marketing fair.
 Free service coupon warranty.
 Fuel check up camp


The selling process is an important aspect of ever organization. Sales operations carried by Mahindra SUVs.

 Telephonic Enquiry.
 Walk in customer.
 Sales experience.
 Showroom demonstration.
 Test drive.
 Vehicle deliver


Mahindra XUV500 – New

Mahindra Bolero
• Bolero SLX
• Bolero SLE
• Bolero DIZ
• Bolero DI
• Bolero PLUS

Mahindra Scorpio
• Scorpio Petrol
o Turbo 2.6
o Turbo 2.6 DX
o Turbo 2.6 GLX
o Turbo 2.6 SLX
• Scorpio Diesel
o Turbo 2.6
o Turbo 2.6 DX
o Turbo 2.6 GLX
o Turbo 2.6 SLX
• Scorpio Turbo Diesel CRDe
o Turbo 2.6
o Turbo 2.6 DX
o Turbo 2.6 GLX
o Turbo 2.6 SLX

Mahindra CL-Range

Mahindra MM Range
• Mahindra MM 500/550 DP
• Mahindra MM 500/550 XDB
• Mahindra MM 540 DP
• Mahindra MM ISZ- Petrol Soft top

Mahindra Hard Top Range
• Mahindra Economy
• Mahindra Marshal DI
• Mahindra 775 XDB
• Mahindra 3 Door Hard Top
• Mahindra 5 Door Hard Top
• Marshal 2000 Deluxe
• Marshal Deluxe Royale

Mahindra CNG-3 Door

Mahindra Voyager

Mahindra Renault Logan
Mid size car


1. Mahindra has been one of the strongest brands in the Indian automobile market.
2. Mahindra group give employment to over 110,000 employees.
3. Excellent branding and advertising, and low after sales service cost.
4. Sturdy SUV’s good for Indian roads and off-road terrain
1. Mahindra’s partnership with Renault did not live up to international quality standards through their brand Logan.
1. Developing hybrid cars and fuel efficient cars for the future.
2. Tapping emerging markets across the world and building a global brand.
3. Fast growing automobile market.
4. Growing in the market through electric car Reva (controlling stake) and entry into two-wheeler segments
1. Government policies for the automobile sector across the world.
2. Ever increasing fuel prices.
3. Intense competition from global automobile brands.
4. Substitute modes of public transport like buses, metro trains etc.


1. Honda
2. Toyota
3. Nissan
4. Hyundai
5. Fiat
6. Mitsubishi
7. Maruti Udyog
8. Tata Motors
9. Skoda
10. Toyota
11. Volkswagen
12. Ford

The Group Management Board comprises the Vice Chairman &Managing Director, Presidents of the Business Sectors as well as heads of certain key corporate functions. The Board provides strategic direction and enterprise leadership, facilitates synergistic and symbiotic relationships and creates a shared vision and value-system, across the various Business Units and Companies that make up the Mahindra Group. The membership of the Group Management Board is as follows:



The following paper The literature for review to be collected from secondary sources such as magazines, articles, reports, budgets, news paper etc to highlight the problems and findings of the study done by many research and business professionals to understand the significance of the Customer satisfaction & perception. The objectives of the proposed topic have to be formulated based on the previous study by the many research professionals. Approximately ten to fifteen reviews has to be collected and presented in my project report.

Customer loyalty is widely accepted by marketers as being something that’s worth nurturing, with many renowned analysts and researchers repeatedly showing the value of loyalty programmes in terms of greater spending and satisfaction, more profitable customer behaviour, reduced defection levels, and unique competitive advantages. But what are the main business factors that directly influence the loyalty of your customers?

According to Manfred Bruhn, Michael A. Grund in “Theory, development and implementation of national customer satisfaction indices: the Swiss Index of Customer Satisfaction” gives a short introduction on the relationships between satisfaction drivers, customer satisfaction, customer loyalty and economic success. Afterwards objectives, target groups and relevance of measuring customer satisfaction and related variables at the macroeconomic level are discussed. After an assessment of some international approaches of national customer satisfaction indices the model of the Swiss Index of Customer Satisfaction (SWICS) is introduced. The SWICS was published in 1998 the first time. On the basis of 7400 telephone interviews with about 3800 customers the paper shows results for customer satisfaction, customer dialogue and customer loyalty in 20 industries as well as an analysis of the relationships between the latent variables in the single industries. Finally questions of integrating national customer satisfaction indices and cross-national approaches such as the European Customer Satisfaction Index (ECSI) are discussed.

