Post Purchase Behavior of Hyundai Customers

POST PURCHASE BEHAVIOR OF CONSUMERS TOWARDS HYUNDAI PRODUCTS
Noble School Of Business Page 1
INTRODUCTION:
INTRODUCTION OF AUTOMOBILE INDUSTRY:
One of the fastest growing industries in the world is automobile industry. This automobile
industry even has its influence on the Indian market. Probably automobile industries occupy a
large market share in the worlds market as well as in the Indian market. Nearly 18% of the total
national income is being incurred from the automobile industry. From this we can estimate how
important the automobile industry in the improvement of GDP of a country is. In India
automobile industry has a growth rate is at the average of 10-12%.
INDIAN AUTOMOBILE INDUSTRY SINCE 1947:
It’s fascinating drive through history, which begins as a story of isolation and missed
opportunities to one of huge potential and phenomenal growth.
India’s fixation with socialism and planned economies had a crippling impact on the automotive
industry in its formative years. The goal at that time for independent India was self-sufficiency.
Issues like quality and efficiency were simply not considered. Dependence of foreign technology
was banned and manufacturers were forced to localize their products; import substitution became
the order of the day. Though we learnt to localize, the cars we made were all outdated designs
with little or no improvements for decades. The automotive industry stagnated under the
government’s stifling restrictions and the Indian car buyer was saddled with cars of appalling
quality and even then there was a waiting list that at one point stretched to eight years!
This attempt at self-reliance failed miserably because of the industry’s isolation from the best
technology. The Japanese and later Korean auto industries were also highly protected in their
formative years but they never shut the door on technology. Instead, they relentlessly tapped the
best talent pools in the world to absorb the knowhow to produce good cars.
One of the most important chapters in the Indian automotive industry’s history was written by
Maruti. It marked the Indian government getting into the far business in the early 1980’s, a

radical shift in thinking after decades of treating cars with disdain. The Maruti 800 went on to
become the staple car of India and put a nation on wheels.
This little car set a benchmark for price, size and quality and structured India as small car
market. It wasn’t till 1993 that things really started to change for the Indian car buyer. With the
liberalization of the economy, a host of international carmakers rushed in. But most of them were
in for a shock as Indian customers rejected their product. Indian customers refused to allow the
glitter of prestigious brands blind them to the outdated and overpriced products they were
offered.
The Indian consumer wanted super value, and rewarded the brands that delivered it, handsomely.
Hyundai and Maruti delivered, and profited. The period also saw the emergence of the Indian
players like Tata Motors and Mahindra & Mahindra. They rose to the challenge of the MNC‟s
and responded brilliantly with the Indica and the Scorpio.
This was ironically due to the license raj that forced Indian carmakers to be innovative and
develop products frugally. India’s frugal engineering skill has now caught the world’s
imagination, and an increasing number of carmakers are preparing to setup major capacities here.
India is changing and changing fast. It’s moving forward. India’s largest-selling car is not its
cheapest car, the 800. It is the Alto. People’s aspirations are rising and so are their mistakes,
have got their finger on the pulse of the market. Get the right product and the rewards are
handsome.
The Indian auto industry is today bubbling with promise and confidence. It’s been a long journey
but to see where the Indian car industry is going. We have to see where it has been.
AUTOMOBILE INDUSTRY IN PRE-INDEPENDENCE:
The first motorcar on the streets of India was seen in 1898, Bombay had it first taxicabs by the
turn of the century. In 1903, an American company began a public taxi service with a fleet of
50 cars. For about 50 years after car arrived in India, cars were directly imported.
Before World War I, around 40,000 motor vehicles were imported. During the years between the
wars, a small start for an automobile industry was made when assembly plant were established in
Bombay, Calcutta and Madras.

The import/assembly of vehicles grew consistently after the 1920s, crossing 30,000 units by
1930. It was during the end of the war that the importance of establishing an indigenous
automobile in India was realized. Premier Motors, Hindustan Motors and Mahindra &
Mahindra set up factories in the 1940s for progressive manufacture rather than assembly from
imported components. The cars they chose to make were the latest in the world when they were
introduced in India in the formative years of the industry.
POST- INDEPENDENCE:
The government clamped down on imports and foreign investments. Companies like GM and
Ford packed their bags and left. India’s clock, thereafter, stood still while the world raced on
ahead. It would take nearly 50 years before the Indian auto industry could catch up with the rest
of the world again.
BROADBANDING ERA:
In January 1985, the government announced it’s famous „broad banding‟ policy which gave new
licenses to brad groups of automotive products such as two and four wheeled vehicles.
Through a liberal move, the licensing system was very much intact. A manufacturer had to
submit a phased-manufacturing programmed to the Ministry of Industry specifying the
indigenization progress and allowing for almost complete indigenization within five to seven
years. The biggest hurdle was the foreign exchange clearance required for these projects.
Except for MUL, which had direct access to policy-makers, every other manufacturer still faced
a series of obstacles. Several new products were launched during this period. All three traditional
carmakers added new models to their ranges – Standard Motors returned to the car business after
10 years, when in 1985 it introduced the Standard 2000, a Rover SD1 body with the old two-liter
Vanguard engine. HM bought in a 1972 Vauxhall Victor in 1985, transplanted its ageing
Ambassador Engine into it and the Contessa was born.

The other cars which have their share in the Indian Auto Mobile industry are:
The Indian auto industry has exploded in the last 14 years. And car makers are learning some
very hard truths. While the economic reforms process was kicked of in1991, it was only in 1993
that the automobile industry was finally delicensed and the restrictions were removed.
Between 1993 and 95, government regulations limited a foreign company’s stake to a maximum
of 51 percent of the equity. Hence the only method of entry for an MNC then was through a joint
venture with a local partner. The most preferred partner was an existing automaker. In 1994-95
saw the announcement of quite a few JV‟s.
 Premier and Peugeot to form PAL-Peugeot.
 GM and CK Birla to form GM India.
 Mercedes Benz and Tata Motors.
 M&M and Ford to form Mahindra-Ford India.
In 1995, the government announced its decision to allow foreign auto companies to enter with a
100% stake or wholly-owned subsidiaries. This changed the dynamics of joint ventures in India.
The other automobile industries which play a crucial role in the Indian automobile industries are:
 Daewoo Motors India
 General Motors India
 Mercedes-Benz
 Hyundai Motors
 Honda SIEL
 Toyota
 Skoda India

BACKGROUND OF THE STUDY:
1.2.1 STATEMENT OF PROBLEM
Today the company and its products can survive only if they can effectively satisfy the consumer
expectations, as the consumer is the king of the Market. Trident Hyundai is a leading
automobile outlet near Seshadripuram, Bengaluru. It has very wide reaching market for its
products. Post purchase is an important factor to maintain relationship with the customers and to
improve the sales. Customers mind will always change hence a survey is conducted on Post
purchase behavior of consumers to know what the customers want and to know the quality of
service maintained at Trident Hyundai.
The research is titled as “A study on Post Purchase Behavior of consumers towards Hyundai
products”.
1.2.2 SCOPE OF THE STUDY
 The present study intends to provide an integrated picture of the level of customer
satisfaction towards after sales and service, with special reference to Trident Hyundai.
 The study is limited to customers of Trident Hyundai.
1.2.3 NEED FOR THE STUDY
Today costumers are facing a growing range of choice in the different brands of products and
services. They are making their choice on the basis of their perceptions of brand, quality service
and value.
Companies need to understand the rapid growth of global market place. Where, the companies
should choose brand names with an eye to their global reach.
This study is concerned about the post purchase of automobile and also deals with other facts. It
includes a wide preview of understanding different aspects of customer views and satisfactions,
to know the post purchase perception of the customers, to ascertain the satisfaction level and its
influencers, to measure the impact of the above Analysis on future sales, suggest suitable
recommendations for improving the level of customer satisfaction.

1.2.4 OBJECTIVE OF THE STUDY
The following are the objectives of the study.
 To know the after Post purchase Behavior of the customers.
 To ascertain the satisfaction level and its influencers.
 To measure the impact of the above Analysis on future sales.
 To suggest suitable recommendations for improving the level of customer satisfaction.
1.2.5 RESEARCH METHODOLOGY
Sources of data
 1.2.5.1 PRIMARY DATA
 1.2.5.2 SECONDARY DATA
1.2.5.1 PRIMARY DATA
Primary data was collected through a questionnaire which was administered to the customers.
1.2.5.2 SECONDARY DATA
It includes both external and internal data. Internal data were company manuals, annual reports,
brochures etc. External data are current information regarding the company subject is obtained
from online sources, magazines etc.
1.2.5.3 METHOD OF SAMPLING:
The method used for sampling is a Non Random Sampling Method – Judgment Sampling, the
sample was suggested and approved by the Sr. Executive, Marketing, Trident Automobiles (P)
Ltd, Bengaluru.
1.2.5.4 TYPE OF RESEARCH: (qualitative)
a. EXPLORATORY RESEARCH:
This study aimed to gain familiarity with problem and to generate ideas to formulate the
problem. A survey was conducted among 100 respondents to know the actual problem.

b. DESCRIPTIVE RESEARCH:
Descriptive research gives more insight into particular problem. Descriptive research was used
for this study to understand the Post purchase strategy adopted by the company .It also provides
a clear insight into the perception of people towards After Sales and Service.
1.2.6 SAMPLE DESIGN
Sampling may be defined as the selection of some part of an aggregate or totality, on the basis of
which judgment about the aggregate or totality is made. In other words, it is the process of
obtaining information about an entire population by only examining only a part of it.
For the purpose of the study 100 samples i.e. Customers of Trident Hyundai are surveyed to
collect the primary data.
The convenient sampling is used to select the representative sampling from the population.
1.2.7 Definition of the population:
Out of the sample collected the breakup of the sample size was on the following parameters.
 The respondents were taken from all the kinds of class i.e. high, lower and middle classes.
The respondents have been chosen on random basis.
 These respondents were the software engineers, businessman, Doctors, government
employees, house wives etc.
 Some were students of engineering college, management colleges and PhD.
 The sample size consists of 100 respondents.
1.2.8 SAMPLE SIZE
Sample size consists of total of 100 Customers.
1.2.9 FIELD WORK:
Once the questionnaire was ready the field work was started. The questionnaire was administered
in person by the researcher to the respondent. Effort was made so as to ensure that there was no
bias in the answering of the question by the people interviewed.

