EXECUTIVE SUMMARY

Maruti Suzuki is one of the major automobile manufacturer, manufacturing various cars.
Through a partnership with Suzuki, the company makes models such as the Alto, Gypsy,
Wagon R, Swift, Swift Desire & Sx4 . One of its newest models, the Swift Desire.

Maruti Suzuki India Ltd Formerly known as Maruti Udyog Limited. The Group's principal
activity is to manufacture, purchase and sale of Motor Vehicles and Spare parts.

As in today’s world of business the market place is fierce battleground with national and
international companies striving to outsmart each other. Maruti Suzuki focused on after sale
service for maximum customer satisfaction and leave competition behind to emerge as the
most outstanding automobile company.

The company has two manufacturing facilities. Its Gurgaon facility near New Delhi actually
consists of three integrated plants and has an annual capacity of about 350,000 cars. Its
Manesar facility was built in 2007 and will eventually have an annual capacity of 300,000.
Maruti Suzuki enjoys just over a 50% share of its domestic market.

The project taken up is customer satisfaction.

Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the
state of satisfaction will vary from person to person and product/service to product/service.

The company focused on two major areas:

1. Satisfying the needs of the internal customer by being sensitive to them.

2. Providing external customer with the best value for their money i.e. the highest quality
product at lower price and then reinforcing their commitment through good service
thereafter.

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The project was mainly taken with the following objectives:

1. To study the quality standard setup by the company.

2. Checking the level of customer satisfaction through customer service team appointed by the
company.
3. Identifying the complexity in quality standard and finding out where it needs to improve.

The initial stage of training was based on reading the files related to the title of the project.
Then to improve analytical skills was given statements time-to-time to analyze and prepare
questionnaire and some reports like Profitability Report and Project Description Report.

The company has been utilizing its resources efficiently and is generating profit. This has been
a great learning experience knowing exactly what functions are being performed as compared
to the book knowledge.

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1.0 INTRODUCTION

Background of Indian car Industry

The no. of MNC’s entering in Indian car market is increasing and therefore needed to carefully
plan their entry into emerging markets. Early commitment to a market often results in first
mover advantages that are difficult to replicate. On the other hand, later entrants have the
opportunity to learn from the mistakes of the first entrant. The Indian car market offers useful
lessons in this context. In the 1990s, the Indian Government removed several restrictions in a
bid to attract foreign investors into the automobile industry. Among the first to enter was
Daewoo of South Korea, with its model Cielo, targeted at the upper end of the market. Other
MNCs such as Ford and General Motors also entered the Indian market, followed by Hyundai,
Honda, Toyota and Volkswagen.   In this case, we shall examine the strategies of some of the
major players in the Rs 18,500 crore Indian car markets and how successful they have been till
date.  The case is relevant to the issues being covered in this book as the Indian car industry is
completely dominated by MNCs*, barring the lone exception, Telco.

Maruti Suzuki

Maruti Suzuki India is India's leading maker of automobiles. Through a partnership with
Suzuki, the company makes models such as the Alto, Gypsy, and Swift. One of its its newest
models, the Swift Dzire, is a compact, entry-level sedan that offers a variety of modern
features. In addition to domestic sales, Maruti Suzuki also exports select models to many
European markets. The company has two manufacturing facilities. Its Gurgaon facility near
New Delhi actually consists of three integrated plants and has an annual capacity of about
350,000 cars. Its Manesar facility was built in 2007 and will eventually have an annual
capacity of 300,000. Maruti Suzuki enjoys just over a 50% share of its domestic market.

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Maruti Suzuki India Ltd Formerly known as Maruti Udyog Limited. The Group's principal
activity is to manufacture, purchase and sale of Motor Vehicles and Spare parts. The Group is a
subsidiary of Suzuki Motor Corporation. The other activities of the Group comprises of
facilitation of Pre-Owned Car Sales, Fleet Management and Car Financing. The Group also
provides services like framing of customized car policies, economical leasing of cars,
maintenance management, registration and insurance management, emergency assistance and
accident management. The product range includes ten basic models with more than 50 variants.
The Group has operations in over 1220 cities with more than 2628 outlets and also exports cars
to other countries.

Customer satisfaction

Customer satisfaction, a business term, is a measure of how products and services supplied
by a company meet or surpass customer expectation. It is seen as a key performance indicator
within business and is part of the four perspectives of a Balanced Scorecard.

In a competitive marketplace where businesses compete for customers, customer satisfaction is

seen as a key differentiator and increasingly has become a key element of business strategy.

There is a substantial body of empirical literature that establishes the benefits of customer
satisfaction for firms.

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Measuring customer satisfaction

Organizations are increasingly interested in retaining existing customers while targeting non-
customers measuring customer satisfaction provides an indication of how successful the
organization is at providing products and/or services to the marketplace.

Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the
state of satisfaction will vary from person to person and product/service to product/service. The
state of satisfaction depends on a number of both psychological and physical variables which
correlate with satisfaction behaviors such as return and recommend rate. The level of
satisfaction can also vary depending on other options the customer may have and other
products against which the customer can compare the organization's products.

