chevrolet car - sathyajeeth
TRANSCRIPT
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INTRODUCTION
Peter F Drucker said Awareness is the first step in creating
customers, the lifeblood and purpose of any business. This process of
creating customer reuires identification of prospects and guidance of these
prospects through a well concei!ed sales cycle that fits your organisation.
"ustomer satisfaction is the key aspect in marketing campaign.
"ustomer satisfaction is applied by most organisations including
manufacturers, distributors, retailers, trade association and non profit
organisation. #t is also !ery important tool in sales promotion e$penses ratio
was %&' (&. )owe!er during few years, sales promotion e$penses are %& to
*+ of annual budget, in many customer ser!ice oriented companies. -ales
promotion through better sales ser!ice awareness is now more accepted by
the top management as an effecti!e tool more business de!elopment
managers/ stress on customer ser!ice to get the bulk of customer trust and
confidence. This builds grand image of any product of the company.
0ther e$ternal factors that initiate the marketer to look into the
customers are increase in ser!ices, freuent use of promotion techniues by
competition and price oriented beha!iour of customers.
OBJECTIVE OF THE STUDY
1. To find out the satisfaction in the after sales ser!ice pro!ided byFrontline Automobiles.
2. To know about the profile Frontline Automobiles
3. To get to know the company and brand image of 4eneral 5otors and
"he!rolet cars, with the customers.
1
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(. To identify the influencing factor with reference to purchase of
"he!rolet cars in each category of respondents
+. To analy6e the loyalty status of customers.
%. To study the satisfaction le!el of the customers regarding the ser!ice
pro!ided in Frontline automobiles
*. To gi!e suggestion to the company to impro!e their ser!ices.
7. To suggest changes to impro!e the performance of "he!rolet "ar.
SCOPE FOR THE STUDY
The study co!ers
1. "ustomers who own "he!rolet "ars and their preferences regarding
the ser!ice pro!ided in Frontline.
2. The study intends to find out about the !arious reasons why people go
for ser!icing at Frontline.
3. The study is limited to the Automobile dealership with reference to
Frontline.
(. The strength and weakness of "he!rolet cars.
SAMPLE SIZE
+& customers of Frontline Automobile who own "he!rolet "ars are
selected on the basis of our con!enience.
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METHODOLOGY
To carry out the study the information was collected through Primary
source and secondary source. Primary source include 8uestionnaire, samplesur!ey etc. -ome information was also obtained from secondary source like
company reports and past records a!ailable in the company including
internet facilities.
-ources of Primary data
1. 8uestionnaire is the most common method of collecting primary data.
2. Personal inter!iew was conducted for few customers.
3. Telephonic con!ersation was also undertaken in some cases.
(. #nformal talk and obser!ation was also one of the sources of
collecting information.
-ources of -econdary data
#n this study data was collected from !arious sources. -ome
information is collected from internet, company/s reports, company/s
brochure and maga6ines.
LIMITATION OF THE STUDY
1. 9ack of time was a ma:or limitation and information could !ary from
time to time due to technical ad!ancement.
2. The number of respondents whom we can approach is !ery small due
to lack of time and other constraints.
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3. ;espondents may not be representati!e of the population at large
because the sur!ey was conducted selecting the respondents at
random.
(. An in
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Age of classic cars
The decade 1=2+
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were build and one of them carrying a four passenger con!ertible sedan
body by a 4erman Gatch makes cost (3&&&.
De!elopment before world wardailmen of 4ermany, 9anchester of
@ritain and olds of the Bnited -tates?.
#n the Bnited -tates, practically all of the producers were assemblers
who put together components and parts produced by separate firms. The
assembly techniue was also method of financing. #t was possible to begin
building motor !ehicles with a minimum in!estment of capital by buying
parts on credit and selling the finished cars for cash the cash sale from
manufacturers to dealer has been integral in the marketing of motor !ehicles
in the Bnited -tates e!er since uropean automoti!e firms of this period
tended to be more self contained.
The pioneer automobile manufacturer not only had to sol!e the
technical and financial problems of getting into production, but also had to
make a basic decision about what to produce. After the first success of the
gasoline engine, there were wide spread e$periments with steam and
%
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electricity, for a brief period the electric automobile actually en:oyed the
greatest e$pectance because it was uite easy to operate, but the limitation
imposed by battery capacity pro!ed competiti!e fatal.
-team power, a more serious ri!al was added by the general adoption
of the so called flash boiler after 1=&&, a modification that pro!ided for a
rapid rising of steam. The steam car was easy to operate because it did not
elaborate transmission, on the other, high steam pressures were needed to
make the engine light enough to use in a road !ehicle, reuiring e$pensi!e
constructions and difficult maintenance. @y1=1& most manufacturers of
steam !ehicles had turned to gasoline power.The -tanley @rothers in the
Bnited -tates howe!er continued to manufacture steam automobiles until the
early 1=2&/s.