The relationships among the functional units along a value chain vary from one business organization to another. These relationships are generally well defined in the organizational chart. We can define the performance of one functional group for other group along the same value chain as ‘outputs’ of the former. The functional group receiving the output is termed as internal customer. Therefore, satisfaction of these customers is the focal point of the organization. This paper highlights the key factors that affect satisfaction level by analyzing the data collected within a particular organization and further suggests the potential area to be considered to maintain the high level of satisfaction.

The Customer Satisfaction Index represents the overall satisfaction level of that customer as one number, usually as a percentage. Plotting this Satisfaction Index of the customer against a time scale shows exactly how well the supplier is accomplishing the task of customer satisfaction over a period of time.

Customer Satisfaction is determined by the Value to price ratio

i.e. Customer Satisfaction = Value the Customer gets
Price the customer pays

According to Jonathan Lee, Janghyuk Lee, Lawrence Feick, (2001) the main objective of customer satisfaction programs is to increase customer retention rates. In explaining the link between customer satisfaction and loyalty, switching costs play an important role and provide useful insight. For example, the presence of switching costs can mean that some seemingly loyal customers are actually dissatisfied but do not defect because of high switching costs. Thus, the level of switching costs moderates the link between satisfaction and loyalty. The purposes of this paper are: to examine the moderating role of switching costs in the customer satisfaction-loyalty link; and to identify customer segments and then analyze the heterogeneity in the satisfaction-loyalty link among the different segments. An empirical example based on the mobile phone service market in France indicates support for the moderating role of switching costs. Managerial implications of the results are discussed.

Customer Satisfaction:

Customer satisfaction is a person’s feeling of pleasure or disappointment that results from products and services perceived performance (or outcome) to their expectation.
If products and services performance falls short of expectations, customer is dissatisfied.

If products and services performance equals the expectations, customer is dissatisfied.
If products and services performance exceeds the expectations, customer is delighted.

Customer Satisfaction Index:
Customer satisfaction index measures the satisfaction level of the customer measured under some parameters.

Customer Loyalty:

Customer loyalty means we grow with our customers and they give references to others as well relationship-based customer satisfaction research, often simply referred to as general customer satisfaction research, encompasses the entire customer relationship, from price and availability to customer service. In cases where measuring and improving the customer interaction is critical, a transaction-based customer satisfaction measurement program is typically undertaken. On the other hand, if your direct contact with the customer is frequent, or if you are interested in competitive issues such as pricing, quality, and general service, then conducting relationship-based customer satisfaction surveys would be more appropriate.

Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person. The state of satisfaction depends on a number of both psychological and physical variables. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organization’s products.

Because satisfaction is basically a psychological state, it is difficult thing to measure quantitatively. In other words, there are no units of satisfaction that have been defined. The usual measures of customer satisfaction involve a survey instrument with a set of statements using Likert Technique or scale. The customer is asked to evaluate each statement and then select from a scale how much the customer agrees or disagrees with the statement. Before we begin to create tools to measure the level of satisfaction, it is important to develop a clear understanding of what exactly the customer wants. We need to know what our customers expect from the products and services we provide.
Customer expectations are the customer-defined attributes of your product or service you must meet or exceed to achieve customer satisfaction.

Customer Expectations are of two types – Expressed and Implied.

Expressed Customer Expectations are those requirements that are written down in the contract and agreed upon by both parties, for example, product specifications and delivery requirements. Supplier’s performance against these requirements is most of the times directly measurable.

Implied Customer Expectations are not written or spoken but are the ones the customer would ‘expect’ the supplier to meet nevertheless. For example, a customer would expect the service representative who calls on him to be knowledgeable and competent to solve a problem on the spot.