Because satisfaction is basically a psychological state, care should be taken in the effort of
quantitative measurement, although a large quantity of research in this area has recently been
developed. Work done by Berry, Brodeur between 1990 and 1998 defined ten 'Quality Values'
which influence satisfaction behavior, further expanded by Berry in 2002 and known as the ten
domains of satisfaction. These ten domains of satisfaction include: Quality, Value, Timeliness,
Efficiency, Ease of Access, Environment, Inter-departmental Teamwork, Front line Service
Behaviors, Commitment to the Customer and Innovation. These factors are emphasized for
continuous improvement and organizational change measurement and are most often utilized to
develop the architecture for satisfaction measurement as an integrated model. Work done by
Parasuraman, Zeithaml and Berry between 1985 and 1988 provides the basis for the
measurement of customer satisfaction with a service by using the gap between the customer's
expectation of performance and their perceived experience of performance. This provides the
measurer with a satisfaction "gap" which is objective and quantitative in nature. Work done by
Cronin and Taylor propose the "confirmation/disconfirmation" theory of combining the "gap"
described by Parasuraman, Zeithaml and Berry as two different measures (perception and
expectation of performance) into a single measurement of performance according to

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expectation. According to Garbrand, customer satisfaction equals perception of performance
divided by expectation of performance.

The usual measures of customer satisfaction involve a survey with a set of statements using a
Likert Technique or scale. The customer is asked to evaluate each statement and in term of
their perception and expectation of performance of the organization being measured.

Service Quality Standards

 These are divided into 2 categories – Expected services & Value added services.
 SQS define the procedures of the quality system in the workshop.
 Non implementation of an Expected Service has a negative impact on customer
satisfaction.
 Implementation of Value Added services has high positive impact on customer
satisfaction

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 CUSTOMER SATISFACTION PROGRAM

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 R- REVISIT- the same dealer workshop for revisit ,giving repeat business.
 R- RECOMMEND- the dealer facility to his circle of friends through word of mouth.
 R- REPURCHASE- the same make , reiterating his confidence in the brand.

1.1 OBJECTIVES OF THE PROJECT

Major:

 To measure the customer satisfaction on basis of after sales service provided by

the Maruti Suzuki

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Minor:

 To study the Service Quality Standards.

 To give rating to the car companies on the basis of after sales service provided by them.

 Issues which customers give preference while rating customer satisfaction post buying
a car.
 Awareness among people regarding the services offered by the various car companies
and car dealers.

1.2 SCOPE OF THE PROJECT

 Measuring the efficiency of Standards made by the company

 Measuring the effectiveness of Standards made by the company

 To identify the Negative Point of the Company.

 Result Limited to One Workshop Only.

 For Making changes in standards of the company

Rationale of the Study:

The Accessory division at Maruti is relatively younger than the rest of the organization.
Looking at the competitive pressures of the industry in terms of car sales, the strategy Maruti is
following is to expand its reach to the customers and provide all kinds of value addition.
Establishment of the Service at Maruti was one such initiative. The scenario as of today is that,

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as elaborated as the report progresses, the accessory market is flooded with after market dealers
and almost 60 % sales happening in the accessory sector are attributed to the after market.
As a need to increase market share and profitability while trying to provide the customers with
a wider choice of accessories, the accessory division at Maruti is constantly looking at
improving its existing line of products and also trying to include new and modern accessories
in its line.

The project thus revolves around trying to understand the forces and ascertaining the external
environment which affects sales. Further as the project has progressed it has moved from one
phase to another trying to attain the specific objectives as mentioned above.

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1.3 Limitations

1) Prejudice of some of the respondents.

2) Sample is limited to Delhi and NCR
3) Sample is only from metro so generalizations may be misleading
4) The size of the sample is very small
5) The data provided by the respondent at an earlier date and thus the Present situation
could be different.
6) Since the consumer attitudes keeps on changing the findings may not be Applicable in
all the cases.

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1.4 MARUTI UDYOG LTD. – A BRIEF HISTORY

Although the Indian car Industry was established in the late forties, there was little growth or
technical progress, as passenger cars were given very low priority in the scheme of Centralized
Economic Planning. In the 1980s, the car industry was undergoing technological stagnation
and was characterized by low production volumes, high cost and low productivity. The
consumer had very little choice and the market was selling just around 30,000 cars per year.

There was a clear need to provide a cost effective, reliable and quality car to the customers.
Maruti Udyog Limited was incorporated in such a scenario as a fully owned Government
Company on February 24, 1981 with a resolve to bring about expansion and technological
modernization, of the automobile sector. Thus MUL, when started was entrusted with the task
of achieving the following policy objectives.
 Modernization of Indian Automobile Industry.
 Production of Vehicles in large volumes which was necessary for economic growth
 Production of Fuel-efficient vehicles to conserve scarce resources.

To achieve the above objectives, one of the foremost tasks before Maruti Udyog Limited was
to determine the most suitable product mix and to select the most suitable foreign partner who
would be willing to accept MUL’s requirements in terms of product mix, technology transfer,
and equality participation and had the required technological expertise and experience in
producing high quality, reliable and fuel efficient vehicles. After extensive discussions with
several major European and Japanese car manufacturers, MUL chose Suzuki Motor
Corporation (SMC) of Japan as its partner in Oct 1982, by which SMC acquired 26% share of
the equity with an option to increase it to 40%. Suzuki Motor Corporation (SMC) further
increased its equity holding to 50% in the year 1992, converting Maruti Udyog Ltd., into a
Non-Government Company with a total equity base of Rs. 1322.92 million.