De!elopment after Gorld Gar ##
The effect of #talian ideas on the world/s automobile body designers
were profound when manufactures began to be resumed 1=(%. Fininfarina of
Turin was the best known of the coach makers who established the
characteristics #talian approach, grace lightness in the line substance, and
minimal use of decoration. Designs clearly deri!ati!es of those of #talian
origin appeared e!erywhere and the manufacturers in France, ngland and
the Bnited -tates contracted for the ser!ices of #talian carro66erie >@ody
factories?.
The trend towards the automobile in the Bnited -tates clear, if not
obstructi!e after 1=32 was strongly accelerated by Gorld Gar ##. A leading
factor was the return from duty in urope of ser!icemen who had pre!iously
*
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not known of e$istence of the sheer !ariety of automobiles the world
afforded. The sports car designed for pleasure, not Transport, was
particularly new to young Americans. The characteristics of automobiles
such as the @ritish sports two seater 5.4.plus their a!ailability at a time of
short and domestic supply made them attracti!e and the importation of the
uropean made models into the B.-.A increase rapidly.
#n urope and Hapan, which because of ma:or producers in the 1=%&/s
the small car continued to dominate though the number of large automobiles
decreased .#n the Bnited -tates the market remained significantly influenced
by uropean small car design and a new generation of really small cars
appeared.Ad!ent of cars in #ndia
From the singsong rhythm of the bullock cart to the :et)5? was set up in 1=(2 and in 1=((, Premier
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Autobackmobile >PA9? was established to manufacture automobiles in
#ndia. )owe!er, it was PA9 who produced the first car in #ndia in 1=(%, as
)5 concentrated on auto components and could produce their first car only in
1=(=.
#t was left to another company, 5ahindra and 5ahindra >5I5? to
manufacture sturdier utility !ehicles, namely the American Heep.
#n the +&s, the 4o!ernment of #ndia granted appro!al to only * car
dealers to operate in #ndia < )5, AP#, A99, -5P#9, PA9, 5I5 and Telco.
The protectionist policies continued to remain in place. The %&s
witnessed the establishment of the two
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#n these last years of the millennium, suffice it is to say that #ndian
cars will only grow from strength to strength
@irth of cars in #ndia
The birth of the car as we know it today occurred o!er a period of
years. #t was only in 177+ that the first real car rolled down on to the streets.
The earlier attempts though successful, were steam
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till they fell apart. Daimler created his own engines, which he used both for
cars and for the first four< wheel horseless carriage. #n the meanwhile,
unknown to them, Larl @en6, was in the process of creating his own
ad!anced tri
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#n 177+, 4ottlieb Daimler in!ented a gas engine that allowed for a
re!olution in car design.
Larl @en6 >"arl @en6?
Larl @en6 was the 4erman mechanical engineer who designed and in
177+ built the world/s first practical automobile to be powered by an
internal
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"harles Franklin Lettering in!ented the first automobile electrical
ignition system and the first practical engine
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GM History A Bri!f History
The founding of 4eneral 5otors on -eptember 1%, 1=&7, drew little
attention. 5otorcar firms were appearing !irtually e!erywhere.
-uccess for the young automoti!e concern was not predestined. There
was no guarantee of a place in the market or assurance of any profit. 0f the
nearly 1,&&& companies that tried to build and sell motor !ehicles prior to
1=2*, less than 2&& continued in business long enough to e!en offer a
commercially suitable !ehicle.
5ost of the companies that comprised the young 4eneral 5otors
"ompany were weak, and their operations were uncoordinated. 5any were
1(
GENERAL MOTORS
Ty"!Public >JE-' 45
Fo#$%!% 1=&7
H!a%art!rsDetroit, 5ichigan, B-A
manufacturing facilities in 3& B.-. states and 33 countries
'!y "!o"(!