1.2.10 LIMITATION OF STUDY
All the studies to be made have their own parameters and it are difficult to make a study on
assumption despite all possible efforts to make this analysis comprehensive, scientific and
accurate. Thus there is bound to be some limitations.
SOME OF THE LIMITATIONS OF THE STUDY ARE:
 The users of Hyundai Cars are geographically wide spread and hence contacting them is time
consuming.
 The sample size of customer is limited to 100 because of time and cost factor.
 The study was time bound.
 Few of the respondents were not open with their responses.
 The accuracy of the report depends upon how honestly or sincerely the respondents have
answered.

1.2.11 OVERVIEW OF THE REPORT
This is essentially the chapter scheme and is divided into six units as under:
INTRODUCTION
The design if the study tells us about the automobile industry and evolution. Research
methodology adopted for the study, statement of the problem, review of the literature, scope of
the study, objective of the study, operational definitions of the concept, sampling method, data
collection tool, limitations of the study and overview if the report.
Chapter -1 LITERATURE REVIEW
This chapter starts with the brief idea regarding the project and it also explains the theoretical
background of the study i.e. sources of pleasure and displeasure in service etc and the projects
referred books and the Articles referred.
Chapter-2 COMPANY PROFILE
This chapter has the profile of the company.
Chapter -3 PRODUCT PROFILE
This chapter contains product profile.
Chapter -4 DATA ANALYSES AND INTERPRETATION
This chapter contains classification and tabulation of data, analysis and interpretation.
Chapter -5 SUMMARY OF FINDING’S
This chapter contains the findings of the project
Chapter-6 CONCLUSION & SUGGESTION
This is the last chapter. It has executive summary of dissertation, conclusions and suggestions.

LITERATURE REVIEW
 THEORITICAL LITERATURE
 MARKET
The term market is derived from the Latin word ‘Marcatus’ which means trade, merchandise or
plan of business. It means interaction of the buyers and sellers in person or through telephone,
telegraph, mail etc. It is an arrangement that allows buyers and sellers to exchange things.
Markets vary in size, range, geographic scale, location, types and variety of human communities,
as well as the types of goods and services traded.
 MARKETING
Marketing is a comprehensive term. It is not a mere exchange of goods and services. It
includes all those activities connected with the process of identifying the needs of the customer
and then organizing the business accordingly to meet the needs of the consumer.
 DEFINITION OF MARKETING
“Marketing is a social and managerial process by which individuals and group obtain what they
need and want through creating, offering and exchanging products of value with others”.
Philip Kotler
“Marketing is the total system of interacting business activities designed to plan, price, promote,
and distribute wants satisfying products and service, to present and potential customers”.
Professor William Stanton.

 CONSUMER BEHAVIOUR
The study of consumer behavior helps organizations deliver the right products at the right prices
in order to achieve customer satisfaction.
One official definition of consumer behavior is “The study of individuals groups, or
organizations and the processes they use to select, secure, use, dispose of products, services
experiences or idea to satisfy needs and the impacts that these processes have on the consumer
and society.” This definition brings up some useful points.
 Behavior occurs either for the individual, or in the context of a group (e.g., friend’s influence
what kinds of clothes person wears) or an organization (people on the job make decisions as
to which products the firm should use).
 Consumer behavior involves the use and disposal of products as well as the study of how
they are purchased. Product use is often of great interest to the marketer, because this may
influence how a product is best positioned or how we can encourage increased consumption.
Since many environmental problems result from product disposal (e.g., motor oil being sent
to sewage systems to save the recycling fee, or garbage piling up at landfill) this is also an
area of interest.
 Customer behavior involves services and ideas as well as tangible products.
 The impact of consumer behavior on society is also of relevance. For example, aggressive
marketing of high fat foods or aggressive marketing of easy credit may be serious
repercussions for the national health and economy.
There are several units in the market that can be analyzed. The main trust in this course is the
consumer. However we will also need to analyze our own firm’s strengths and weaknesses and
those of competing firms. Finally, we need to assess the marketing environment although we
may have developed a product that offers great appeal for consumers a recession may cut
demand dramatically.

 FACTORS WHICH INFLUENCE CONSUMER BEHAVIOR
1. CULTURE
Culture is part of the external influence that impacts the consumer. Culture represents influence
that is imposed on the consumer by other individuals.
Culture refers to “that complex whole which includes knowledge, belief, art morals, customs and
any other capabilities and habits acquired by man or person as a member of society”.
Culture has several important characteristics
 Culture is comprehensive.
 Culture is learned rather than being something we are born with.
 Culture is manifested within boundaries of acceptable behavior.
Language is an important element of culture. It should be realized that regional differences may
be subtle. Sub culture refers to a culture within a culture, Sub culture is often categorized on the
basis of demographics.
1 DEMOGRAPHICS
Demographics are clearly tied to sub culture and segmentation. Here, however we shift our focus
from analyzing specific sub culture to trying to understand the implication from entire
populations.
2 SOCIAL STRATIFICATION
Social class is a somewhat nebulous subject that involves stratifying people into groups with
various amounts of prestige, power, and privilege. In certain other cultures however,
stratification is more clear-cut. Although the caste system in India is now illegal, it still maintains
a tremendous influence on that society.
3 FAMILY LIFE CYCLE
Individuals and families tend to go through a “Life Cycle”. The life cycle goes from
child/teenageryoung singleyoung couplefull nestempty nest widow (err). For
purpose of this discussion, a “couple” may either be married or merely involve living together.

As a person gets older, he or she tends to advance in his or her career and tends to get greater
income.
4 FAMILY DECISION MAKING
Individual members of families often serve different roles in decision that ultimately draw on
share family resources. Some individuals are information on gatherers/holders who seek out
information about products of relevance. The decision maker(s) have the power to determine
issues such as:
 whether to buy
 Which product to buy
 Which brand to buy
 Where to buy it, and
 When to buy
It should be noted that family decisions are often subject to a great deal of conflict. Some family
members may resort to various strategies to get their way.
5 GROUP INFLUENCES
A useful framework of analysis of group influence on the individual is the so called reference
group. The term comes about because an individual uses a relevant group as a standard of
reference against which one self is compare. Reference groups come in several different forms.
The inspirational reference group refers to those others against whom one would like to compare
one self. For example: co-workers, neighbors or members of churches, clubs and organizations.
6 DIFFUSION OF INNOVATION
The diffusion of Innovation refers to the tendency of new products, practices or ideas to spread
among people. Cumulative adoptions are reflected by S-shaped curve. The saturation point is to
the maximum proportion of consumer likely to adopt a product. Lower priced products often
spread more quickly and the extent to which the product is trial enabled influence the speed of
diffusion.

7 SELF-CONCEPT
The consumer faces several possible selves. The actual self reflects how the individual actually
is, although the consumer may not be aware of that in reality. In contrast ideal-self reflects a self
that a person would like to have but does not in fact have. Individuals will often seek to augment
and enhance their self concepts and it may be possible to market products that help them in the
achievement of this goal.
8 LIFESTYLE
Self concept often translates into a person’s life style, on the way that he or she lives his or her
life. Attempts have been made to classify consumer into various segments based on their life
style.
10. SITUATION INFLUENCES
Specific circumstances often influence consumer behavior consumer whose attention is
demanded elsewhere are likely to disregard commercial messages.
11. CONSUMER DECISION MAKING
Consumer decision making comes about as an attempt to solve consumer problems. A problem
refers to “a discrepancy between a desired state and an ideal state which is sufficient to arouse
and activate a decision process.
12. CONSUMER PROBLEMS RECOGNITION
Consumer often note problems by comparing their current or actual situation explicitly, or
implicitly, to some desired situation creating problems for consumer is a way to increase sales.
There are two main approaches to search. Internal searches are based on what consumers
already know. Thus it may be important for certain firms to advertise to consumers before they
actually need the product. External searches get the people to either speak to others or use other
sources.

 WHO IS THE CUSTOMER?
The word is derived from "custom," meaning "habit"; a customer was someone who frequented a
particular shop, who made it a habit to purchase goods of the sort the shop sold their rather than
elsewhere, and with whom the shopkeeper had to maintain a relationship to keep his or her
"custom," meaning expected purchases in the future. Every person who enters the business is a
potential customer. Even though they may not purchase something today, they may purchase
something tomorrow they are individuals in their own right.
 A customer is the most important person in our business.
 A customer is a person who comes to us with needs and wants and it is our job to
handle them in a manner that is profitable to him/her and ourselves.
 A customer is not a cold statistic; he/she is a human being with feelings and deserves
to be treated with respect.
 A customer is not an interruption to our work - he is the purpose of it. We are not
doing him a favor by serving him; he is doing us a favor by giving us the opportunity
to do so.
 A customer deserves the most courteous attention we can give.
Customers are not dependent on us, we are dependent on them!
A Customer is anyone who receives the work you do!
 CUSTOMER SATISFACTION
"Satisfaction" itself can refer to a number of different facts of the relationship with a customer.
For example, it can refer to any or all of the following:
 Satisfaction with the quality of a particular product or service
 Satisfaction with an ongoing business relationship
 Satisfaction with the price-performance ratio of a product or service
 Satisfaction because a product/service met or exceeded the customer's expectations

Customer satisfaction, in 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. Customer satisfaction is tied directly to profitability. If customers are happy,
they tend to be loyal. And if they’re loyal they not only buy more, they refer other customers.
Customer satisfaction with a purchase depends on how well the product performance
corresponds with the customer’s expectations. Customer satisfaction is a key factor of future
buying behavior. A company must be careful to set the right level of expectations. If they set
expectations too low, they may fail to attract enough buyers. If they raise expectations too high,
buyers will be disappointed. Customer satisfaction is one of the key blocks for building customer
relationships.
Winning customers' hearts and minds is increasingly important to customer acquisition and
customer retention. As competitive advantage and differentiation is achieved through product
innovation and service performance it is vital to monitor and manage customer satisfaction
levels.
Customer satisfaction is not just about service levels or product attributes. It can be seen as a
function of two main components:
 perceptions of product and service levels received
 expectation of product and service levels
 IMPORTANCE OF CUSTOMER SATISFACTION:
To maximize profits and productivity, a business must recognize five facts:
1. Many senior managers only know about the tip of the iceberg, a small fraction of all the
problems that customers encounter.
2. Services offered to customers can be a major marketing tool--converting problem situations
into incremental revenue.