Maruti Udyog Limited, a subsidiary of Suzuki Motor Corporation of Japan, has been the leader
of the Indian car market for about two decades. Its manufacturing plant, located some 25 km

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south of New Delhi in Gurgaon, has an installed capacity of 3,50,000 units per annum, with a
capability to produce over half a million vehicles.

The company has a portfolio of 10 brands, including Maruti 800, Omni, international brands
Alto, WagonR and Swift, off-roader Gypsy, mid size Esteem, luxury car SX4, the MPV,
Versa and Luxury SUV Grand Vitara XL7.

At the end of 2005-06, Maruti had a market share of about 55.1 per cent of the Indian
passenger car market. The company sold record 5,61,822 vehicles in 2005-06, including
34,784 vehicles exported to Europe and South Asia. Maruti’s cumulative exports are over 4
lakh units.

In recent years, Maruti has made major strides towards its goal of becoming Suzuki Motor
Corporation’s R and D hub for Asia. It has introduced upgraded versions of all its existing
products completely designed and styled in-house. Maruti engineers also joined hands with
Suzuki engineers in Japan for the design of hugely successful Swift.

Maruti's contribution as the engine of growth of the Indian auto industry, indeed its impact on
the lifestyle and psyche of an entire generation of Indian middle class, is widely acknowledged.
Its emotional connect with the customer continues. 

Customers have rated the company number one in customer satisfaction yet again in the J D
Power Survey 2007. Maruti is the only market leader in the world to be ranked number one in
customer satisfaction, and the only company to top customer satisfaction rankings for six years
in a row. The company has also been ranked number one in J D Power Sales Satisfaction
Survey two years in a row. 

The company’s quality systems and practices have been rated as a "benchmark for the
automotive industry world-wide" by A V Belgium, global auditors for International
Organisation for Standardisation.

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In keeping with its leadership position, Maruti supports safe driving and traffic management
through mass media messages and a state-of-the art driving training and research institute that
it manages for the Delhi Government.

MUL is currently setting up a network of Driving Training Schools across India, in

collaboration with its dealers. These state-of-the-art institutes, offering practical, theory and
simulator training along international lines, are aimed at making roads safer.

The company also manages the Children’s Park near India Gate in New Delhi.

 Maruti's channel partners own and manage 375 sales outlets across 227 Indian cities. The
service network covers over 1092 towns and cities, bolstered by 2096 authorized service
outlets.
The company’s service businesses include sale and purchase of pre owned cars (TrueValue),
Maruti Insurance and Maruti Finance. These initiatives, besides providing total mobility
solutions to customers in a convenient and transparent manner, have helped improve economic
viability of the company’s dealerships.

Maruti had a successful fiscal in 2005-06. Maruti’s Total Income (net of excise) during the
year was Rs. 124,814.3 million, a growth of 10 per cent over the previous year. The company’s
Net Profit during this period was Rs. 11,890.5 million, up 39.2 per cent over 2004-05.
The company is listed on Bombay Stock Exchange and National Stock Exchange.

Products & Services

From its inception Maruti has been in only in one line of business, car manufacturing. The
company manufactures passenger cars at its factory in Gurgaon, Haryana. Maruti enjoyed a
dream run in the pre liberalization era enjoying a market share of over 80%. But with increased
competition in the car market its market share has currently dropped below 60%. Its first
product, Maruti 800 was launched in 1983. The car was launched as a "people’s car" with a

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price tag of Rs40, 000. This changed the industry's profile dramatically. Maruti 800 was well
accepted by middle income families in the country and its sales increased from 1,200 units in
FY84 to more than 200,000 units in FY99. However in FY2000, this figure came down to
189,184 units, due to rising competition from Hyundai's 'Santro', Telco's Indica and Daewoo's
'Matiz'. In 1985, the all-terrain vehicle Gypsy was launched. The Maruti 1000 was launched in
1990 and the Zen in 1993. To counter increasing competition the company has launched a
series of new models and plans to launch one new model every year. The present models
include the 800cc small car, Omni, Esteem, Zen, Alto, Wagon –R, Gypsy, SX4 and Versa.

After MUL’s profitability came under pressure for the very first time in 1998, primarily
because of the entry of a lot of automobile majors, MUL conceived Project Vistaar. This
project was based on the company’s study of auto markets across the world. It was a joint study
by MUL with the consulting firm AT Kearney in 1999. The study showed that, in developed
markets the purchase price of a car is only one third of the total consumer spend during the
ownership cycle of the vehicle. One third more is accounted for by the fuel costs. The rest one
third is accounted for support services such as vehicle insurance, maintenance, etc. Based on
this report and the fact that MUL has one of its core competencies in customer service and
customer relationship management, the company ventured into areas such as used cars, fleet
management and car finance. All of these businesses are high margin businesses and promise
to yield significant gains without any substantial investments. The existing infrastructure is
being used for all these businesses.

Disinvestments steps by the Government

The government in line with its policy of disinvesting its holdings in public sector units was
also looking at disinvesting its stake from MUL. The Maruti sell off was finally off the block,
with the Cabinet Committee on Disinvestment clearing the government’s complete exit from
its joint venture with Suzuki Motor Corporation on 14 th May 2002. The two-stage sell off starts
with a Rs 400-crore rights issue at a price of Rs 3,280 per a Rs 100 share, in which the
government will renounce its rights to Suzuki for a control premium of Rs 1,000 crores.
Thereafter, the government will offload its holding in the company in two stages, with the first
issue of 36 lakh shares being underwritten by Suzuki at Rs 2,300 per share.