;ick Gagoner , "hairman I "0;obert A. 9ut6, ice "hairmanFrederick )enderson,"F0
I$%#stry Automoti!e
Pro%#)ts
Automobilesngines
Financial -er!icesR!*!$#! 2&*.3(= billion B-D>2&&%?M2N
N!t i$)o+! 1.=*7 billion B-D>2&&%?M3N
E+"(oy!!s 27(,&&& >2&&*? M1N
,!-sit! www.gm.com
http://en.wikipedia.org/wiki/Category:Types_of_companieshttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://www.nyse.com/about/listed/lcddata.html?ticker=GMhttp://en.wikipedia.org/wiki/Detroithttp://en.wikipedia.org/wiki/Michiganhttp://en.wikipedia.org/wiki/USAhttp://en.wikipedia.org/wiki/Rick_Wagonerhttp://en.wikipedia.org/wiki/CEOhttp://en.wikipedia.org/wiki/Robert_A._Lutzhttp://en.wikipedia.org/wiki/Frederick_Hendersonhttp://en.wikipedia.org/wiki/Chief_Financial_Officerhttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Automobilehttp://en.wikipedia.org/wiki/Enginehttp://en.wikipedia.org/wiki/Financial_Serviceshttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/U.S._dollarhttp://en.wikipedia.org/wiki/General_Motors_Corporation#_note-1%23_note-1http://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/U.S._dollarhttp://en.wikipedia.org/wiki/General_Motors_Corporation#_note-2%23_note-2http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/General_Motors_Corporation#_note-0%23_note-0http://en.wikipedia.org/wiki/Websitehttp://www.gm.com/http://en.wikipedia.org/wiki/Image:Red_Arrow_Down.svghttp://en.wikipedia.org/wiki/Image:Green_Arrow_Up_Darker.svghttp://en.wikipedia.org/wiki/Image:Flag_of_the_United_States.svghttp://en.wikipedia.org/wiki/Category:Types_of_companieshttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://www.nyse.com/about/listed/lcddata.html?ticker=GMhttp://en.wikipedia.org/wiki/Detroithttp://en.wikipedia.org/wiki/Michiganhttp://en.wikipedia.org/wiki/USAhttp://en.wikipedia.org/wiki/Rick_Wagonerhttp://en.wikipedia.org/wiki/CEOhttp://en.wikipedia.org/wiki/Robert_A._Lutzhttp://en.wikipedia.org/wiki/Frederick_Hendersonhttp://en.wikipedia.org/wiki/Chief_Financial_Officerhttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Automotive_industryhttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Automobilehttp://en.wikipedia.org/wiki/Enginehttp://en.wikipedia.org/wiki/Financial_Serviceshttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/U.S._dollarhttp://en.wikipedia.org/wiki/General_Motors_Corporation#_note-1%23_note-1http://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/U.S._dollarhttp://en.wikipedia.org/wiki/General_Motors_Corporation#_note-2%23_note-2http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/General_Motors_Corporation#_note-0%23_note-0http://en.wikipedia.org/wiki/Websitehttp://www.gm.com/ -
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in debt. #t was not until the 1=2&s, when a new concept of management was
forged and a new concept of product emerged, that 45 really began to
prosper.
4eneral 5otors/ sales for its first full fiscal year ending -eptember 31,
1=&=, totaled 2+,&&& cars and trucks, 1= percent of total B.-. sales. Jet sales
totaled 2=,&3&,&&& and its payroll at the peak of the manufacturing season
numbered more than 1(,&&& mostly in 5ichigan. #n 1==+, 45 sold 7.3
million cars and trucks worldwide with net income of %.= billion and
worldwide employment a!eraging *1(,&&& workers.
4eneral 5otors has 27( operations in 3+ states and 1+7 cities in the
Bnited -tates. #n addition 45 of "anada operates 21 locations, 45 de
5e$ico operates + locations, and 45 has assembly, manufacturing,
distribution or warehousing operations in (= other countries, including
euity interests in associated companies.
4eneral 5otors has operations in (1 countries outside Jorth America
and accounts for about 1* percent of the !ehicles sold in the worldOs
competiti!e markets. 45 operations outside Jorth American accounts for
o!er oneof all types?
are sold in 1*& countries around the world.
GM History. /012/021
The nucleus of the fledgling G!$!ra( Motorswas the @uick 5otor
"ar "ompany. #t was formed in 1=&2 by Da!id @uick in Detroit and later
1+
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mo!ed to Flint, 5ichigan, where Gilliam "rapo Durant, king of the
carriage makers, took control. Durant, who brashly predicted that a million
cars a year would someday be in demand, o!ersaw @uick/s rise to become
the second largest and most influential automobile manufacturer in the
country. )e also began organi6ing a network of suppliers and producers.
Ghen G!$!ra( Motors"ompany was incorporated as a Jew Hersey
firm on -eptember 1%, 1=&7, Flint had a population of about 2+,&&& and four
streetcars. #t was more than three months before Flint
papers carried a single story about the new enterprise.
arly members of the infant 45 family were @uick,
0ldsmobile, "adillac, 0akland >now Pontiac?, wing,
5aruette, Gelch, -cripps
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@y 1=11, the idea of a 3!$!ra(staff organi6ation had gained more
than a toehold in the company, and a director of production was appointed.
The company began to create a 3!$!ra( staff of mechanical engineers,
gasoline engine engineers, designers, production e$perts and other e$perts
not attached to any particular factory, but whose ad!ice and ser!ices would
be a!ailable >to? ... the necessarily more limited staff of each indi!idual
factory.
A testing laboratory also was established, as the annual report said, to
ser!e as an additional protection against costly factory mistakes and gi!e
the purchaser of e!ery one of our machines an additional guarantee not
merely for his comfort, but to assure his safety.
This notion of consulting, ad!ising, fact finding and testing is the
genesis of 45/s present comprehensi!e staff organi6ation. Today it co!ers
such fields as design, engineering, manufacturing, research, labor relations,
marketing and ad!ertising, personnel, purchasing, consumer relations and
ser!ice, en!ironmental and energy acti!ities, industry
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de!elopment, the electric self
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GM History. /02/ /041
#t was also in this same period that Alfred P. -loan, Hr., who went on to
guide 4eneral 5otors from 5ay 1&, 1=23, until April 2, 1=+%, first as
president and then chairman, first became associated with 5r. Durant. 5r.