3. Customer problems can cost any business not only an immediate lost sale, but also future
purchases by that customer and by other customers as a result of negative word-of-mouth
behavior.
4. A business can and must quantify the expected payback from service and/or quality
improvements that is brought through customer satisfaction.
5. The market transaction (sale) often is not the key point of customer pain and lost revenue.
Often, both the product offering (product itself, how it is offered, and fulfillment)
And customer expectations are major contributors to problems, even though the problem
surfaces in the customer service area.
 CUSTOMER SATISFACTION RESEARCH DELIVERS KEY
BENEFITS:
 Understanding the underlying drivers of satisfaction
 Identification of trigger points where satisfaction management is most needed
 Prioritization of action areas (minimum input for maximum return)
 Identification of customer-supplier interactions, internal processes and departments most
likely to cause satisfaction/dissatisfaction.
 Impact on loyalty and propensity to recommend; a vital bottom line measurement
 Continuous improvement of all acquisition, production, and delivery processes.
 Company/customer participation
 MEASURING CUSTOMER SATISFACTION
There are several ways to gather input from customers. The simplest way is to find out how
customers feel and what they want is to ask them. If we have only 20 customers, we can talk to
each one personally. The advantage of this approach is that we'll get a personal "feel" for each
customer. The disadvantage is that we will gather different information from each customer
depending on how the conversation goes. Customer surveys with standardized survey questions
insure that we will collect the same information from everyone. Few of the customers will be
interested in "filling out a questionnaire". It's work for them without much reward. By launching

a customer survey as an attempt to find out "how we can serve you better" -- your customers will
feel less put upon.
Here are a few of the possible dimensions we could measure:
 Quality of service
 Speed of service
 Pricing
 Complaints or problems
 Trust in the employees of the business
 The closeness of the relationship with contacts in the firm
 Types of other services needed
 The positioning of the business in clients' minds
 CUSTOMER SATISFACTION ALSO HELPS YOU TO GET TO
GRIPS WITH
 Customer Expectations
 Attitude and Behavior
 Personal Appearance
 Maintaining Standards
 Handling Complaints
 Getting it Right First Time

McKinsey 7S MODEL
The 7-S model is a tool for managerial analysis and action that provides a structure with which
to consider a company as a whole, so that the organization's problems may be diagnosed and a
strategy may be developed and implemented.
The 7-S diagram illustrates the Hyundai simplicity interconnectedness of elements that define
an organization's ability to change. The theory helped to change manager's thinking about how
companies could be improved. It says that it is not just a matter of devising a new strategy and
following it through. Nor is it a matter of setting up new systems and letting them generate
improvements.
To be effective, organization must have a high degree of fit or internal alignment among all the
seven Ss. Each S must be consistent with and reinforce the other Ss. All Ss are interrelated, so a
change in one has a ripple effect on all the others. It is impossible to make progress on one
without making progress on all. Thus, to improve your organization, you have to master systems
thinking and pay attention to all of the seven elements at the same time. There is no starting
point or implied hierarchy – different factors may drive the business in any organization.

 Strategy: the plan devised to maintain and build competitive advantage over
the competition.
 Structure: the way the organization is structured and who reports to whom.
 Systems: the daily activities and procedures that staff members engage in to
get the job done.
 Shared Values: called "super ordinate goals" when the model was first
developed, these are the core values of the company that are evidenced in
the corporate culture and the general work ethic.
 Style: the style of leadership adopted.
 Staff: the employees and their general capabilities.
 Skills: the actual skills and competencies of the employees working for the
company.
Description to 7S Mckinsey model frame work in accordance with Hyundai.
STRATEGY
Trident Hyundai’s marketing strategy is differentiated marketing.
 Its primary consumer target is middle to upper income professionals who
need true value for their money and comfortable ride in city conditions. Its
primary business target is midsized to large sized corporate that want to help
their managers and employees by providing them a car for ease of transport.
 Its secondary business target is entrepreneurs and small business owners
who want to provide discounts to managers buying a new car

STRUCTURE
Overall Structure of the Shree Hyundai:
SKILL
Trident Hyundai product is Passenger Cars, so they should be handled carefully.
So it required skilled manpower for handling, and skill in the sense testing of cars.
Training will be conducted in Hyundai Company for newly recruited employees
for 10 weeks and later the training will be given for employees for junior technical
officer, about machines. Training will be given to employees to know about the
total features of cars in Trident Hyundai.
Employee 1
Employee 2
Employee 3
Managing Director
Branch Manager and Manager ‘sales & marketing’
Corporate
&Exchange,
Hyundai Advantage
Pre-Owned Cars
Finance
Dept.
GDMS and
Back
Office
Accessories
& Spares
Service
Dept.
S.E. 1
S.E. 2
S.E. 3
S.E. 4
S.E. 5
S.E. 6
Sales
Executives
Chief Executive Officer
S.E. 7
Team
Leader,
Sales
Employee 1
Employee 2
Employee 3
Service Employees 01 to 30

STYLE
Top down Approach
The management acts with autonomy and independence in exercising
strategic supervision, discharging its fiduciary responsibilities, and in ensuring that
the company observes the highest standards of ethics, transparency and disclosure.
Participating Approach
At Trident Hyundai the management is participating in nature. Anyone in
the company can put in their view points before the management for any
improvement in the prospects of the company, manpower, working environment,
etc….
SYSTEM
The marketing department is divided into 16 Teams. For all the different marketing
teams, one Team Leader is assigned. The team leaders take care of their team’s
activities and report to the marketing manager that is further reported to the CEO.
The marketing is totally target based and based on targets given by HMIL, the task
is distributed to different teams.
The customers are handled by the same personnel from the beginning to the end.
Spot incentive Schemes etc is placed in the system to motivate the employees. The
conversion and Target fulfillment is traced out via the software.

STAFF
CATEGORY NO. OF STAFF TYPE OF WORK
Sales Consultants 90 Generate sales from
market
Back Office 30 Maintain the data of
customers
Finance Dept. 5 Maintain the financial
data
Spares And Accessories 7 Maintain the data and
Stock of parts and spares
Corporate and Exchange 05 Deal in all the pre-owned
cars of Hyundai
Service Dept. 40 Servicing of cars and data
maintenance of Serviced
cars in service station of
Shree Hyundai.
EDP 06 Maintain Showroom data
and customers
complaints, etc
DUTIES AND RESPONSIBILITIES OF STAFF
 To report him/ her to duty at the place to which he/she posted.
 To undergo the prescribed probation under specify period and undergo such
training and for a period has may be arranged for him/her and acquit him/her
self creditably in the training imported to him/her.

 To obey and abide the rules, regulations, service conditions and standing
orders which they may adopt, prescribe, frame are issue from time to time to
govern its employees.
SHARED VALUES
Review of Customer care Activities.
The review of customer care activities is done through morning meetings and
weekly meetings on customer care. The documents that are necessary during the
weekly review are: PSR related, Internal SSI forms related, HMIL related and
other information related.
Customers for Life
A week after the delivery, the concerned sales person must fix an appointment with
the customer and visit him along with the service advisor. He should personally
hand over the photographs clicked also the vehicle’s registration certificate and try
to become the customer’s car advisor for life and never lose touch with the
customer.
Show Room Ambience
The hours of operation, outside and insides of the showroom along with reception,
car display area, selling area, customer lounge and delivery area should be taken
care of.
Customer Meets
Organizing customer meets helps in improving SSI, helps in introducing the
workshop staff to the customers and in getting referrals and there are guidelines for
the same

What is post purchase behavior?
Post-purchase behavior involves all the consumers' activities and the experiences that
follow the purchase. Usually, after making a purchase, consumers experience post-
purchase dissonance. In other words, they regret their purchase decision. The reasons
for high post-purchase dissonance can be attractiveness and performance of forgone
alternatives, difficult purchase decision, large number of alternatives, etc
A high level of post-purchase dissonance is negatively related to the level of
satisfaction the consumer draws out of product usage. While experiencing post-
purchase dissonance, consumers become acutely aware of the marketers'
communication. To reduce post-purchase dissonance, consumers may sometimes even
return or exchange the product.
Marketers, therefore, can use these opportunities to reduce consumers' risk perception
by way of good return/exchange policies and reduce their post-purchase dissonance by
messages targeted at this segment of their consumers.
Consumers’ store selection behavior depends on - store image despite post-purchase
dissonance, many consumers proceed with consumption of the product. How
consumers use the products is an important knowledge source for marketers, as they