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The government would get a minimum of Rs 2,424 crores from the disinvestment exercise. If
the government gets the rights issue price for the publics offer later, the total proceeds could be
as high as Rs 3,200 crores.

The government has also, in the agreement, barred Suzuki from inducting any other
international or domestic carmaker as an equity partner in the venture after its exit. “Suzuki
cannot sell off its holding to any other car company, including General Motors.

The Maruti rights issue will be of 12, 19,512 shares. After Suzuki picks up the government’s
renounced rights, its holding will go up to 54.2 per cent while the government’s stake would
come down to 45.54 per cent (the balance goes to the employees in proportion to their present
stake).

The government and Suzuki would, within 30 days, sign a new joint venture agreement that
would supersede all previous agreements. Under the proposed agreement, Suzuki will make
MUL the global source for certain models, assist MUL access new export markets, give MUL
discounts on certain components, set up a task force to explore further cost reduction
possibilities and aggressively strengthen MUL’s manufacturing and technical capabilities.

The first public offer of government-held shares would be made by March 2003. Indian and
foreign investors would be eligible to subscribe to the issue. After the first public offer, the
government’s share would come down to 25 per cent. The second round of public offer would
see the government completely exiting Maruti.

After the sale of the initial tranche of 36 lakh shares underwritten by Suzuki at Rs 2,300 per
share, the government will have a put option on the remaining shares at a discount of 15 per
cent and/or 10 per cent of average market price. The government always has a put option up to
April 30, 2004 at the present book value of Rs 2,000 per share or at the book value prevailing
at the time of sale, whichever is higher.

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Global advisors for the domestic issue would be appointed within 30 days. And the
government will soon start a book building exercise for price discovery.
SUZUKI MOTOR CORPORATION:

Starting business in 1909 as Suzuki Loom Works, the firm was incorporated in 1920. Since
foundation Hamamatsu, Japan, SUZUKI has steadily grown and expanded. During the post-
W.W.II period, motorized bike 'Power free' which earned a good reputation was followed by
125cc motorcycle 'Colleda', and later by the pioneering 'Suzulight' lightweight car that helped
bring Japan's automotive revolution. Each of these was epoch-making in their own right as they
were developed and manufactured by optimizing the most advanced technologies of that
period.

Today, constantly going forward to meet changing lifestyles, the SUZUKI name is seen on a
full range of motorcycles, automobiles, outboard motors and related products such as
generators and motorized wheelchairs
The mark trademark is recognized by people throughout the world as a brand of quality
products that offer both reliability and originality. SUZUKI stands behind this global symbol
with a sure determination to maintain this confidence in the future as well, never stopping in
creating such advanced 'value-packed products'.

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Ticker : 532500

Exchanges : BOM

2008 Sales : 181,040,000,000

Major Industry : Automotive

Sub Industry : Diversified Automotive Mfrs.

Country : INDIA

Employees : 7090

Maruti Suzuki India is India's leading maker of automobiles. Through a partnership with
Suzuki, the company makes models such as the Alto, Gypsy, and Swift. One of its its newest
models, the Swift Dzire, is a compact, entry-level sedan that offers a variety of modern
features. In addition to domestic sales, Maruti Suzuki also exports select models to many
European markets. The company has two manufacturing facilities. Its Gurgaon facility near
New Delhi actually consists of three integrated plants and has an annual capacity of about
350,000 cars. Its Manesar facility was built in 2007 and will eventually have an annual
capacity of 300,000. Maruti Suzuki enjoys just over a 50% share of its domestic market.

17
Maruti Suzuki India Ltd Formerly known as Maruti Udyog Limited. The Group's principal
activity is to manufacture, purchase and sale of Motor Vehicles and Spare parts. The Group is a
subsidiary of Suzuki Motor Corporation. The other activities of the Group comprises of
facilitation of Pre-Owned Car Sales, Fleet Management and Car Financing. The Group also
provides services like framing of customized car policies, economical leasing of cars,
maintenance management, registration and insurance management, emergency assistance and
accident management. The product range includes ten basic models with more than 50 variants.
The Group has operations in over 1220 cities with more than 2628 outlets and also exports cars
to other countries.

Company’s Vision
MUL’s vision for the future is to be:
“The Leader in the Indian Automobile Industry,
Creating Customer delight and Shareholders wealth;
A pride of India”.

Core Values
The Five Values identified are as follows:
 Customer Obsession
 Fast, Flexible and First mover
 Innovation and Creativity
 Networking and Partnership
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 Openness and Learning
 Milestones

1981  Maruti Udyog Ltd. was incorporated.

1982  Stepped into a JV with SMC of Japan.

1983  Maruti 800, a 796 cc hatchback, India's first affordable car was produced.

1984  Installed capacity reached 40,000 units. Omni, a 796 cc MUV was in
production.

1985  Launch of Maruti Gypsy (970cc, 4WD off-road vehicle).

1986  Produced 100,000 vehicles (cumulative production).

1987  Exported first lot of 500 cars to Hungary.

1988  Installed capacity increased to 100,000 units.

1992  SMC increases its stake to 50 per cent.

1994  Produced the 1 millionth vehicle since the commencement of production.

1995  Second plant launched, the installed capacity reached 200,000 units.

1996  Launch of 24-hour emergency on-road vehicle service.

1997  Produced the 2 millionth vehicle since the commencement of production.

1998  Launch of website as part of CRM initiatives.

1999  Launch of Maruti - Suzuki innovative traffic beat in Delhi and Chennai
as social initiatives.

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2000  IDTR (Institute of Driving Training and Research) launched jointly with
Delhi government to promote safe driving habits.