-loan had built up a +&,&&& in!estment in the )yatt ;oller @earing
"ompany of )arrison, Jew Hersey, to assets of about 3.+ million in 2(
years.
Ghen )yatt was brought into 4eneral 5otors through the Bnited
5otors "orporation for 13.+ million, 5r. -loan :oined the corporate
management.
Bnder his direction, 4eneral 5otors grew from a firm that accounted
for about 1& percent of new car sales in the Bnited -tates in 1=23 to become
the largest producer of cars and trucks in the world.
@illy Durant had created an enterprise that in 1=&7
consisted of :ust one truly successful auto manufacturer
>@uick? but it also contained the building blocks for the
future to become a multifaceted corporation. Durant/s
entrepreneurial creation was about to be directed by men with the abilities toharness and organi6e its potential during an e$pansionary period of B.-.
industry both the country and 4eneral 5otors were entering the era of
modern management.
1=
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@y 1=2&, in the midst of a nationwide economic crisis, 45 was on the
!erge of financial collapse. The crisis marked the turning point in 4eneral
5otors/ history. Jew men were asked to assume leadership of the
corporation. A new concept of management was forged and a new concept of
product emerged. "oordinated policy control replaced the undirected efforts
of the pre!ious years.
As its principal architect, 5r. -loan was credited with creating not
only an organi6ation which sa!ed 4eneral 5otors, but a new management
concept that was adopted by countless other businesses. Fundamentally, the
concept in!ol!es coordination of the enterprise under top management,
direction of policy through top
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and continuing impro!ement of all its !ehicles. The policy led to different
kinds of !ehicles for different customers. People were buying more than :ust
basic transportation. They also wanted comfort, good looks, performance
that was better than :ust adeuate, and abo!e all, periodic impro!ement.
#n impro!ing its products, 45 de!eloped many automoti!e firsts
which helped aid its success. Prior to Gorld Gar ##, they included the first
all
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The success of 45/s tremendous wartime role lay in its peacetime
managerial philosophy. Decentrali6ed, highly fle$ible local responsibility
made possible the almost o!ernight con!ersion from ci!ilian production to
building and supplying a war machine
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GM History. /061 /060
#n the early 1=*&s, 45 embarked on an unprecedented program to redesign
its entire lineup for better fuel economy. Geight and e$terior si6e would be
reduced !ehicle interior room and comfort would be retained. Then
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GM History. /071 /070
As the Q7&s began, 45 faced the challenges of moderni6ation.
;esponding to customer/s continuing demands for more fuel efficient
!ehicles at reasonable prices, the company launched an unprecedented (&
billion, fi!e
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throughout the world in an effort to impro!e efficiency and to enhance 45/s
competiti!e position.
#n 1=72, G!$!ra( Motors entered into :oint !entures with two
Hapanese companies. The "orporation purchased 2&& million of con!ertible
debentures from its Hapanese affiliate, #su6u Motors 9imited, to assist in
financing the de!elopment of a new subcompact !ehicle to be produced in
Hapan and sold worldwide. And, in Huly, 45 entered into an agreement with
Hapan/s Fu:itsu Fanuc 9imited to design, manufacture, and sell robotic
systems. 45F ;obotics "orporation. -hortly after its formation, the Troy,
5ichigan, based company took steps to design and build a new
manufacturing and headuarters facility in ;ochester )ills, 5ichigan.
A ma:or pro:ect in!ol!ing 45/s @uick 5otor Di!ision was
announced in Hanuary 1=73. This effort in!ol!ed a complete re!amping of
the car assembly operations in Flint to produce all
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contained business units as making the ma$imum use of e!ery resource,
including e!ery one of our people.
A new frontier in the B.-. automobile industry was forged in February
1=7(, when 45 and Hapan/s Toyota 5otor "ompany formed a :oint !enture
to produce a new small car in Fremont, "alifornia, under the name of Jew
Bnited 5otor 5anufacturing, #ncorporated >JB55#?. The :oint effort put
its first automobile on the market Hune 13, 1=7+, with the introduction of the
"he!rolet Jo!a.
#n a merger completed 0ctober 17, 1=7(, the automaker acuiredlectronic Data -ystems of Dallas, Te$as. 0perating as an independent
consolidated subsidiary, D-, as a world leader in the computer ser!ices
industry, benefits 45 by more effecti!e control of computer ser!ices
throughout 45. #n addition to D-, 45 acuired minority interests in
se!eral smaller, high
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#n mid
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and make G!$!ra(Motorsa high
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de!elopmentKassessment program was formed to ensure continuous
impro!ement for its suppliers. #ts aim was to e!aluate and assist suppliers in
fi!e key areas' uality, costs, deli!ery, management and technology.
#n 0ctober 1=7*, G!$!ra( Motors "orporation and the Bnited
Automobile Gorkers >BAG? signed a historic three
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0n February %, 1=7=, G!$!ra(Motors@oard of Directors declared a
two
GM History. /001 /005
3&
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As 45 mo!ed into the Jineties, it was apparent that economic
uncertainties, competiti!e pressures, intense global competition, stringent
fuel economy standards, tougher emissions standards, and a pace of change
more challenging than e!er would affect all automobile manufacturers.