There are many reasons why customer expectations are likely to change over time. Process improvements, advent of new technology, changes in customer’s priorities, improved quality of service provided by competitors are just a few examples.

The customer is always right. Supplier’s job is to provide the Customer what he wants, when he wants it.

Customer Satisfaction is customers’ perception that a supplier has met or exceeded their expectations. It is therefore important to periodically update our knowledge of customer expectations.

What constitutes Satisfaction?
We cannot create customer satisfaction just by meeting customer’s requirements fully because these have to be met in any case. However falling short is certain to create dissatisfaction.

Major attributes of customer satisfaction can be summarized as:
 Product Quality
 Product Packaging
 Keeping delivery commitments
 Price
 Responsiveness and ability to resolve complaints and reject reports
 Overall communication, accessibility and attitude

We cannot begin to address the customer satisfaction issue we define the parameters and measures clearly. It may be easier to track supplier’s performance against stated requirements of quality and timeliness because there is documentary evidence. Some indication of whether a supplier is meeting the requirements can also be obtained from data on scrap rates, PPM, complaints database, sales improvements, repeat orders, customer audit reports etc.

What are the Tools?

Customer expectations can be identified using various methods such as
 Periodic Contract Reviews
 Market research
 Telephonic Interviews
 Personal visits
 Warranty records
 Informal discussions
 Satisfaction Surveys

Depending upon the customer base and available resources, we can choose a method that is most effective in measuring the customers’ perceptions. The purpose of the exercise is to identify priorities for improvement. We must develop a method or combination of methods that helps to continually improve service.

Customer satisfaction depends on the performance relative to expectations.

A key premise in customer satisfaction is understanding the needs and meeting or exceeding the expectations of customers. Furthermore, this is done while optimally using resources. While most companies have developed strategies to improve quality and external customer service, internal customer satisfaction is a much neglected component of quality improvement. To this end, it is important to emphasize that total customer satisfaction can be attained only if all employees devoted to external customer satisfaction can work together and assist each other to achieve the common objective, when the internal customer isn’t satisfied; Relationships with the external customer suffer. So, it is suggested to adopt customer oriented approach to keep the internal customer satisfied and motivated, who in turn will focus their attention and energy upon meeting the requirements of their customers, thereby maximizing the customer, thereby maximizing the customer satisfaction.

Customer satisfaction survey is the process to monitor the satisfaction quotient of their people. In internal satisfaction surveys therefore tracks the return on your investments in keeping your people happy, high salaries, a quality culture, a healthy work environment. Internal customer satisfaction survey helps in finding the critical areas, which need further improvement.

According to Peter Clark, co-editor of The Wise Marketer and co-author of The Loyalty Guide report series, there are six major factors that play key roles in influencing the loyalty and commitment of customers:

The relationships among the functional units along a value chain vary from one business organization to another. These relationships are generally well defined in the organizational chart. We can define the performance of one functional group for other group along the same value chain as ‘outputs’ of the former. The functional group receiving the output is termed as internal customer. Therefore, satisfaction of these customers is the focal point of the organization. This paper highlights the key factors that affect satisfaction level by analyzing the data collected within a particular organization and further suggests the potential area to be considered to maintain the high level of satisfaction.
With introductions of new tablets from major players taking place almost every week now, we decided to check the “pulse” of customer perceptions with products of this market segment. We limited the list to four most popular products in the interest of keeping the chart neat, but you can check the reputation of other tablets we track by going to entering the product name or number like “Apple iPad 2″ and clicking on “Submit” button. The system will aggregate and analyze customer reviews to calculate the reputation metrics for you and will let you read the reviews if you want to. You can also compare it to the other tablets reviewed.
Below is a screen shot of Customer Intelligence Analysis dashboard (in private beta) that compares scores of the attributes that are most important to their customers. The importance value is indicated on the right side and measured as an average percentage of all opinions expressed for these products.