2001  Launch of customer information centers in Hyderabad, Bangalore, and

Chennai.

2002  SMC increases its stake to 54.2 per cent.

 Launch of Maruti Finance with 10 finance companies in Mumbai.
 Start of Maruti True value in Mumbai.

2003  Production of 4 millionth vehicle.

 Listed on BSE and NSE after a public issue oversubscribed 10 times.

2004  Maruti closed the financial year 2003-04 with an annual sale of 472122
units, the highest ever since the company began operations 20 years ago.

2005  The fiftieth lakh car rolls out in April, 2005.

 J.D. power survey award for the seventh year

2006  Launched DIL-SE- a special program for indians living abroad or nris to
facilitate them to gift maruti cars online to friends and relatives back at home
 Maruti launched WagonR duo with LPG
 Leading auto component maker from Japan, Belsonica Corporation
announced a joint venture company with MUL. Maruti will hold a 30%
stake in the venture whereas Belsonica will hold 70% stake
 Maruti innograted a new institute of driving training and research(IDTR)
 New Zen Estilo launched in November .2006
 J.D. power survey award for the seventh year

2007  Swift diesel launched

 New car plant and the diesel engine facility commences operations
during 06-07 a Manesar, Haryana
 SX4- luxury sedan launched with the tag line "men are back"
 Maruti launches Grand Vitara
 Company name changed from Maruti Udyog limited to Maruti Suzuki

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 India limited
 Maruti joins hands with the Gujrat government. to set up driving and
technical training institute for tribal youth
 Change in leadership- Mr. S. Nakanishi appointed as new MD , and
Mr. R.C. Bhargav appointed as chairman by board of directors
 J.D. power survey award for the eighth year
 Indian customer satisfaction index award
 Indian automotive performance, execution and layout study(APEAL)
award
 Indian initial quality study

2008  World premiere of concept car a-star at the 9th auto expo, new delhi
 Won car manufacturer award of the year
 Bags the award for "most customer responsive company" in the
automotive sector
 Alto crosses one million mark
 MOU signed with Adani's for setting up mega car terminal at Mundra
 Swift DeZire launched
 Swift crosses the 250,000 sales units
 Launched maruti800 LPG
 Inauguration of the KG Engine facility at Gurgaon
 Wins J.D. Power Customer Satisfaction Index nine times in a row
 Auto monitor awards for 2007
 Young achievers, a new category this year- Rajesh Singh Gogu and
Saurabh Singh were awarded for designing concept a- star

Facility

Maruti have two state-of-the-art manufacturing facilities in India. The first one is at Gurgaon
spread over 300 acres and the other at Manesar, spread over 600 acres in North India
.
The Gurgaon facility

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Our facility in Guragoan houses three fully integrated plants. While  
the three plants have a total installed capacity of 350,000 cars per
year, several productivity improvements or shop floor Kaizens over
the years have enabled the company to manufacture nearly 700,000
cars per year at the Gurgaon facilities.

The entire facility is equipped with more than 150 robots, out of
which 71 have been developed in-house. More than 50 per cent of our
shop floor employees have been trained in Japan.

The Manesar facility

Our Manesar facility has been made to suit Suzuki Motor Corporation  
(SMC) and Maruti Suzuki India Limited's (MSIL) global ambitions.

The plant was inaugurated in February 2007. The World Car derived
from concept A-Star would be manufactured here.

At present the plant rolls our World Strategic Models Swift & SX4
and DZire.The plant has several in-built systems and mechanisms.

There is a high degree of automation and robotic control in the press

shop, weld shop and paint shop to carry on manufacturing work with
acute precision and high quality.

The plant is designed to be flexible: diverse car models can be made

here conveniently owing to automatic tool changers, centralized weld
control system and numerical control machines that ensure high
quality.

The plant at Manesar is the company's fourth car assembly plant and started with an initial
capacity of 100,000 cars per year. This will be scaled up to 300,000 cars per year by October
2008.

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Diesel Engine Plant- Suzuki Powertrain India Limited
 

Suzuki Powertrain India Limited the diesel

engine plant at Manesar is Suzuki & Maruti's first and perhaps the only plant designed to
produce world class diesel engine and transmissions for cars.

The plant is under a joint venture company, called Suzuki Powertrain India Limited (SPIL) in
which SMC holds 70 per cent equity the rest is held by MSIL.
This facility has an initial capacity to manufacture 100,000 diesel engines a year. This will be
scaled up to 300,000 engines/annum by 2010.

Our goal is to achieve a domestic

sale of one million cars starting
2010-11 and not limited by it

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Maruti Suzuki has been in the car business for 25 years. We have learnt that this business,
more than others, demands excellence in diverse areas. It needs, of course, good products and a
robust sales and support network. But it requires us also to partner and nurture a supplier base
over long periods of time. It demands acumen for logistics and inventory.