#n 1==&, D- had record re!enues and profits, 45 )ughes
lectronics had record re!enues and 45A" posted its second best earnings
e!er. )owe!er, e!en with these and many other accomplishments, the
"orporation recorded an o!erall loss for 1==&. Gorld e!ents had a negati!e
impact on the automoti!e markets. "onflict in the 5iddle ast, the plunge in
consumer confidence, and a B.-. recession all played ma:or roles in
increasing the pressure on !irtually e!ery aspect of 45/s business.
#t became essential that 45 impro!e performance, reduce costs and
make 45 known as a company that cares most for its customers. To combat
these forces, 45 changed its approach to design and manufacturing to
eliminate waste and began seeking new ways to bring products to the market
faster. 4lobal competition became the name of the game.
#n 1==&, the #mpact, an electric car prototype designed from the
ground
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auto manufacturer to establish a working relationship with the -o!iet auto
industry. 45 also announced it would build the 45 Pulsat Jetwork a
dealer satellite communications network to strengthen sales and ser!ice
effecti!eness of 45 dealers and better ser!e 45 customers.
#n 1==1, the American automoti!e industry sustained losses
unparalleled in its history. The challenges facing 45 were particularly acute
in the primary Jorth American automoti!e market. 45 accelerated
fundamental changes in the way 45 did business. Plants were idled
throughout Jorth American 0perations, the salaried and hourly work force
was reduced through attrition and retirements, e$ecuti!e compensation was
reduced and many nonJA0?.
These changes were essential to 45/s !ision of total customer satisfaction
and the restoration of profitability. 45/s new structure led to more fle$ible
32
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decisionThe fi!e business sectors became JA0 Automoti!e, #nternational
Automoti!e, FinanceK#nsurance, D-, and 45) "9"? with concentration on engineering and technical resources. ngineers
from the car and truck di!isions were :oined by engineers from the
ngineering "enter and the 5anufacturing "enter to work as a team to
strategically plan and e$ecute new products. All component groups were
consolidated into the 45 Automoti!e "omponents 4roup Gorldwide
>A"4G? becoming the largest supplier in the industry. #ts focus became
global those component businesses that did not ha!e growth or profit
potential were closed or sold.
;esponding to the competiti!e realities of the marketplace, 45 took
the necessary actions of rightsi6ing the "orporation for long
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declined from =1,&&& to 72,&&& in 1==2 with a goal of *1,&&& by 1==(.
)ourly employees declined from 2*(,&&& to 2*2,&&& by 1==2. Also, the
"entral office staff was reduced from about 13,+&& to about 2,3&& with
many of the functions transferring to operating units.
#n successful effort to regain lost market share, 45 also launched the
45 "ard 5aster"ard allowing users to build up annual credits of +
percent or more on each item charged toward the future purchase or lease of
a new 45 !ehicle.
Difficulties faced in the past few years were in a sense the o!erduewake
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The most urgent challenge was to re!erse the financial losses from the
Jorth American 0perations. The ob:ecti!e for 1==3 was for JA0 to break
e!en. The JA0 team e$ceeded that ob:ecti!e, achie!ing a net income of
(2* million in the fourth uarter of 1==3. The new target was to make
JA0 profitable on a net income basis in 1==(.
#ntensified efforts in the areas of' customer focuses product uality,
global sourcing and ad!ance purchasing lean manufacturing
commoni6ation of processes, systems, and parts and integration of global
resources yielded results in 1==3.
JA0 achie!ements included B.-. deli!eries of more than (.* million
cars and trucks
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class competition has been cut to less than &.( problems
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The new passenger car organi6ations became the -mall "ar 4roup made up
of -aturn "orporation and the 9ansing Automoti!e Di!ision, and the
5idsi6e and 9u$ury "ar 4roup, composed of the 5idsi6e "ar Di!ision and
"adillac 9u$ury "ar Di!ision.
#n 1==+, 4eneral 5otors continued emphasis on uality leadership,
common processes and systems, le!eraging its global resources, achie!ing
competiti!eness in cost, and introducing targeted products for specific
customer groups continued to pay off. 45 reported record calendar
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As computer technology begin to re!olutioni6e marketing and
ad!ertising, 4eneral 5otors began an aggressi!e initiati!e to become Jo. 1
in marketing cars and trucks on the #nternet. 45 un!eiled gm.com on the
Gorld Gide Geb with a host of the latest Geb technologies that pro!ided an
engaging o!er!iew and seamless route to di!isional car and truck production
line information as well as other ser!ices offered by 45 subsidiaries. 45
pro!ided o!er 1%,&&& pages of information with =7,&&&
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Ori3i$ of t8! or3a$isatio$
4eneral 5otors is the 1 company in the world today, and one of the
largest manufactures of Automobiles. #t has se!eral di!isions and brands,
which ha!e car!ed a niche for them in the automobile industry.