can offer better products and reach more consumers based on these consumer usage
patterns.
In some cases, however, consumers initially use the product but after a period of time
fail to do so. Marketers, therefore, should not consider a product purchased as a
product consumed. A non-used product is also more likely to affect the repurchase
pattern of the consumers negatively.
Consumers need to dispose of the products or packaging before, during, or after the use. The
issue of disposal is gaining considerable importance for marketers as it directly affects the
repurchase pattern of the consumers.
As more and more products are consumed and disposed off, it is likely that repurchase will also
be more. Many a time, consumers cannot repurchase without disposing off the product first, due
to space and financial constraints. Thus, many marketers, especially retailers, are helping
consumers to dispose off their old products. This not only gives consumers a reason to
repurchase but also increases marketers' sales. The disposal options the consumers have are -
keep the product, temporarily dispose off, or permanently dispose off.
Product use/consumption is followed by its evaluation, which may then lead to satisfaction
(perceived performance > minimum desired expectations); non-satisfaction (perceived
performance = minimum desired expectations); or dissatisfaction (perceived performance <
minimum desired expectations). Consumer dissatisfaction may result in complaint behavior.
Consumers may choose to take action against the marketer/service provider by way of warning
friends, returning the product, boycotting and brand switching, complaining to the marketer,
complaining to the relevant government/non-government bodies, and/or taking legal action
against marketers/service provider.
Marketers should try to use consumer complaints as a way of assessing their performance as
perceived by their consumers and should use this opportunity to delight them by showing their
commitment to consumer service. Many marketers are actively seeking consumer feedback to
improve their products and service quality with a view to retaining their existing consumers and

attracting new ones. They have identified consumer retention as a major concern, as research has
shown that even satisfied consumers can't be termed as loyalists and often switch to competing
brands to get a better deal.
Marketers thus, have identified the quality of product and service as the parameter to evaluate
consumers' intention to repurchase instead of their level of satisfaction. Only totally satisfied and
committed consumers are recognized as brand loyalists. Brand loyal consumers not only spread
positive word-of-mouth for the brand but are also less likely to switch to other brands. Marketers
are increasingly indulging in loyalty marketing to increase consumer retention, with various
schemes and discount offers for their high value regular consumers.
However, many observers believe that these kinds of tactics, if not implemented properly, can
fail to deliver what they initially promised, resulting in frustrated consumers.
Others also believe that marketers should classify their consumers on the basis of their
satisfaction thresholds and then treat each group differently.
What is After Sales Service?
After sales service refers to various processes which make sure customers are satisfied
with the products and services of the organization.
The needs and demands of the customers must be fulfilled for them to spread a
positive word of mouth. In the current scenario, positive word of mouth plays an
important role in promoting brands and products.
After sales service makes sure products and services meet or surpass the expectations
of the customers.
After sales service includes various activities to find out whether the customer is happy with the
products or not, after sales service is a crucial aspect of sales management and must not be
ignored.

Why after Sales Service?
After sales service plays an important role in customer satisfaction and customer retention. It
generates loyal customers.
Customers start believing in the brand and get associated with the organization for a longer
duration. They speak well about the organization and its products.
A satisfied and happy customer brings more individuals and eventually more revenues for the
organization.
After sales service plays a pivotal role in strengthening the bond between the organization
and customers.
After Sales Service Techniques:
 Sales Professionals need to stay in touch with the customers even after the deal. Never
ignore their calls.
 Call them once in a while to exchange pleasantries.
 Give them the necessary support. Help them install, maintain or operate a particular
product. Sales professionals selling laptops must ensure windows are configured in
the system and customers are able to use net without any difficulty. Similarly
organizations selling mobile sim cards must ensure the number is activated
immediately once the customer submits his necessary documents.
 Any product found broken or in a damaged condition must be exchanged
immediately by the sales professional. Don’t harass the customers. Listen to their
grievances and make them feel comfortable.
 Create a section in your organization’s website where the customers can register
their complaints. Every organization should have a toll free number where the
customers can call and discuss their queries. The customer service officers should
take a prompt action on the customer’s queries. The problems must be resolved
immediately.

 Take feedback of the products and services from the customers. Feedback helps the
organization to know the customers better and incorporate the necessary changes for
better customer satisfaction.
 Ask the customers to sign Annual Maintenance Contract (AMC) with your
organization. AMC is an agreement signed between the organization and the
customer where the organization promises to provide after sales services to the
second party for certain duration at nominal costs.
 The exchange policies must be transparent and in favor of the customer. The customer
who comes for an exchange should be given the same treatment as was given to him
when he came for the first time. Speak to him properly and suggest him the best
alternative.
 FOR THE PURPOSE OF THE STUDY FOLWING RESEARCH,
BOOKS & ARTICLES WERE REFERED.
1) Customer satisfaction after sales and service is a well research area. Various
researchers have done research on this topic, some of them are:
 EFFECT OF AFTER SALE SERVICES ON CUSTOMER SATISFACTION AND LOYALTY
IN AUTOMOTIVE INDUSTRY OF ETHIOPIA KINDYE ESSA MUSTOFA
 AMG AUTOMOTIVE  Automotive After Sales 2015
 After sales service Necessity & Effectiveness  Farina Faros
 MEASURING CUSTOMER SATISFACTION AND LOYALTY IN THE
AUTOMOTIVE INDUSTRY.
 Customer Satisfaction and Loyalty in After Sales Service  Heike Kiosk

2) For the purpose of the study following books were referred to:
 Philip Kotler “MARKETING MANAGEMENT” , Prentice Hall, India
 Suja .R. Nair “CONSUMER BEHAVIOUR”, HPH Edition
 Namakundadi Ramaswamy “MARKETING MANAGEMENT”.
 Kumar arun and meenaakshi “MARKETING MANAGEMENT”
 Zikmund and anico “MARKETING MANAGEMENT”,
 Peter Paul. J AND James M. donnell “MARKETING MANAGEMENT”,
 Reddy Appannaiah And Ramanath “MARKETING MANAGEMENT”,
Himalaya publication
 Sherlekar S.A “MARKETING MANAGEMENT “, Himalaya publication.
 Stanton.j. Williaam and Michael .J. Etzel “FUNDAMENTALS OF
MARKETING”, MC GRAB-HILL PUBLICATION

3) For the purpose of the study following articles were referred to:
 CUSTOMER SATISFACTION IN AUTOMOBILE INDUSTRY –
AN INDIAN ONLINE BUYERS’ PERSPECTIVE OF CAR NATARAJ .S
 Customer Satisfaction Reaches All-Time High in Auto Industry
 Dated: 22 Aug 2012
 Balancing Customer Service and Satisfaction by Mark Kodak, Josh Cher off, Jeff
Denned, and Prate Mukharji
The relationship between service quality and customer satisfaction – a factor
specific approach  G.S. Sureshchandar

COMPANY PROFILE
About HMIL (HYUNDAI MOTORS INDIA LIMITED):
Hyundai Motor India Limited (HMIL) is a wholly owned subsidiary of Hyundai
Motor Company, South Korea and is the second largest and the fastest growing car
manufacturer in India. HMIL presently markets 16 variants of passenger cars in six
segments.
 The Santro in the B segment,
 Getz in the B+ segment,
 Accent and Verna in the C segment,
 Elantra in the D segment,
 Sonata Embera in the E segment and
 Tucson in the SUV segment.
Hyundai Motor India, continuing its tradition of being the fastest growing passenger car
manufacturer, registered total sales of 299,513 vehicles in calendar year (CY) 2006, an
increase of 18.5 percent over CY 2005. In the domestic market it clocked a growth of 19.1
percent as compared to 2005, with 186,174 units, while overseas sales grew by 17.4
percent, with exports of 113,339 units.
HMIL’s fully integrated state-of-the-art manufacturing plant near Chennai boasts some of
the most advanced production, quality and testing capabilities in the country. In
continuation of its investment in providing the Indian customer global technology, HMIL is
setting up its second plant, which will produce an additional 300,000 units per annum,
raising HMIL’s total production capacity to 600,000 units per annum by end of 2007.
The Chennai-based Hyundai is the second-biggest car manufacturer in India with about 19
percent market share where more than 70 percent of vehicles sold are compact cars. Park’s
plan is to increase the market share to 20 percent this year as it launches the new version of
the mid-sized Hyundai Sonata and Hyundai Elantra. The push would signal Hyundai’s
tackling of the mid-sized segment now that Hyundai Eon, the smallest car Hyundai has

ever launched, has taken off as a leading small car in India in just three months since
October, last year, noted the report.
'We can sell way more than now if we set prices even lower, but we won’t. We are aiming
at building a premium brand in the upper segments, which is even more promising than the
compact segment,'
HMIL is investing to expand capacity in line with its positioning as HMC’s global export
hub for compact cars. Apart from expansion of production capacity, HMIL plans to expand
its dealer network, which will be increased from 183 to 250 this year. And with the
company’s greater focus on the quality of its after-sales service, HMIL’s service network
will be expanded to around 1,000 in 2007.
The year 2006 has been a significant year for Hyundai Motor India. It achieved a
significant milestone by rolling out the fastest 300,000th export car. Hyundai exports to
over 65 countries globally; even as it plans to continue its thrust in existing export markets,
it is gearing up to step up its foray into new markets. The year just ended also saw Hyundai
Motor India attain other milestones such as the launch of the Verna and yet another path-
breaking record in its young journey by rolling out the fastest 10,00,000th
car.
The Hyundai Verna has bagged some of the most prestigious awards starting with the
Overdrive ‘Car of the Year 2007’, CNBC-TV 18 Auto car ‘Best Value for Money Car
2007’ and ‘Performance Car of the Year 2007’ from Business Standard Motoring.
Last Year Sonata Embera won the ‘Executive Car of The Year 2006’ award from Business
Standard Motoring Magazine and NDTV Profit – Car & Bike declared the Tucson as the
‘SUV of The Year 2006’.
HMIL has also been awarded the benchmark ISO 14001 certification for its sustainable
environment management practices.
Hyundai offers practical, commuter and good quality models. Successful and well positioned
cars with good brand image. Firstly launched in 1998, Santro has rewritten the meaning of small

car in India. It’s still one of the most selling small cars in India. Accent has been doing very well
in mid-size segment. Hyundai's luxury cars are yet to make a good impression here. Elantra,
Sonata, Tucson and Terracan cannot be considered successful models by any means. Its B+
segment car Getz is stealing shows now and very recently launched Verna is on everybody's
mind.
Hyundai, Maruti Suzuki was the only small-car maker in the Indian arena then came in Tata
Motors and others, each trying to elbow into the crowded space. Ford India, Toyota Kirloskar
Motor India, Honda Siel Cars India, Volkswagen India, Nissan India and General Motors India
joined the rush to introduce small cars in the last decade even as Maruti Suzuki and Hyundai
India continued to strengthen their line up
Hyundai India, early in January 2012, during the Delhi Auto Expo 2012 said the Indian auto
industry will post a single-digit growth this year, slowing down from 30 percent growth in the
year that ended in March 2011. The SIAM said rising finance options, higher prices of fuel and
increased input costs for automotive OEMs in India have deterred buyers in the past two
quarters, but growth will pick up again in 2013
Hyundai Motor took 5.2 pct global market share in 2010
South Korea's Hyundai Motor (005380.KS) grabbed a 5.2 percent share of the global auto
market in 2010
Fig. 1.1Key Competitors and Market Share of Major Players