Increasingly, this business relies on a thriving design and development capability. It seeks the
discipline of systems and team work to handle complex operations, and the vitality of kaizen to
attain ever higher standards in quality and cost. It requires sensitivity to the customer and
society, and speed and flexibility to meet their needs. While demanding a sharp understanding
of the domestic customer, it seeks growing presence of products in developed markets
overseas. The car business needs stamina and patience, order and creativity, skills hard and soft
and it needs all of them to co-exist in the right proportion.

After about a quarter century of leadership, marked by many ups and a few downs, we resolve
to continue pursuing excellence in the diverse facets of our business. That, for us, is the way to
sustained business, success and continuing leadership. We commit ourselves to achieve sale of
a million cars a year in India by 2010-11, and to the million promises that we must fulfill to
attain that league.

Strong partnerships are the

backbone of our promise.
The inception of Maruti Suzuki in
1981 resulted in the mushrooming of
many automotive ancillary

24
manufacturers – our partners in growth. Hundreds of second and third tier vendors and as many
as 215 suppliers and a number of foreign technology collaborations partner our businesses.
They account for the present outsourced value which is over three fourths of the actual car
value

CNBC TV 8 – AUTOCAR AWARD

Car manufacturer of the year
NDTV Award
Car manufacturer of the year
Auto Monitor Awards
Car manufacturer of the year

Keeping our promises by getting

closer to our customers.

25
In recent years, there are clear trends that customer expectations from a car have evolved
considerably. Car customers now seek contemporary styling, international quality and latest
features that enhance their safety and convenience, while expecting performance and fuel
efficiency just like their parents did before them.

ET Avaya Global Connect Awards

Most Customer Responsive Company
JD Power Customer Satisfaction Index Study
Ranked Highest in Customer Satisfaction Index 8 times in a row

Using technology to give our customers

more for less.
In recent years, the Company has accomplished
significant improvements on most operational
parameters, such as Hours per Vehicle and Direct
Pass Rate. The use of electronic tools such as Digital
Engineering in the areas of jig and die designs,
manufacturing feasibility simulations, automatic line
balancing, and validating factories and material flow
in virtual environment, have helped make operations cost efficient.

26
 Nikkei Monozukuri Award
In recognition of craftsmanship - and technology-related excellence to Manesar Plant

Innovation is our impetus, world class

cars our goal.
The new design philosophy at Maruti Suzuki
witnessed first in the Swift, is bold, aggressive
and distinctly European. This philosophy is
reflected in the Group's other World Strategic
Models, such as SX4, Grand Vitara, A-Star and
Splash. The success of the Company's new
models is an indication that this new design
philosophy has been well accepted by Indian
customers.

Auto Monitor Awards

Young Achievers Award to Rajesh Gogu & Saurabh Singh for designing Concept A-Star

Our people make the difference

27
The Company was able to keep its retention levels confined to technical training, were trained
in behavioral attributes as well. Sales managers were given exposure to manufacturing tools
like root cause analysis and problem solving. The 360 Degree Feedback Program, which
started with senior management last year, covered well above industry benchmarks. This was a
result of several focused efforts by the Company. Shop floor workers, normally more managers
and executives this year.

The INSSAN Awards

Highest number of suggestions per employee
The IT factor
All critical processes like product
development, manufacturing, upstream and
downstream supply chain in the organisation
benefit from the Company’s IT sytem to
handle the complexity of multiple models and
variants, maintain lean inventory levels and
enhanced process efficiency

We're financially equipped to deliver

on our promise.
One of Maruti's great strengths is that we
have internal resources to finance both
R&D expansion as well as capital
investments. The higher interest rates,
and the risk of making large borrowings
to finance capital costs, will not affect us.

28
 Sensitivity towards all stakeholders.
Since inception, the Company has
proactively taken care of the needs and
sustainable growth of its stakeholders and
they in turn, have supported the Company
in achieving its vision and business
results year after year. As a result,
sustainability has become an integral part
of the Company's approach to business
and decision making.
Sustainability at Maruti Suzuki refers to sum of total of all the actions and intiatives undertaken
by the Company for its long-term survival and growth.
To achieve longterm sustainability and prosperity the Company has nurtured a socially
responsible behaviour towards its various stakeholders

Golden Peacock Award

For excellence in the field of Environment Management

Spare Parts Division

In any consumer durable industry, especially the automobile industry, ‘After Sales Service’ is
very important. This is because ‘after sales service’ is what helps companies retain markets.
Spare Parts Division plays a crucial role in providing service to customers.
Maruti’s spares policy is: To achieve customer satisfaction by timely supply of Maruti
Genuine Parts (MGP) at a reasonable cost and at convenient locations.
Spare Parts has four departments:
1. Accessories

29
2. Warehousing & Dispatch
3. Spare Parts Sales
4. Spare parts procurement.

1.6 Products, Services & Competiton

Products & Services

From its inception Maruti has been in only in one line of business, car manufacturing. The
company manufactures passenger cars at its factory in Gurgaon, Haryana. Maruti enjoyed a
dream run in the pre liberalization era enjoying a market share of over 80%. But with increased
competition in the car market its market share has currently dropped below 60%. Its first
product, Maruti 800 was launched in 1983. The car was launched as a "people’s car" with a
price tag of Rs40, 000. This changed the industry's profile dramatically. Maruti 800 was well
accepted by middle income families in the country and its sales increased from 1,200 units in
FY84 to more than 200,000 units in FY99. However in FY2000, this figure came down to
189,184 units, due to rising competition from Hyundai's 'Santro', Telco's Indica and Daewoo's
'Matiz'. In 1985, the all-terrain vehicle Gypsy was launched. The Maruti 1000 was launched in
1990 and the Zen in 1993. To counter increasing competition the company has launched a
series of new models and plans to launch one new model every year. The present models
include the 800cc small car, Omni, Esteem, Zen, Alto, Wagon –R, Gypsy, SX4 and Versa.