4eneral 5otors started building !ehicles in 1=27. 4eneral 5otors is
the :oint !enture between 4eneral 5otors "orporations and the 4SL @irla
group of companies. #t has manufacturing plant at )alol in 4u:arat.
4limpses Frontline Automobiles is an authori6ed dealer of 4eneral
5otors in 5angalore. #t was started in 0ctober 1==7. 4eneral 5otors feltthe need to make a name first, and thereby make the product aware, and later
to e$pand their sales. They bought in their !aluable ser!ices in coastal
Larnataka, so therefore appointed 5ohammed Hafer as an authori6ed dealer,
who has been in the automobile field since the past 1% years. 5r. Ha!ed
3=
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5isbah, the 5anaging Partner has been conferred with the Award QThe @est
-er!ice for 0pel "ars in #ndia for the year 2&&2/.
The area co!ered by the Frontline Automobiles is +¢s that co!er
the sales as well as the ser!ice department. The Frontline Automobile is
located in J.).1* Lulur 5angalore
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goods for the satisfaction of their needs. -ales are like the blood of business,
the selling is the heart of undertaking, selling in!ol!es soliciting customers
and negotiating terms and conditions for sale and transfer of title. Different
types of publicity media and de!ices for attracting customers are used for
increasing sales. #t also includes products planning and de!elopment.
Or3a$isatio$ Str#)t#r!
0rganisation -tructure gi!es concrete shape to the organisation. The
structure specifies di!ision of work acti!ities and shows how different
functions or acti!ities are linked. #t also indicates the organisation/s
hierarchy and authority structure and shows its reporting relationships. #t
pro!ides the stability and continuity that allow the organisation to pur!iew
the comings and going of indi!iduals to co
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2. Decision Analysis
Determine what kind of decision is made and where in the
organisation they should be made and each manager should be
in!ol!ed in them. #n!estment of the manager within the frame work of
the organisation.
3. ;elation Analysis
;elation Analysis in!ol!es ending the contribution each
manager must take to programmes within whom he works or what
contributions other manager must make to him.
-o organisation structure defines the way in which authority is
delegated which can minimi6e friction and make the people to work
on ob:ecti!e.
(2
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(3
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5anaging Partner
4eneral 5anager
-ales 5anager -er!ice 5anager Accounts 5anager
Assistant sales 5anager
Team 9eader
-ales $ecuti!e
Field -ales e$ecuti!e
Front 0ffice -ales $ecuti!e
"lerk, 0ther Administration
"ustomer "are 5anager Floor #n charge>Hob "ontroller?
-pare 5anager
-er!ice ad!isor
"ustomer care $ecuti!e
-pares #n charge Team 9eader Final #nspector
5ain Technician
)elpers
Gashing in"harge
)elpers
ORGANISATION CHART
((
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C8!*ro(!t S"ar:
Ali!e to your e!ery touch
to your need for e$citement at e!ery turn
to the reality that when it comes to fuel, money no longer
makes the world go around to your desire for a car that/s super
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UT"Di?
Diesel engine and great new looks, it has e!erything that is needed
to set the road on fire.
Features
T) )A;T 0F P0G;
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T) P0G; 0J T) #J-#D< Dual tone walnut finish
leather interiors
T) P0G; 0F "05F0;T< Power packed interiors T) P0G; 0F -AFTE< U
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9o!ely ride, nice interiors, handsome e$terior lines this is a capable
car that deser!es to sell better.
+&
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Data A$a(ysis a$% I$t!r"r!tatio$
+2
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Data A$a(ysis
The analysis is based on the sur!ey conducted in Frontline
Automobiles who is dealer of "he!rolet "ars in 5angalore. The
sur!ey is done through supplying uestionnaires and asking uestions
among the customers of Frontline Automobiles. The uestionnaire
was gi!en to people whom # identified as the customers of Frontline
Automobiles whene!er # came across them. The total strength of
customers who were taken for the analysis is +& in number. Thus,
based on the answers gi!en by the respondents the analysis and its
interpretations are gi!en in the following pages.
+3
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Ta-(! /; G!$%!r of R!s"o$%!$ts
As per the sur!ey conducted 7& of the respondents are male and
remaining 2& of them are female.
+(
GENDER NO OF
RESPONDENTS
< OF
RESPONDENTS
5ale (& 7&
Female 1& 2&
Total +& 1&&
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Ta-(! 2; A3! Gro#" of R!s"o$%!$ts
AGE NO OF
RESPONDENTS
< OF
RESPONDENTS
17Ers
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PROFESSION NO OF
RESPONDENTS
< OF
RESPONDENTS
@usiness 1+ 3&
-er!ice 1& 2&
-elf mployed 12 2(
0thers>studentsetc?
13 2%
Total +& 1&&
-ur!ey has re!ealed that 3& of the respondents are business people
2% of the respondents are other category people. 2( of therespondents are self employed and 2& of the respondents are
ser!iced people.