Hyundai Motor India
Market Share: Passenger Vehicles 14.15%
Hyundai Motor India Limited is a wholly owned subsidiary of world’s fifth largest
automobile company, Hyundai Motor Company, South Korea, and is the largest
passenger car exporter. Hyundai Motor presently markets 49 variants of passenger cars
across segments. These includes the Santro in the B segment, the i10, the premium
hatchback i20 in the B+ segment, the Accent and the Verna in the C segment, the Sonata
Transform in the E segment.
Hyundai Motor, continuing its tradition of being the fastest growing passenger car
manufacturer, registered total sales of 559,880 vehicles in the year 2009, an increase of
14.4% over 2008. In the domestic market it clocked a growth of 18.1% as compared to
2008 with 289,863 units, while overseas sales grew by 10.7%, with export of 270,017
units. Hyundai Motor currently exports cars to more than 110 countries across European
Union, Africa, Middle East, Latin America and Asia. It has been the number one exporter
of passenger car of the country for the sixth year in a row.
In a little over a decade since Hyundai has been present in India, it has become the
leading exporter of passenger cars with a market share of 66% of the total exports of
passenger cars from India, making it a significant contributor to the Indian automobile
industry. In 2009, in spite of a global slowdown, Hyundai Motor India’s exports grew by
10.7%. In 2010 Hyundai plans to add 10 new markets with Australia being the latest
entrant to the list. The first shipment to Australia is of 500 units of the i20 and the total
i20 exports to Australia are expected to be in the region of 15,000 per annum.
Established in 1967, Hyundai Motor Co. has grown into the Hyundai KIA
Automotive Group which includes Hyundai Mobis and over two dozen auto-related
subsidiaries and affiliates. Employing over 68,000 people worldwide, Hyundai Motor
posted US$27.383 billion in sales in 2005 (on a non-consolidated basis). Hyundai motor

vehicles are sold in 193 countries through some 5000 dealerships and showrooms.
Hyundai Motor Co. is a sponsor of the 2006 FIFA Germany World Cup.
Health, Safety and Environment Policy Statement
Considering that health, safety and environmental issues are a focal part of its operations
is a major part of its responsibilities has established the following policy:
Operation success shall be achieved in conjunction with a good and effective accident
prevention practice based on internationally accepted codes and practices.
All local government regulations will be considered as minimum requirements.
It will take all reasonable steps within its power to meet its managerial responsibility
paying particular attention to the provision of: Systems of work that is safe.
SAFE PLACE TO WORK:
It will provide leadership to all employees in following safety operational procedures and in
developing healthy and safe working attitudes and habits.
These policies, safety regulations / standards and codes of practices shall be made known to all
persons involved on projects and shall be met as a priority.
HMMA Environmental Policy
For the harmony of humankind, the environment and our community, Hyundai Motor
Manufacturing Alabama (HMMA) has implemented an Environmental Management System
(EMS) which establishes our commitment to preserve the environment.
Prevention – HMMA will proactively look for ways to reduce and prevent pollution, preserve
resources and address energy usage. To fulfill our corporate social responsibility, we will build
vehicles using process technology and materials considering our impact on the environment.

Improvement – HMMA will continually look for methods to optimize our internal systems,
taking into consideration community concerns with the ultimate goal of improved environmental
performance.
Conformance – HMMA will strive to comply with all applicable regulations and requirements
and will continually evaluate its conformance to achieve this goal.
Preservation of the environment for the benefit of our local community is the responsibility of all
HMMA Team Members and those conducting any activities on behalf of HMMA. Our
Environmental Management System is an integral part of our everyday business practices along
with productivity, cost, quality, and safety.
Awards achieved by HMIL (HYUNDAI MOTORS INDIA LIMITED):
Overdrive Magazine  'Car of the Year 2007'
 CNBC-TV18 Auto car Auto Awards 2007: 'Best
value-for-money car'
 Hyundai Getz is the CNBC Auto car of the Year
2005
 Hyundai Elantra – Best Value for Money Car of the
Year 2005
 Company – Awards – CNBC Auto car India –
Hyundai has been the manufacturer of the year for
two years in row.
 'Performance Car of the Year' 2007 - Hyundai Verna
1.5 CRDi.
 Hyundai Getz is BS Motoring's 'Car of the Year'
2005
 BS Motoring – BS 1000 – Company of the year
2005 – Hyundai Motor India Limited
 Hyundai Santro is BS Motoring's 'Car of the Year'
for 1999

TNS TCSS 2005  Accent Petrol - 'No 1 Entry Midsize Car'
TNS TCSS 2005  Accent CRDi - 'No 1 Midsize Diesel Car'
NDTV Profit/Car & Bike Awards
2006
 Tucson - 'SUV of the year' by NDTV Profit/Car &
Bike Awards 2006
 PM Presents “Star Company” Award to Hyundai
Motor India
 Hyundai Santro has topped the JD Power Asia
Pacific Initial Quality Study (IQS) that measures
product quality for three years in a row (Years 2000,
2001 and 2002)
 Hyundai Santro has topped the JD Power Asia
Pacific APEAL study that measures customer
satisfaction for three years in a row (Years 2000,
2001 and 2002)
 Hyundai Accent has topped the JD Power Asia
Pacific IQS for 2002 and the APEAL study for 2001
and 2002.
 Hyundai Motor India was adjudged the ‘Car Maker
of the year’ at the ICICI Bank – Overdrive awards
2003
CARRIER:
'Dream, Strive, Achieve' is the mantra of every individual working in this US $570 million
company situated in a sprawling 535 acre facility located in Tamil Nadu. HMI houses state of the
art production techniques and has a workforce of more than 3900 employees. HMI is a wholly
owned subsidiary of Hyundai Motor Corporation - Korea, which is US $ 28 billion strong
company.

Hyundai brings with itself the latest in Technology, Quality and People practices ensuring in
providing the right sync to produce the best cars by bringing out the best in people. You could
play a decisive role in transforming the automobile landscape in India by being part of this
adrenaline pumped team.
Vision of the Industry:
“The leader in the automobile industry, creating customer delight, a shareholders wealth; a pride
of India”
Hyundai Diversity - Mission Statement
"Hyundai's Charter of Commitment to Equality and Opportunity for its customers, community
members, suppliers, dealers and employees."
Quality Policy - Statement
Our comprehensive quality assurance program focuses on setting procedures, systems, and
controls in place. With the system established, PT ISTANA KARANG LAUT consistently
evaluates man-hour accountability, vendor reliability and quality, in-house data processing
systems, cost estimation, and improved methods to attract and retain talented personnel.
Quality is no longer simply a matter of reducing defects but has become a comprehensive
movement reaching into all aspects of the process of procuring goods in the market.
PT ISTANA KARANG LAUT's comprehensive quality assurance program is certified to ISO
9001 by Société Générale de Surveillance and focuses on reducing internal costs, rework and
waste. This focus helps decrease lost time and liability rates, boost productivity and improve
overall efficiency. Clients benefit from the resultant quality environment through more
competitive pricing and better-designed, more reliable products.

Brand ambassadors:
Shahrukh Khan,Preeti Zinta,SaniaMirza
Environmental Friendly:
Hyundai is committed to making vehicles that make the world a better place to live in. From design stage to
production, all processes are concentrated on making cars that pollute a lot less and exceed global benchmarks.
The processes by themselves adhere to the most stringent environmental norms in terms of waste
management,recyclingand useof 'green'rawmaterials.
Hyundai Motor Indiahas been awarded the benchmark ISO 14001 certification forits sustainable
environment management practices. Living up to its commitment of providing global standards of qualityand
process management in India, Hyundai had put in place an Environment Management System (EMS) at its
manufacturing plant in Chennai right from its project stage. The certification process was completed in a
record time of 10 months with 'Zero NCRs'. The assessment was done by TUV SUDDEUTSCHLAND and
covered areas like Awareness Training, Technology Up gradation, Recycling, Waste Management and
fulfilling Government Regulations.
HMI is also working on a backward integration strategy that will support vendors of the company in
implementingEMS.
Hyundai Motor Company, S.Korea, the parent of HMI, has been doing considerable work on sustainable
Environment Management. The company has a well defined framework in place for developing products that
reducepollutant emissions and processes for preservation of natural resources and energy along all the stages
of the product lifecycle from production, sales, and use to disposal. The company has also been in the
forefront of development of environment friendly technologies like Hybrid Electric Vehicles (HEVs), and
Fuel Cell Electric Vehicles (FCEVs) and has been awarded the ISO 14001 certification for all its three major
plants in Ulsan,AsanandJeonjuinS.Korea.