Meera Singh The meaning of Employee branding to the company is actually the image of an organization for the people working in the organization. It is this reputation that the companies make of themselves inside their premises that are also carried outside to the customers, the clients and also the others who are affected by the proceedings of the company. Hence, one can say that within the company, employee branding is done to attract the employees, and also for their subsequent retention in times to come so as to improve the company’s image as far as customer satisfaction is concerned. The management has to understand a very simple fact that it can’t lay a narrow focus on the employee branding because it is very critical for overall business strategy of the company. One must keep another fact clear that if employee branding is only considered to be a part of the recruitment process and not emphasized as Talent management and then given the back seat, there will be too many cases of absenteeism resulting in subsequent resignations at frequent intervals along with the high employee turnover.

Mark M. Davis, (2007) The experience of waiting for service is often the first direct interaction between customers and most service delivery processes. The literature on satisfaction with waiting has paralleled the literature on general service satisfaction, in which the relative importance of actual performance, perceived performance, and the disconfirmation between expected performance and perceived performance has been the subject of much debate. This paper presents an empirical study of satisfaction with waiting for service in a fast food environment. The study demonstrates that actual waiting time, perceived waiting time, and the disconfirmation between expected waiting time and perceived waiting time are all related to satisfaction with the waiting experience. It further demonstrates that the relative importance of each of these variables in predicting satisfaction depends on the differences in the needs of the customers. The implications for both theory and practice are significant: the importance of the perception of the experience increases as the importance of the satisfaction measure increases. More specifically, for customers who are concerned about time, the perception of the time spent waiting is a better predictor of satisfaction than the actual waiting time.
David. D, (2006) conducted a survey, on “RETAIL THERAPHY” the phenomenon in which the consumers buy things to make themselves feel better, is examined in the study of consumer purchases. Previous research has shown that emotions play a key role in many consumer purchase decisions. This study looked at what consumers buy, and why they buy these items. Based on the interview with 42 adults, three kinds of products are purchased frequently: clothes and accessories, electronic products.

R.k saini conducted a survey on retail therapy the phenomenon in which the customer buy things to make themselves better is examined in the study of customer preferences towards electronic goods. And by this study emotion play a greater role. And also study looked at what customer buy and why buy these items.



Fixing the objective is like identifying the star. The objective decides where we want to go, what we want to achieve and what is our goal or destination.

Every study is carried out for the achievement of certain objectives.

1. To study the factors influencing the purchase decision of customer regarding Mahindra SUVs cars in Delhi city.
2. Comparative study of customer perceptions regarding Mahindra SUVs cars with other brands car.
3. To analyze overall satisfaction level of customers for Mahindra SUVs cars.
4. To analyze Customer opinion about Mahindra SUVs cars.



Defining the Research Problem and Objectives: it is said, “A problem well defined is half solved”. The first step in research methodology was to define the problem and deciding the research objective. The objective of the study is to get an insight into the business to business marketing with special reference towards Mahindra SUV’s in Delhi city.
RESEARCH DESIGN:- The research design used in this study was both ‘Descriptive’ and ‘exploratory’.

The data was collected using both by primary data collection methods as well as secondary sources.

PRIMARY DATA: Most of the information was gathered through primary sources. The methods that were used to collect primary data are:
a) Questionnaire
b) Interview

SECONDARY DATA: Secondary data that was used are web sites and published materials related to customer satisfaction & perception about Mahindra SUV’s car”

The secondary data were collected through:
a) Text Books
b) Magazines
c) Journals
d) Internet

Sample Size
A survey of approximately 50 Respondents.

CONVENIENT SAMPLING: it is that type of sampling where the researcher selects the sample according to his or her convenience.

SAMPLING TECHNIQUE: Sampling technique was used in our study is Non-probabilistic convenient sampling.

SAMPLING UNIT: Sampling frame is the representation of the elements of the target population. Sampling unit of our study was in Delhi city

UNIVERSE: Universe refers to the total of the units in field of inquiry. Our universe was all the people using Mahindra SUV’s car.


The tools used in this study were MS-EXCEL, MS-WORD. MS-EXCEL was used to prepare pie- charts and graphs. MS-WORD was used to prepare or write the whole project report.