Ta-(! 4; I$)o+! of R!s"o$%!$ts
+%
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INCOME NO OF
RESPONDENTS
< OF
RESPONDENTS
@elow ;s.1&&&& < ; Ty"! of C8!*ro(!t Cars o9$!% -y R!s"o$%!$ts
TYPE OF CAR NO OF
RESPONDENTS
< OF
RESPONDENTS
-park 1+ 3&
0ptra
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SPAN NO OF
RESPONDENTS
< OF
RESPONDENTS
@elow 1 year 17 3%
1 year
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PURPOSE NO OF
RESPONDENTS
< OF
RESPONDENTS
@usinessKProfession = 17
Personal 3& %&
@oth 11 22
Total +& 1&&
As per sur!ey +& of the respondents use the car for personal use,
22 of the respondents use the car for both personal and business,
17 of them use for business purpose.
Ta-(! 7; Fa)tors Pro+ot!% to 3o for C8!*ro(!t Cars
%&
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FACTOR NO OF
RESPONDENTS
< OF
RESPONDENTS#nternational @rand
Jame 17 3%
Price 12 2(
8uality 1% 32
PrestigeK0wner-tatus
( 7
Total +& 1&&
The sur!ey has re!ealed that 3% of the respondents ha!e purchasedthe car because of the brand name. 32 of them because of the
uality, 2( of them because of the price factor and 7 are because
of prestigeKowners status.
%1
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Ta-(! 0; Mo%!s of P#r)8as!
MODE NO OF
RESPONDENTS
< OF
RESPONDENTS
"ash 22 ((
@ank 9oan 1* 3(
"ar Finance * 1(
0thers ( 7
Total +& 1&&
According to the sur!ey (( of the respondents purchased the car
through cash, 3( of the respondents through bank loan, 1( of
respondents through car finance, and 7 of them through other
sources like personal loan etc.,
Ta-(! /1; O"i$io$ a-o#t Pri)! Ra$3! of C8!*ro(!t Cars
%2
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PRICE RANGE NO OF
RESPONDENTS
< OF
RESPONDENTS)igh 1% 32
alue for money 3& %&
9ow ( 7
Total +& 1&&
The sur!ey has re!ealed the %& of the respondents say that the price
range of "he!rolet cars is !alue for money, 32 say that the prices are
high and 7 say that the prices are low.
Ta-(! //; A*!ra3! 'i(o+!t!r tra*!(!% "!r %ay
%3
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AVERAGE
'ILOMETER
NO OE
RESPONDENTS
PERCENTAGE OF
RESPONDENTS@elow 1+ Lm + 1&
1+Lm
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RATINGS NO OF
RESPONDENTS
< OF
RESPONDENTS
$cellent 1& 2&
ery 4ood 12 2(
4ood 2& (&
A!erage 2 (
Poor % 12
Total +& 1&&
According to the sur!ey (& of the customer say that the ser!ice
facilities offered by frontline automobiles is good, 2& of respondents
say it is e$cellent, 2& says that it is poor, 7 says that it is !ery
good, and 2 of the respondents say it is a!erage.
Ta-(! /=; Satisfa)tio$ of r!s"o$%!$ts a-o#t t8!
a*ai(a-i(ity of -asi) a+!$iti!s at s8o9 roo+ @ 9or:s8o"
%+
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NO OF
RESPONDENTS
< OF
RESPONDENTS
)ighly -atisfied 1% 32
-atisfied 2% +2
Bnsatisfied % 12
)ighly Bnsatisfied 2 (
Total +& 1&&
According to the sur!ey +2 of the respondents are satisfied with the
a!ailability of basic amenities at showroom and workshop, 32 are
highly satisfied, 12 are unsatisfied and only 2 of the respondents
are highly unsatisfied.
%%
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Ta-(! /5; Rati$3s of a-i(ity of t8! sa(!s !!)#ti*! to
a$s9!r to t8! r!s"o$%!$ts !stio$
NO OF
RESPONDENTS
< OF
RESPONDENTS
$cellent 7 1%
4ood 2& (&
A!erage 1& 2&
-atisfactory * 1(
Jot 4ood + 1&Total +& 1&&
As per the sur!ey (& of the respondents say that the ability of sales
e$ecuti!e to answer the uestion is e$cellent, 2& say it is a!erage,1% says that it is e$cellent, 1( says satisfactory and 1& says it is
not good.
%*
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Ta-(! />;
ECELLENT GOOD FAIR POOR TOTAL
a?"ustomer care 1+ 32 3 < +&
b?Promptness infree #nspection = 27 11 2 +&
c?Periodic5aintenance
ser!ice= 32 7 1 +&
d?A!ailability ofspace 13 2( 1& 3 +&
e?"ourtesy of thestaff 7 3+ * < +&
f?Promptness indeli!ery of the
!ehicle11 32 ( 3 +&
g?;esponse toyour complaint 7 27 1& ( +&
%7
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Ta-(! /5; O"i$io$ of r!s"o$%!$ts a-o#t t8! *!8i)(! "ost
s!r*i)i$3
NO OF
RESPONDENTS
< OF
RESONDENTS
-atisfied all needs 2( (7
"lean I goodappearance 17 3%
As before 2 (Bnnecessaryreplacement of -pare
parts% 12
Total +& 1&&
As per the sur!ey (7 of the respondents say that their needs are
satisfied with respect to he !ehicle post ser!icing, 3% of therespondents say that the !ehicles ha!e clean and good appearance post
ser!icing, 12 say that there is unnecessary replacement of spare
parts and 2 says that !ehicles are as before e!en after ser!icing.