SWOT analysis of Hyundai Motors
Strengths of HMIL
Hyundai India has such a brand equity that it is almost assumed to be an Indian brand, with lot of
good accolades for being India’s second most selling brand next to MUL in market share
Hyundai Motor India limited is the largest car exporter from Asian Market which showed a 10%
growth compared to last FY
The domestic sales is increasing at an average rate of 19.1%
HMIL is known for its quality products which has better performance and it has constantly been
ahead in the race with Maruti Udyog limited in many parameters
The product length includes around 8 cars, starting from new Eon in small car segment to SUV
segment Santa Fe
Among the automobile players only HMIL is known for its CSR activities
Hyundai products never fail to win laurels in each segment from various automobile ratings ever
since its operations in India
STRENGTH WEAKNESS
OPPORTUNITY THREATS

Hyundai has the largest network of showrooms and service station next to Maruti in India.
An article in Economic times quoted that “Hyundai Eon launched, treads on Alto territory”
indicated that Eon will act as a threat to reduction in Alto’s market share
Weaknesses of HMIL
HMIL took a long time to gain the market share as it’s not the first mover in India
In terms of most reliable and trusted brand; Maruti is stronger in Indian subcontinent
Spare parts of Hyundai vehicles are comparatively priced higher and spare parts do not have
PAN India presence
In SUV segment both Tucson and its next model Santa Fe didn’t make a major impact
Increase in commodity prices such as steel, aluminum and ancillary parts has affected margins
Since HMIL concentrates on both domestic and International sales there are higher risks of
exchange rate fluctuations
As Hyundai majorly concentrates on quality, most of its product is in premium category in each
segment. Hyundai is still struggling to make a better impact in small car segment in terms of cost
efficiency like other manufactures Hyundai doesn’t have any product match to compete in
corporate orders like Tata India V2, Tata Sumo, Tata Indigo, Chevy Tavera, Ford Fiesta etc.
These vehicles are most preferred in both cab segment and government booking for bulk orders
Opportunities of HMIL
SIAM – Society of Indian automobile Manufacturers, have stated that there is steady increase in
Car sales both Domestic and Indian contributing a valuable share in India’s Gdp. The export
markets growth rate is 22.30% compared to last fiscal year
The saving consumption pattern of India is an added advantage for any segment doing business
in India. This was one of the major reasons for Indian market to survive amidst global recession.
There is more scope of HMIL to enter into small car segment as it has dedicated R&D plant in
Hyderabad, India.
Hyundai is one of the very few companies that has widest R&D network across the world located
in Korea, Europe, India, US, Japan
Currently HMIL has its focus only on Passenger car segment

Threats of HMIL
Though Hyundai claims itself to have no direct competitors other than MUL, there are Indian
players like Tata, Mahindra imposing a strong threat for Hyundai Motors India to expand its
product category Foreign Direct Investments flowing in Indian automobile space are not good
signs for already existing Giants like MUL and Hyundai.
Almost all major automobile players have started invading India to open up their market and
their manufacturing plant in India.”Chennai” is referred to as the Detroit of Asia! Hyundai faced
a slight decline in market share due to tough competition from Ford’s Figo and Volkswagen-
Polo Many manufacturers have started to concentrate on small car segment as an alternative to
Nano. These will slowdown the expected sales of Eon.
About Trident Hyundai Motors Bangalore:
Authorized Hyundai Car dealer in Bangalore
Trident Hyundai was founded in Sep 1998 with a motley team of 22 young members. From one
showroom and one service centre, Trident has today grown to be one of the largest Hyundai
dealerships in the country. Sales now peak to over a thousand cars a month and the network has
increased to 7 showrooms and 11 service centers.
Customer Service has been the cornerstone of Trident's growth story. From being the first
Hyundai dealership to be ISO certified to winning numerous accolades for outstanding sales and
service delivery, Trident has set many a benchmark for the industry.
Our motto, "Drive Home A Relationship", has inspired us to provide outstanding service to our
customers over the years.
It all started in 1998 at Bangalore with 30 employees and just one Customer Care Centre.
Today, Trident Hyundai has over 900 employees spread over Bangalore, Shimoga and
Davengere.

The philosophy “Drive Home a Relationship” is a way of work life and is reflected in our deep
rooted commitment almost bordering on obsession towards customer satisfaction.
This has helped us in setting up new benchmarks in dealership operation and procedures that has
been replicated by other automobile dealers in India. We are recipients of many accolades for
excellence in the areas of sales, services and finance.
We are also an ISO 9001:2000 Company accredited by TUV and have joined the elite group.
Trident Hyundai offers a perfect career for those who have the flair to excel at work. Freedom of
expression and a conducive work environs foster the employees to exploit their talents to the
fullest abilities.
Palace Orchard at Bangalore has virtually become a landmark of Country’s few multilevel
automobile dealership. Our Customer Care Centers are conveniently spread at Yeshwanthpur,
IndiraNagar and JP Nagar with state-of-the-art equipments and qualified technicians to cater
customer needs.
Our goal extends beyond customer satisfaction and we are committed in achieving total
“Customer Delight”.
A. Nature of Business Carried:
Trident Hyundai is a dealer of cars of Hyundai motors. The business carried by Trident
Hyundai is of dealership. It is an also an authorized service centre and it totally aims in
selling cars both passenger and SUV vehicles as per demand of customers.
B. Vision, Mission and Quality Policy:
MISSION:
The mission of the Trident Hyundai is committed to develop the firm as a big competitor
and service provider in the Bangalore Passenger car market.

 VISION:
The dealer announced "Innovation for Customers" as our mid–to long–term vision with
five core strategies: global orientation, respect for human values, customer satisfaction,
technology innovation, and cultural creation. They desire to create an automobile culture
of putting customer first via developing human–centered and environment–friendly
technological innovation.
 QUALITY POLICY:
Based on a respect for human dignity, it make efforts to meet the expectations of all
stakeholders including customers and business partners by building a constructive
relationship amongst management, labor, executives and employees. Also, they focus on
communicating their corporate values both internally and externally, and gaining
confidence from all stakeholders.

Trident Hyundai with its 4 showrooms:
SADHASHIVANAGAR
#1, Lower Palace Orchards,
Sankey Road, Bengaluru: 560003.
Ph: 080 - 4343 3333
Fax: 080-2336 815
Email: sandhya@tridenthyundai.com
INDIRANAGAR
No.9, HAL Old Airport Main Road,
Kodihalli, Next to Calton Towers,
Bengaluru: 560038.
Ph: 080 - 4343 3111
Fax: 080-4126 1524
Email: iedore@tridenthyundai.com
HOSUR ROAD
# 46/4, Garvebhavi palya Begur Hobli,
Bengaluru: 560068.
Ph: 080 - 4343 3222
Fax: 080-2573 5615
Email: sharath@tridenthyundai.com
WHITEFIELD
No.111, 124&125, B Narayanapura Village,
Whitefield, Bangalore East Taluk,
Bengaluru.
Ph: 080 - 3290 9666

Competitors Information
1. Advaith Hyundai "Caring for you...always"
Our vision summarizes our priorities. We believe that everything we do, be it marketing
world-class cars or providing services to match, must manifest in truly caring for the
customer.
Advaith Hyundai is a wholly owned company of the Advaith Group. One of the largest
automotive retail corporations in India, the Advaith Group is focused on delivering a
world class customer experience across all its business functions.
Advaith Hyundai has an enviable record of consistently being World's largest and most
awarded Hyundai dealer with 4 showrooms conveniently located across Bangalore on
Residency Road, Outer Ring Road, Vasanthnagar and Bannerghatta Road. The facility on
Outer Ring Road is Hyundai's largest 3S facility in India
2. Blue Hyundai “Happiness Reloaded”
The success and eminence of Blue Hyundai began as the dream of one man extended to
be transformed into the dream of many. We strive to accomplish our dreams and goals to
bring greater effulgence in the future. Realizing the responsibility on the shoulders of
each member of Blue Hyundai, we endeavor to be one of the most competitive
companies in the industry with emphasis on efficiency in operations, reliability for
customers and thrust on discovery and development of our customer's needs.
Blue Hyundai is still growing, and our goal is to become a leader in efficient quality
services with realistic costs in order to satisfy our customers. Our foundation is built on
trust, customer care and creativity. Our team is made up of highly-qualified, talented and
innovative individuals with specific areas of expertise and experience. We here in Blue
Hyundai value creativity and collaboration; ideas are shared and everybody contributes
on an individual basis to the common goal.

Trident Hyundai:

Awards and Achievements given to Trident Hyundai motors
Bangalore:
1. Trident has won the Regional award for The Best Hyundai Dealer for the second
year in a row.
2. Also Trident Hyundai Service Center has been winning the Regional award for
The Best Service Center continuously.
3. This Service Centre stocks and supplies genuine spares and Accessories to all
authorized dealers in Karnataka.
4. Trident Hyundai won The Best HPSC Award (Hyundai Parts Supply Center).
Recently.
5. Best regional Sales award in 2006.
6. National 2nd winner in 2006 for best quality feedback
7. National 1st winner in accessories in 2006.