After MUL’s profitability came under pressure for the very first time in 1998, primarily
because of the entry of a lot of automobile majors, MUL conceived Project Vistaar. This
project was based on the company’s study of auto markets across the world. It was a joint study
by MUL with the consulting firm AT Kearney in 1999. The study showed that, in developed
markets the purchase price of a car is only one third of the total consumer spend during the
ownership cycle of the vehicle. One third more is accounted for by the fuel costs. The rest one
third is accounted for support services such as vehicle insurance, maintenance, etc. Based on

30
this report and the fact that MUL has one of its core competencies in customer service and
customer relationship management, the company ventured into areas such as used cars, fleet
management and car finance. All of these businesses are high margin businesses and promise
to yield significant gains without any substantial investments. The existing infrastructure is
being used for all these businesses.

Competition

Honda
Honda Siel Cars India Ltd., (HSCI) was incorporated in December 1995 as a joint venture
between Honda Motor Co. Ltd., Japan and Siel Limited to manufacture HONDA passenger
cars in India. The company is ISO 9002 & ISO 14001 certified. The plant was set up in 1997
with an investment of Rs. 450 crores (paid up capital Rs. 360 crore) and in 2005 the investment
stood at Rs. 800 crores. Their product range in India includes the Honda City ZX, Accord and
CR-V.  City ZX is today recognized as one of the most successful car brands in the country. It
is strongly associated with durability, reliability, quality and fuel-efficiency. City ZX, the latest
version of the City, including the VTEC version, was introduced on October 5, offering
enhanced power and style.
In addition to the City ZX, Accord and CR-V models made them a premium segment leader in
the Indian passenger car industry.
Honda is operating only in segment D cars i.e. the premium segment that is in direct
competition to Maruti SX4.

Toyota
Toyota Genuine Accessories are manufactured to the exact specifications of each individual
Toyota model. This means they fit precisely and conform to every contour of the vehicle.
Toyota Genuine Accessories are designed, tested and manufactured to strict Toyota global
standards. This quality and reliability is supported with up to a 3 year, 100,000km warranty.

Hyundai

31
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 31 variants of passenger cars in six segments. The Santro in the
B segment, Getz in the B+ segment, the Accent in the C segment, the Elantra in the D segment,
the Sonata Embera in the E segment and the Tucson in the SUV segment.
Hyundai is operating in segment B, C and D giving intense competition to Maruti range of
models in all the segments.

Tata Motors
Tata Motors Limited is India's largest automobile company, with revenues of Rs. 24,000 crores
(USD 5.5 billion) in 2005-06. It is the leader by far in commercial vehicles in each segment,
and the second largest in the passenger vehicles market with winning products in the compact,
midsize car and utility vehicle segments. The company is the world's fifth largest medium and
heavy commercial vehicle manufacturer.

2. DATA ANALYSIS
Research Methodology

Research Design

1. Data design

Data design consists of two parts first part is preparing instrument for the

Collection of data & the second part is to Revision of instrument.

2. Instrument Design:

32
Data is designed through questionnaire method, is used as the instrument for the Collection of
the data. Related questions were asked to respondents. And getting their views about after sales
service . Hence the data collection instrument is survey (Questionnaire) method.

3. Instrument Revision:

There are around 13 questions were prepared to ask the respondent to get actual information
about the topic. Related question were asked to know the, After sales service provided by car
companies and satisfaction level of the consumers.

DATA COLLECTION

Method adopted for the data collection is survey method. I asked questions related to the
subject and collected their responses by personal or impersonal means. Here the data was
collected through various respondents who are using Maruti, Hyundai, and Tata Motors cars.
Hence questionnaire was formed, and data is collected from respondents about their
satisfaction about the service provided by car companies.

Primary data and secondary data are collected through various sources. Like….

Primary data:

 Existing car users

 Dealers and service stations

Secondary data:

 Internet
 Magazines
 Newspapers

33
INSTANT FEEDBACK FORM

Objectives:

 To know the efficiency of Service Center

 To check the Quality Level of Service

 To check the impact of Price

 To check the level of Customer Satisfaction

Methodology:

The methodology used in this phase was based on printed questionnaire meant especially for

the Vehicle Owners. The questions were framed keeping in view the objectives of the survey it

was more or less observational in nature.

Target segment

The chosen target segment for the survey was the following:

 Accidental Cases

 Regular Checkup Customer

 Faulty Vehicle owners

Basically the idea was to cover the Dealers from various zones to get their overall views

regarding Service

34
Data Collection:

The survey method was used to collect the data. The data collection period was done for a

period of seven days. This included taking responses for the dealer questionnaire. A sample

size of 100 Customers was taken for the analysis.

POST SERVICE FOLLOWUP QUESTIONNAIRE

Objectives:

 To know the efficiency of Service Center

 To check the Quality Level of Service

 To check the level of Customer Satisfaction.