Data Analysis & Interpretation – Classification & tabulation transforms the raw data collected through questionnaire in to useful information by organizing and compiling the bits of data contained in each questionnaire i.e., observation and responses are converted in to understandable and orderly statistics are used to organize and analyze the data:

• Simple tabulation of data using tally marks.
• Calculating the percentage of the responses.
• Formula used = (no. of responses / total responses) * 100

Tool of Analysis: Tool of analysis used was pie charts, bar graphs and values..



During the research work a questionnaire has been prepared and the analysis and interpretation is made on the basis of it which is as follows:

Evaluation of the Study:-

A detailed analysis of the study is necessary and is to be considered in order to compare the actual theory with that practical the variants of which may form the basis for improvements. Keeping this point in view and to fulfill the evaluation variants of which may form the basis for objectives of the studies an attempt has been made to segment the various respondents on the basis of some aspects collected from them through questionnaire. There are depicted through tables and graphs.

The copy of questionnaire administered is enclosed and the sample size was 50 respondents are enclosed at the end of this project. All the calculations and numerical interpretations are for 100%

1. Do you have any car?

RESPONSE NO OF respondents
% of respondents

YES 30 60%
NO 20 40%
50 100%


Analysis: From the above graph it is clear that majority of the respondents have use car. Only 40% do not use.

2. For how long you have been associated with Mahindra SUV’S?

6 months 1 year 2 years 4 yrs. And more
8% 25% 25% 42%

Interpretation: – 42% people are associated with Mahindra brand from 4 years and more, 25% people are associated from 1 and 2 years and 8% from 6 months. Mostly customers are associated with Mahindra SUV’s brand from long time.

6. Were you contacted after service to check your satisfaction with service done?

Criteria Frequency Percentage
Yes 38 76%
No 12 24%

Interpretation: – 76% customers said that they were contacted after servicing to check satisfaction with service done and 24% said they were not contacted.

7. Do you have any kind of grievances with the authorized service station?

Criteria Frequency Percentage
Yes 12 14%
No 48 86%

Interpretation: – 14% customers said they have grievances about service station and 86% customers said they have not grievances.

They have given the grievances following:-
1. Highly costly spare parts.
2. The work should do more professionally.
3. Sometimes rudely behavior shown by employees.

8. How do you rate the overall performance of Mahindra SUV’s regarding after sales service provided?

Criteria Frequency Percentage
Highly satisfied 15 30%
satisfied 10 20%
Neutral 15 30%
Dissatisfied 5 10%
Highly dissatisfied 5 10%

Interpretation: – 20% customers said they are satisfied with the overall performance of Mahindra after sales services, 30% said Neutral and 10% said they are highly satisfied with overall performance of Mahindra SUV’s.

9. Are you satisfied with services and goodwill of Mahindra SUV’s Car?

Response No of Respondents %age of respondents
Totally satisfied 24 48%
Partially Satisfied 10 20%
Satisfied 8 16%
Not Satisfied 6 12%
Totally Dissatisfied 2 4%


As per shown in the above pie graph, 48% of respondent said they are totally satisfied with services and goodwill of Mahindra SUV’s Car and company, 20% of respondent said Partially Satisfied, 16% of respondent Satisfied and , 12% of respondent Not Satisfied

10. Why have you switched from earlier brand to Mahindra SUV’s?

Reasons No of respondent %age of respondents
Advanced technology 10 25%
Innovative product/new feature 10 25%
Influence of Advertisement 19 47%
Any other 1 3%
TOTAL 40 100%

It has been analyzed that majority of respondents i.e. 47% of the respondents prefer Mahindra SUV’s over other products because of influence of advertisement is more

Interpretation: From the above graph it is clear that majority of the respondents prefer to buy Mahindra SUV’s car because it has advanced technology and effective advertisement.

11. How likely you to recommend Mahindra SUV’s car to a friend or colleague?

Response No of Respondents %age of respondents
Very Likely 16 32%
Somewhat Likely 21 42%
Neither Likely nor Unlikely 9 18%
Somewhat Unlikely 4 8%
Very Unlikely 0 0%


Analysis & Interpretation
As Mahindra SUV’s car to a friend or colleague, 32% of respondent Very Likely to recommend Mahindra SUV’s car to a friend or colleague, 18% of respondent Neither Likely nor, and 8% of respondent Somewhat Unlikely.