PRODUCT PROFILE
MODEL VARIANT Ex-Showroom Price
(As on 01/02/2013)
(In Rupees)
EON(PETROL)
DELITE-NM 3,48,090
DELITE-MET 3,52,394
DELITE PLUS-NM 3,82,617
DELITE PLUS-MET 3,86,920
ERA PLUS-NM 3,99,176
ERA PLUS-MET 4,04,020
MAGNA PLUS-NM 4,36,333
MAGNA PLUS-MT 4,40,637
SPORTZ-NM 4,70,522
SPORTZ-MET 4,74,826
DELITE PLUS-NM 4,17,002
EON(LPG) DELITE PLUS-MET 4,21,312
ERA PLUS-NM 4,34,140
ERA PLUS-MET 4,38,451
MAGNA PLUS-NM 4,70,795
MAGNA PLUS-MT 4,75,104
GL NON AC-NM 3,65,770
GL NON AC-MET 3,70,079
GL PLUS-NM 4,47,889
GL PLUS-MET 4,52,199
GLS-NM 4,74,962
GLS-MET 4,79,271

SANTRO(LPG)
GL PLUS-NM 4,76,691
GL PLUS-MET 4,81,007
GLS-NM 5,01,902
GLS-MET 5,06,218
I-10(1.1 petrol)
DELITE-NM 4,58,041
DELITE-MET 4,62,377
ERA -NM 4,99,043
ERA -MET 5,03,379
MAGNA-NM
MAGNA-MET
5,16,786
5,21,123
I-10(1.1 LPG)
ERA -NM 5,33,665
ERA -MET 5,38,006
MAGNA-NM 5,51,432
MAGNA-MET 5,55,775
I-10(1.2 )
MAGNA-NM 5,38,787
MAGNA-MET 5,43,124
SPORTZ-NM 5,75,443
SPORTZ-MET 5,79,780
SPORTZ(O)-NM 6,17,574
SPORTZ(O)-MET 6,21,951
ASTA-NM 6,71,712
ASTA-MET 6,76,089
SPORTZAT-NM 6,49,825
SPORTZAT-MET 6,54,202

I-10(1.2)AUTOMATIC ASTA SRAT-NM 7,60,801
ASTA SRAT-MET 7,65,177
I-20(1.2)PETROL
ERA 1.2 5,89,704
MAGNA 1.2 6,24,137
MAGNA(O) 1.2 6,60,471
SPORTZ 1.2
ASTA 1.2
7,28,544
7,84,072
ASTA(O) 1.2-SR 8,38,369
SPORTZ 1.4AT 9,61,891
I-20(1.4)DIESEL
ERA 1.4 DSL 7,43,878
MAGNA 1.4 DSL 7,72,853
MAGNA 1.4 DSL 8,09,165
SPORTZ 1.4 DSL 8,77,248
ASTA 1.4 DSL 9,32,789
I-20(1.2)PETROL
WITHOUT DRL
ASTA 1.2 7,61,727
ASTA (O) 1.2 SR 8,16,022
Accent GLE 6,35,953
GLE LPG 6,79,653
VERNA-FLUDIC PETROL
VTVT 1.4 8,83,757
VTVT EX 1.6 9,99,161
VTVT EX 1.6 AT 1,087,682
VTVT SX 1.6 1,054,595
VTVT SX (O) 1.6 1,143,060
VTVT SX(O) 1.6AT 1,265,611
CRDI 1.4 1,034,506
CRDI EX 1.4 1,127,556

CRDI EX 1.6 1,161,907
VERNA-FLUDIC DIESEL
CRDI EX 1.6AT 1,285,045
CRDI 1.6 SX 1,203,276
CRDI 1.6 SX(O) 1,342,131
CRDI 1.6 SX(O) 1,433,042
NEO ELANTRA
PETROL
VTVT1.8 S 1,593,949
VTVT1.8 SX 1,747,427
VTVT1.8 SX AT 1,872,147
NEO ELANTRA
DEISEL
CRDI 1.6 1,643,761
CRDI 1.6 S 1,734,855
CRDI 1.6 SX 1,885,765
CRDI 1.6 SX AT 2,010,487
SONATA-PETROL
SONATA 2.4 GDI MT 2,351,235
SONATA 2.4 GDI AT 2,634,576
SANTAFE
SANTA FE 2 WD 2,883,040
SANTA FE 4 WD 3,145,433
SANTA FE 4 WD-AT 3,263,222

Eon:
Santro:

I10:
I20:

Accent:
Verna:

Neo Elantra:
Sonata:

Santafe:

DATA ANALYSIS AND INTERPRETATION
4. ANALYSIS AND INTERRETATION:
4.1 INTRODUCTION TO ANALYSIS:
After tabulating, the data must be analyzed, researcher often use statistical interpretation which
concentrates on what is average or what deviates from an average. Statistical interpretation, shows
how widely the response vary and how they are distributed in relation to the variable, being
measured, statistical market rely on estimates of expected errors or deviation from the two values
of population. The analysis and interpretation of data may lead the researcher to accept or reject
the hypothesis being selected.
4.2 DATA ANALYSIS TOOLS USED:
The process of arranging data into groups or classes according to resemblance and similarities is
technically called classification.
Classification is the process of arranging the data into sequences and groups according to their
common characteristics or separating them into different related parts.
The data can be calculated on the following four bases:
 Quantitative- according to magnitude
 Geographical- according to city, district, etc.
 Qualitative- According to attributes
 Chronological- According to occurrence of events in time

Table No.01: Number of Respondents according to gender
Gender No. of Respondents Percentage
Male 67 67
Female 33 33
TOTAL 100 100
Analysis:
The above table shows that 67 % of the respondents are males and 33 % of the respondents are
females.
Graph01: Number of Respondents according to gender
Inference: Most of the respondents approached were Male
0
10
20
30
40
50
60
70
80
no. of respondent
67
33
male female

Table No.02: Number of respondents according to their age groups
Age No. of Respondents Percentage (%)
18-23 5 5
24-29 9 9
30-35 22 22
36-41 27 27
42 & above 37 37
TOTAL 100 100
Analysis:
The above table shows that 37 % of the total respondents approached are between the age group
of 40 and above. 27 % of the respondents are between the age group 35-40, 22 % of the
respondents are between the age group of 30-35. 9 % of the respondents are in the age group of
25-30. 5 % of the respondents are in the age group of 18-25.
Graph .02: Number of respondents according to their age group
Inference:
Majority of the respondents are between the age group of 40 and above.
0
5
10
15
20
25
30
35
40
18-23 24-29 30-35 36-41 42 & above
5
9
22
27
37
No. of Respondents

Table No. 3 Number of respondents according to occupation
Occupation No. of Respondents Percentage
Business man 31 31
Employed 5 5
Engineer 10 10
Doctor 34 34
Housewife 8 8
Students 5 5
Others 7 7
TOTAL 100 100
Analysis:
The above table shows that 34 % of the respondents are Doctors, 31% of the respondents are
businessmen, 10 % of the respondents are Engineer, 7 % of the respondents belong to other
class, 8% of the respondents are house wife, where as 5 % of the respondents are employed, and
students respectively.
Graph .03 Numbers of respondents according to occupation
Inference:
Most of the respondents approached are Doctors.
Business
man
31%
Employed
5%
Engineer
10%
Doctor
34% Housewife
8%
Students
5%
Others
7%
Other
20%
No. of Respondents

Table No. 04: Intimation through call or mail for the “service due”
Response Number of Customers
YES 83
NO 17
Analysis:
 83% of the respondent got intimation for service due.
 17% of respondent did not get any intimation for service due.
Graph .04: Intimation through call or mail for the “service due
Inference:
Majority of the respondent received intimation for the service due.
0
10
20
30
40
50
60
70
80
90
YES
NO
YES, 83
NO, 17

Table no .05: Total time taken before someone from the Staff to attend.
Response Number of respondents
Excellent (< 2min’s) 23
Good (2-5 min’s) 46
Fair (5-10 min’s) 19
Poor (> 10 min’s) 12
Analysis:
 46% of the respondents say it’s Good i.e., 2-5 min’s.
 23% of the respondents say it’s Excellent i.e., < 2 min’s.
 19% of the respondents say it’s Fair i.e., 5-10 min’s.
 12% of the respondents say its Poor i.e., >10 min’s.
Graph .05: Total time taken before someone from the Staff to attend.
Inference: Majority of the respondents say its good i.e., 2-5min’s.
0
10
20
30
40
50
Excellent (<
2min’s)
Good (2-5
min’s)
Fair (5-10 min’s) Poor (> 10
min’s)
23
46
19
12
Number of respondents

Table No. 06: Cleanliness, Comfort of service reception & Customer waiting lounge.
Response Number of Respondents
Excellent 48
Good 37
Fair 13
Poor 02
Analysis:
 48% of the Respondents say it’s Excellent.
 37 % of the Respondent says it’s good.
 13 % of the respondent says it’s fair.
 02 % of the respondent says it’s poor.
Graph 06: Cleanliness, Comfort of service reception & Customer waiting lounge.
Inference:
Majority of the respondents says the Cleanliness, Comfort of service reception & Customer
waiting lounge is Excellent.
0
10
20
30
40
50
Excellent Good Fair Poor
48
37
13
2
Number of Respondents

Table No.07: Person who attended you and accept your vehicle for service was able to
understand the issue and able to answer your queries appropriately.
Response Number of respondent’s
Excellent 52
Good 34
Fair 11
Poor 3
Analysis:
 52 % of the respondents say it is Excellent.
 34 % of the respondents say it is good.
 11 % of the respondents say it is fair.
 03 % of the respondents say it is poor
Graph .07: Person who attended you and accepts your vehicle for service was able to understand
the issue and able to answer your queries appropriately.
Inference:
Majority of the respondent says the person attended was able to understand the problem and
answered all the queries appropriately.
0
10
20
30
40
50
60
52
34
11
3
Number of respondent’s

Table No .08 Type of service betterment from Trident Hyundai in the future
Better Service 48
Better settlement & Claims 33
Retain the same 13
Others 06
Analysis:
 48 % of the respondents expect better Service
 33 % of the respondents expect better settlement & Claims.
 13 % of the respondents expect Retain the same.
 06 % the respondents expect other schemes.
Graph .08 Type of service betterment from Trident Hyundai in the future
Inference:
Majority of the respondent expect better service from Trident Hyundai in the future.
0
10
20
30
40
50
Better Service Better
settlement &
Claims
Returns Others
48
33
13
6

Table No.09: Convenient when the vehicle is delivered as per scheduled time.
Very convenient 59
convenient 32
Not convenient 06
Disappointed 03
Analysis:
 59 % of the respondents are very convenient.
 32 % of the respondents are Convenient.
 06 % of the respondents are Not Convenient
 03 % of the respondents are disappointed.
Graph .09: Convenient when the vehicle is delivered as per scheduled time.
Inference:
Majority of the respondents are very convenient when the vehicle delivered as per scheduled
time.
0
10
20
30
40
50
60
Very
convenient
convenient Not convenient Disappointed
59
32
6 3