Ta-(! /6; Satisfa)tio$ of R!s"o$%!$ts 9it8 aft!r sa(!s
s!r*i)! "ro*i%!% -y Fro$t(i$!
%=
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NO OF
RESPONDENTS
< OF
RESPONDENTS
Ees (& 7&
Jo 1& 2&
Total +& 1&&
As per the sur!ey 7& of the respondents are satisfied with after sales
ser!ices pro!ided by frontline automobiles and 2& of the
respondents are not satisfied with after sales ser!ices.
Ta-(! /7; O*!ra(( satisfa)tio$ of t8! "ro%#)t
*&
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NO OF
RESPONDENTS
< OF
RESPONDENTS
)ighly -atisfied 1+ 3&
-atisfied 2+ +&
Bnsatisfied 1& 2&
)ighly unsatisfied < repairs I maintenance? facilities
offered by frontline dealersV
a? $cellent M N b? ery 4ood M N c? 4ood M N
d? A!erage M N e? Poor M N
1&? Are you satisfied with the a!ailability of basic amenities at the
showroom I workshopV
a? )ighly satisfied M N b? -atisfied M N
c? Bnsatisfied M N d? )ighly unsatisfied M N
11? )ow would you rate the ability of the sales e$ecuti!e to answer all
your uestionV
a? $cellent M N b? 4ood M N c? A!erage M N e? Jot good M N
d? -atisfactory M N
12? )ow do you rate your dealerV
$cellent4ood Fair Poor
a?"ustomer care
b?Promptness in free inspectionser!ice
c?Periodic 5aintenance ser!iced?A!ailability of spare
e?"ourtesy of the staff
f?Promptness in deli!ery of the !ehicle
g?;esponse to your complaint
7&
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13? Ghat is your opinion about your !ehicle post ser!icingV
a? -atisfied all your needs M N
b? "lean I good appearance M N
c? As before M N
d? Bnnecessary replacement of spare parts M N
1(? Are you satisfied with after sale ser!ice pro!ided by frontline
AutomobilesV
a? Ees M N b? Jo M N
1+? Ghat is the o!erall satisfaction of the productV
a? )ighly -atisfied M N c? Bnsatisfied M N
b? -atisfied M N d? )ighly unsatisfied M N
1%? #s "he!rolet cars actually a Qsafest car/ for #ndian roadsV
a?-trongly agree M Nc? A!erage M N e? -trongly disagree M N
b? Agree M N d? Disagree M N
1*? 4i!e ranking for "he!rolet car
$cellent 4ood Fair Poor
a?Feature
b?Price
c?"omfort
d?-tyle
e?fficiency
f?-er!icing
17? Gould you recommend "he!rolet cars to other people >friends,
relati!esV?
71
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a? -ure M N b? Jot sure M N c? Jot at all sure M N
1=? Any other suggestionsWWWW
WWWWWWWWWWWWW..
WWWWWWWWWWWWW..
WWWWWWWWWWWWW..
72
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BIBLIOGRAPHY
,!-sit!s;
www.google.com
www.generalmotors.com
www.che!rolet.co.in
Ot8!r R!f!r!$)!s
@rochures of cars
73
http://www.google.com/http://www.generalmotors.com/http://www.chevrolet.co.in/http://www.google.com/http://www.generalmotors.com/http://www.chevrolet.co.in/ -
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A St#%y o$ Co$s#+!r Satisfa)tio$ to9ar%sCHEVROLET)ars 9it8 s"!)ia( r!f!r!$)! to
Fro$t(i$! A#to+o-i(!s
-ubmitted @y
S8!rry B;eg. Jo' &72(2&&(2
Bnder the !aluable guidance of
>Pro:ect 4uide?
Pro:ect ;eport submitted to the 5angaloreBni!ersity in partial fulfillment of the
;euirement of the award of
Mast!r of B#si$!ss A%+i$istratio$
MANGALORE
--------------------------------------------------------------------------------------------------
--------
SYNOPSIS
7(
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Sl.No
Contents Pg.No
1 Research Methodology&1
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C8a"t!r/
Pro!)t D!si3$
7%
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C8a"t!r2
History of Cars
7*
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C8a"t!r=
History of G!$!ra(
Motors
77
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C8a"t!r4
Profi(! of Fro$t(i$!
A#to+o-i(!s
7=
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C8a"t!r>
C#sto+!r Satisfa)tio$
?Data A$a(ysis @ I$t!r"r!tatio$
=&
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C8a"t!r 5
Fi$%i$3s. S#33!stio$s @
Co$)(#sio$
=1
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ANNEURE
=2
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BIBLIOGRAPHY
=3
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