12. Do you have sufficient information was available on the internet to Mahindra SUV’s car?

Response No of Respondents %age of respondents
Strongly Agree 11 22%
Agree 20 40%
Neutral 16 32%
Disagree 3 6%
Strongly Disagree 0 0%

Analysis: 40% of respondent agree that sufficient information was available on the internet to Mahindra SUV’s, 32% of respondent neutral, 22% of respondent strongly agree with above statement.

13. What are your favourite things about this car?

Response No of Respondents %age of respondents
Price 17 34%
Services 2 4%
Brand Image 4 8%
Features 20 40%
Influence by other 5 10%


Analysis: As per shown in the above pie graph, 33% of respondent said price factor is favourite thing Mahindra SUV’s car, 29% of respondent said brand image , 23% of respondent said features12% of respondent feel services and 3% of respondent said Influence by other.

Q14. How would you rate Mahindra SUV’s cars?

Response No of Respondents %age of respondents
Excellent 8 16%
Good 20 40%
Very Good
7 14%
Satisfactory 13 26%
Poor 2 4%

Analysis: 37% of respondent given good rate to Mahindra SUV’s car, 19% of respondent said excellent, 14% of respondent said very good, and 24% of respondent said satisfactory.

Q15. Do you feel the company takes into consideration your family’s needs and are they adaptable when needed?

Response No of Respondents %age of respondents
Most of the time 17 34%
Often 6 12%
Sometimes 4 8%
Rarely 18 36%
Almost never 3 6%

Analysis: As per shown in the above pie graph, 24% of respondent Most of Time feel the company takes into consideration their family’s needs and are they adaptable when needed 14% of respondent said rarely, 19% of respondent feel sometime, 35% of respondent said often, and other 8% of respondent almost never.

Q16. Do you think Mahindra charges high to the products and services?

Response No of Respondents %age of respondents
Most of the time 8 16%
Often 12 24%
Sometimes 10 20%
Rarely 15 30%
Almost never 3 6%

Analysis: As per shown in the above pie graph, 16% of respondent Most of Time think Mahindra charges high to the products and services 20% of respondent said rarely, 25% of respondent feel sometime, 28% of respondent said often, and other 11% of respondent almost never.



1. 42% customers are associated with Mahindra brand from 4 years and more.
2. 76% customers were contacted after servicing their vehicle.
3. As per the outcome of the study 86% customers have not any kind of grievances about service centre.
4. 69% customers are satisfied, 15% neutral and 13% are highly satisfied with overall performance of Mahindra SUV’s.
5. As per findings that 48% of respondent said they are totally satisfied with services and goodwill of Mahindra SUV’s car and company, 20% of respondent said Partially Satisfied.
6. From the outcome of the study it is evident that 42% of respondent somewhat likely recommend Mahindra SUV’s car to a friend or colleague.
7. 40% of respondent agree that sufficient information was available on the internet to Mahindra SUV’s car, 32% of respondent neutral, 22% of respondent strongly agree with above statement.
8. 33% of respondent said price factor is favourite thing Mahindra SUV’s car, 29% of respondent said brand image , 23% of respondent said features12% of respondent feel services and 3% of respondent said Influence by other.
9. From the outcome of the study it is evident that 37% of respondent given good rate to Mahindra SUV’s car, 19% of respondent said excellent.
10. As per the outcome of the study 24% of respondent Most of Time feel the company takes into consideration their family’s needs and are they adaptable when needed 14% of respondent said rarely, 19% of respondent feel sometime, 35% of respondent said often.
11. Finding that 16% of respondent Most of Time think Mahindra SUV’s charges high to the products and services 20% of respondent said rarely, 25% of respondent feel sometime, 28% of respondent said often.


1. The company has to reduce servicing rates to beat the private service centre.

2. The skilled employees should recruit so that they are in position to handle customer’s complaints and formulate better strategies for customer satisfaction.

3. The cost of spares parts should reduce so that customers are satisfied and do not hesitation to purchase genual spares parts.