Table No.10: Whether it is helpful to keep service station open on Sundays
YES 85
NO 15
Analysis:
 85 % of the respondents say it is helpful.
 15 % of the respondents say it is not helpful.
Graph .10: Whether it is helpful to keep service station open on Sundays
Inference: Majority of the respondents say it is helpful to keep service station open on Sundays
0
20
40
60
80
100
YES NO
85
15

Table No.11: Service charges/ repair charge was reasonable.
YES 70
NO 30
Analysis:
 70% of the respondents are happy with the service charges/repair charges.
 30% of the respondents are not happy with the service charges/repair charges.
Graph .11: Service charges/ repair charges was reasonable.
Inference:
Majority of the respondents are happy with the service charges / repair charges.
0
10
20
30
40
50
60
70
YES NO
70
30

Table No.12: Experience related to availability of spare parts.
Excellent 52
Good 35
Fair 09
Poor 04
Analysis:
 52 % of the respondents say the availability of spares is excellent.
 35 % of the respondents say the availability of spares is good.
 09 % of the respondents say the availability of spares is fair.
 04 % of the respondents say the availability of spares is poor.
Graph .12: Experience related to availability
Inference:
Majority of the respondents say the availability of Spare parts is excellent.
0
10
20
30
40
50
60
52
35
9
4

Table No.13: Feel towards Trident Hyundai Service Department.
Excellent 64
Good 28
Fair 06
Poor 02
Analysis:
 64 % of the respondents feel service department is Excellent.
 28 % of the respondents feel service department is Good.
 06 % of the respondents feel service department is Fair.
 02 % of the respondents feel service department is Por.
Graph .13: Feel towards Trident Hyundai Service Department.
Inference:
Majority of the respondents fell the service department of Trident Hyundai if Excellent.
0
10
20
30
40
50
60
70
64
28
6
2

Table No.14: Service center staff co-operative, courteous & polite.
YES 92
NO 08
Analysis:
 92% of the respondents say that the service center staff is cooperative, courteous &
polite.
 08% of the respondents say that the service center staff is not cooperative, courteous &
polite.
Graph .14: Service center staff co-operative, courteous & polite.
Inference:
Majority of the respondents say that the service center staffs are cooperative, courteous & polite
0
20
40
60
80
100
YES NO
92
8

Table No .15: Would you like to refer Hyundai vehicle to your relatives, friends etc...
YES 87
NO 13
Analysis:
 87% of the respondents say that on overall experience, they will refer Hyundai vehicles
to their relatives, friends etc
 13% of the respondents say that on overall experience, they will not refer Hyundai
vehicles to their relatives, friends etc
Graph .15: Would you like to refer Hyundai vehicle to your relatives, friends etc...
Inference:
Based on their experience, Majority of the respondents say that they will refer Hyundai vehicles
to their relatives.
0
20
40
60
80
100
YES NO
87
13

SUMMARY OF FINDINGS
The survey and analysis of questionnaire has revealed the following findings and important
feedback for “Trident Hyundai”
1) The survey shows that most of the respondents owning a Hyundai car fall in the age group
of 42 and above.
2) It is also observed that most of the respondents are male (77 %).
3) The study shows that most of the respondents owning a Hyundai car are either Doctor 34 %)
or Businessman (31 %)
4) The study shows that 83% of the respondents got the intimation for service due.
5) The study shows that the time taken before someone from the staff to attend a customer
within 2-5 min’s is 48 %.
6) The study shows that major of the respondent say the cleanliness, comfort of service
reception and customer waiting lounge is excellent.
7) Majority of the respondents say the person attended and accept the vehicle for service was
able to understand the issue and also able to answer the queries appropriately.
8) Major of the respondents expect better service from Trident Hyundai even in the future
9) Majority of the respondents are very convenient with the vehicle delivery on schedule time.
10) The study shows that most of the respondents want the service station to e open on
Sundays.
11) The study shows that Majority of respondent are satisfied with the service charges /repair
charges of Trident Hyundai.

12) The study shows that majority of the respondent say that the availability of spare parts is
excellent.
13) The study shows that the majority of respondents overall feel towards the Trident Hyundai
service Department is Excellent (64 %)
14) The study shows that Major of the respondents are satisfied with the after sales service of
Trident Hyundai.
15) The study shows that major of the respondents say the staff of Trident Hyundai is
cooperative, courteous & polite.
16) The study shows that major of the respondents will refer Hyundai vehicles to their relative,
friends etc.

SUGGESTION
1) Hyundai should aim at high quality service, speedy work reliable servicing and sincere
attitude to the customer in order to achieve customer satisfaction.
2) Hyundai Should have a better and professional approach towards each customer.
3) Hyundai should organize fairs.
4) Trident Hyundai should put up service camps around the city of Bengaluru to insure
better customer satisfaction.
5) Trident Hyundai should pass on information to Hyundai regarding the ever changing
customer requirements and expectations.
6) Trident Hyundai should organize a free oil change camps in and around Bengaluru.
7) Trident Hyundai should give some discount coupons for customers for the next service
done at the outlet.
8) Trident Hyundai should organize a meeting for the owners of Hyundai vehicle and should
give some light about the maintenance of the vehicle.
9) Trident Hyundai should give some discount in the bill for the regular customers.
10) Trident Hyundai should do free pick and drop of the service vehicle within the proximity
of 35 km’s.
11) Trident Hyundai should make annual maintenance scheme for Hyundai vehicles.
12) Trident Hyundai should give some gift after the vehicle service is done.
13) Attractive schemes have to be laid to satisfy the customers.
14) The entire executives must be trained and updated as the new products get into market.
15) Management should focus on making sure that the customers are attended on time.
16) Management should interface frequently in order to make sure that all of its customers
are satisfied.
17) Management must make sure: it has enough man power employed in the service
department so that it can meet the customer’s expectation on time.

High quality service can be represented by speedy work, reliable servicing and sincere
attitude to the customers. All these can be achieved by:
 Training service staff working in a well equipped work shop.
 Training can be provided to the technicians with latest updates.
Dealers service centers to provide suggestions to its customers for better maintenance of their car
and about various technical problems that the owner might face

CONCLUSION
Today in the customer driven economy, all firms are engaged in a rat race to attract customers
and build a long term relationship with their loyal customer. The key to customer loyalty is
through customer satisfaction. A satisfied customer will act as a spokes person of the
company’s product, and bring in more buyers. So, marketers have to ensure customers value
satisfaction.
For this they have to ensure
 Products and service are developed to meet customer requirements.
 Brands are positioned so as to convey ‘distinctiveness’.
 Delivery to reinforce the promptness in making available to the consumers a ‘value
added’ product and service.
 Relationships are built to offer lifetime customer value to enable the consumer to
experience ‘value satisfaction’.
All the efforts of the marketers at trying to understand buying motives, buying behavior, decision
making and working out suitable promotional strategy to suit the consumer behavior are to
ensure consumer satisfaction. In today’s competitive environment, where companies are
adopting various methods to the prospective consumers, marketers have to make all efforts to
understand all the complexities which go into the decision making.
 For the comparative analysis satisfaction of customers for each after sale service is
measured in the parameters like quality, time and price.
 customers are satisfied and very satisfied with the after sale services, there are also
customers who are neutral, dissatisfied
 The data from the comparative analysis shows a significant difference in the pattern of
response on time it takes for maintenance and on the overall satisfaction of customers,
while there is no significant difference in the pattern of customer responses on
maintenance service to solve the problem and on price of maintenance service.

 The result from this study also shows a positive relationship between customer
satisfaction in the after sale service.
 The challenges that automotive companies faced in implementing after sale service are:
the customers lack understanding the contents of the company warranty, lack of customer
handling and technical training, lack of having huge after sale service workshop, shortage
of parking area, few customers cheat the company by giving false information about the
problem of the vehicle, some customers feel nervous when they got problem in their
vehicle and they need immediate solution for serious vehicle problems, and shortage of
spar part access.

BIBLIOGRAPHY
Reference Books
 Philip Kotler “MARKETING MANAGEMENT” , Prentice Hall, India
 Suja .R. Nair “CONSUMER BEHAVIOUR”, HPH Edition
 Namakundadi Ramaswamy “MARKETING MANAGEMENT”.
 Kumar arun and meenaakshi “MARKETING MANAGEMENT”,
 Zikmund and anico “MARKETING MANAGEMENT”,
 Peter Paul. J AND James M. donnell “MARKETING MANAGEMENT”,
 Reddy Appannaiah And Ramanath “MARKETING MANAGEMENT”, Himalaya
publication
 Sherlekar S.A “MARKETING MANAGEMENT “, Himalaya publication.
 Stanton.j. Williaam and Michael .J. Etzel “FUNDAMENTALS OF MARKETING”, MC
GRAB-HILL PUBLICATION.

WEBSITES:
www.tridenthyundai .com
www.hyundaimotors.com
www.carwale.com
www.Vintagecars.com
www.google.com
www.zigwheels.com
www.cardheko.com

QUESTIONNAIRE FOR TRIDENT HYUNDAI
Dear Sir/Madam,
I am a Final Semester M.B.A. student representing NSB-BENGALURU. I am doing my
project as a part of course in Trident Automobiles (P) Ltd, Bangalore under Sr. Executive
Marketing. I am assigned a project on “POST PURCHASE BEHAVIOR OF CONSUMERS
TOWARDS HYUNDAI PRODUCTS” I will be obliged if you spare your time to fill up this
questionnaire.
1. Name:
2. Address:
3. Gender : Male Female
4. .Occupation:
Business man Employed Engineer Doctor
Housewife Students Others
5. Do you receive any intimation through calls or mail for the service due date to get your
vehicle serviced.
YES NO
6. When you entered, what was the total time taken before someone from the staff to attend
you?
Excellent (< 2min’s) Good (2-5min’s)
Fair (5-10 min’s) Poor (> 10 min’s)
POST PURCHASE BEHAVIOR OF CONSUMERS
TOWARDS HYUNDAI PRODUCTS

Post Purchase Behavior of Hyundai Customers

Post Purchase Behavior of Hyundai Customers

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