4. The company has to appoint good engineers to understand the technical problems of customer’s vehicles.



The conclusion of the study is that the Mahindra SUV’s is prestige brand in India and providing the different cars with different price range to customer’s to satisfy their needs. The company has to provide more facilities and discounts to retain existing customer and attract new customers.

The 69% customers are satisfied with overall performance of Mahindra SUV’s services after sales. The company has to provide more services to increase the satisfaction of customers and attract more customer regarding Mahindra SUV’s services. The company has to provide the spare parts on genual rates because due to costly spare parts sometimes customers prefer duplicate spare parts for their vehicles.

Limitations of the Study

No study is complete in itself, however good it may be and every study has some limitations. Some of the limitations which I had confronted are as follows:

 The findings of the survey may not be truly representative of the market as the project will be limited scope.
 Research study was confined to Delhi city only.
 There may be lack of time on the part of respondents.
 It was very much possible that some of the respondents may give the incorrect information.



1. Phillip Kolter, Marketing Management-2006 [12th edition]
2. Para pal Singh, Service Marketing- 2008 [ edition]
3. Evangelos Grigoroudis, Yannis Siskos: Customer Satisfaction Evaluation:
4. Methods for Measuring and Implementing Service Quality; Springer, 2010 – Consumer satisfaction – 313 pages
5. “sport utility vehicle”. Merriam-Webster. Retrieved 14 January 2014.
6. “SUV”. Merriam-Webster. Retrieved 14 January 2014.
7. “SUV vs. Crossover: What’s the Difference?”. Auto Trader. Retrieved 14 Janua
8. “Fact #726: SUVs: Are They Cars or Trucks?”. Vehicle Technologies Office (EERE). 7 May 2012. Retrieved 12 January 2014.
9. Yacobucci, Brent D. (2003-04-17). “Sport Utility Vehicles, Mini-Vans, and LightTrucks: An Overview of Fuel Economy and Emissions Standards”. CRS Report for Congress. Retrieved 2011-12-23.


Dear Sir/ Madam,

I am .…………..student of MBA conducting a survey on “ STUDY OF CUSTOMER SATISFACTION & PERCEPTION ABOUT MAHINDRA SUV’S CAR IN DELHI CITY” Kindly help me in my survey by filling this questionnaire.

Name : ……………………………….

Age : ……………………………….

Address : ……………………………….

Contact No : …………………………………

1. Do you have any car?
Yes • No •

2. For how long you have been associated with Mahindra SUV’S? (Tick in appropriate box)

a).6 months b).1 years

c).2 years d).4 years and more

6. Were you contacted after service to check your satisfaction with service done?

a). Yes b). No

7. Do you have any kind of grievances with the authorized service station?

a). Yes b). No

If yes (kindly specify)

8. How do you rate the overall performance of Mahindra SUV’S regarding after sales service provided?

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

9. Are you satisfied with services and goodwill of Mahindra SUV’S Car?

• Totally satisfied
• Partially Satisfied
• Satisfied
• Not Satisfied
• Totally Dissatisfied

10.Why have you switched from earlier brand to Mahindra SUV’S?
• Advanced technology • Innovative product/new feature
• Influence of advertisement
• Any other

11. How likely you to recommend Mahindra SUV’S car to a friend or colleague?

• Very Likely
•Somewhat Likely
•Neither Likely nor Unlikely
•Somewhat Unlikely
•Very Unlikely

12. Do you have sufficient information was available on the internet to Mahindra SUV’S car?

• Strongly Agree
• Agree
• Neutral
• Disagree
• Strongly Disagree

13. What are your favourite things about this car??

• Price,
• Service
• Brand image
• Features
• Influence by other,

14. How would you rate Mahindra SUV’S cars?

• Excellent,
• Good,
• Very Good
• Satisfactory
• Poor

15. Do you feel the company takes into consideration your family’s needs and are they adaptable when needed?

• Most of the time
• Often
• Sometimes
• Rarely
• Almost never

16. Do you think Mahindra charges high to the products and services?

• Most of the time
• Often
• Sometimes
• Rarely
• Almost never

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