 To know Overall Performance of the company

 To check the loyalty of the customer.

 To identify Potential customer.

Methodology:

The methodology used in this phase was based on printed questionnaire meant especially for

the Vehicle Owners. The questions were framed keeping in view the objectives of the survey it

was more or less observational in nature.

Target segment

The chosen target segment for the survey was the following:

35
  Recent Customers

 Loyal Customer

Basically the idea was to cover the Dealers from various zones to get their overall views

regarding Service

Data Collection:

The survey method was used to collect the data. The data collection period was done for a

period of seven days. This included taking responses for the dealer questionnaire. A sample

size of 100 Customers was taken for the analysis.

3. DATA REPRESENTATION

Data Analysis:

Q.1- Is this the second time you have come for the same problem / is it a repeat problem?

A Yes 30
B No 70

36
 Repeation of Problem

30%

Yes
No

70%

Findings
The pie chart represents what percentage of people come at the workshop with a repeat
problem. It shows that only 30% of the people arrive at the workshop with a repeat job, i.e.,the
were not satisfied with the previous service. The rest 70% people are those who were satisfied
earlier

Q.2- Are the charges for service?

A more than the estimate given 45

B same as the estimate given 55

37
 Charges for service

Same as the estimate given 55

Charges for service

More than the estimate given 45

0 10 20 30 40 50 60

Finding
The above graph represents whether the customers were satisfied with the estimate cost given
to them for their car servicing. It shows that 55% people were satisfied with the charges as
intimated earlier, the rest 45% people had to pay the charges more than the estimated cost.

Q.3- Was your car ready when you were promised by the service advisor?

A Yes 85
B No 15

38
 Delivery on Time

15%

Yes
No

85%

Finding
The above pie chart represents what percentage of the people who were delivered with their
vehicle on time. It shows that 85% of the people were delivered with their vehicle on time , the
rest 15% of people were delayed for the delivery due to some technical faults.

Q.4- Were you offered a road test of your vehicle prior to its delivery?

A Yes 90
B No 10

39
 Test Drive

90%

Yes
No

10%

Finding
The above pie chart represents the percentage of people who were offered road test before the
delivery of their vehicle. It shows that 90% of the people were road test before the delivery of
their vehicle, the rest10% were not offered road test before the delivery of their vehicle.

Q.5- How do rate the quality of washing of your car?

a Unacceptable 1
b Poor 9
c Average 25
d Good 35
e Excellent 30

40
 35 35

30 30

25 25

20

15

10 9 Quality Of Washing

5
1
0
.
t.. or
ep ge
ac
c Po ra od
Un v e
Go nt
A elle
c
Ex

Finding
The above graph represents the rating given by the customers on the washing quality of the car.
It shows that 30% of people rated as excellent , 35% of the people rated as good, 25% people
rated as average, 9% of people rated as poor, the rest 1% rated as unacceptable.

If the washing of the car is not ok, please specify the area where washing is not done properly

a upper body 1
b interior 4
c engine room 3
d outside 2

41
 4
4
3.5
3 3

2.5

2
2
1.5
1 Poorly Washed Area
1
0.5

0
upper
body interior
engine
room outside

Finding
The above graph represents the number of people who were not satisfied with the washing of a
particular area of the car. It shows that 4 people were not satisfied with the washing of the
interiors of he car,3 people were not satisfied with washing of the engine room, 2 people were
not satisfied with the washing of outer body, only 1 person was not satisfied with the washing
of the upper body of the car.

Q.6- How do you rate the customer lounge in terms of cleanliness, comfort & amenities?

A Unacceptable 0
B Poor 10
C Average 22
D Good 38
E Excellent 30

42
 40
38
35

30 30
25
22
20

15
10 Lounge Rating
10

5
0
0
.
t.. or
ep ge
ac
c Po ra od
Un v e
Go nt
A elle
c
Ex

Finding
The above graph represents the rating given to the customer lounge. It shows that 30% of the
people rated it as excellent, 38% rated it as good, 22% rated it as average, 10% rated it as poor
& no person rated it as unacceptable.

POST SERVICE FOLLOWUP QUESTIONNAIRE

Data Analysis:

Q.1- Is this the second time you have come for the same problem / is it a repeat problem?

1. How is the vehicle performance now?

A Satisfied 77

43
 B Dissatisfied 23

Satisfaction With Vechile Perfomance

77%

Satisfied
Dissatisfied

23%

Finding
The above pie chart represents the percentage of people satisfied or dissatisfied with the
performance of their vehicle after its service. It shows that 77% people were satisfied & the
rest 33% were not satisfied about the performance of their vehicle after its service.

2. Were all the demanded repairs completed as requested by you?

A Yes 66
B No 33

44
 Demanded Repairs Completed

33%

Yes
No

67%

Finding
The above pie chart represents the percentage of people who agree or disagree that their
demanded repairs were completed. It shows that 67% of people agree while 33% of the people
disagree about the completion of their demanded repairs.

3. Were all the problems of your vehicle fixed in the first visit?

A Yes 60
B No 40

45
 All Problems fixed in first visit

40%

Yes
No

60%

Finding
The above pie chart represents the percentage of people who agree or disagree that their
problems were fixed at first visit only. It shows that 60% of people agree while 40% of the
people disagree that their problems were fixed at the very first visit.

4. Was your vehicle delivered at the promised time ?

A Yes 70
B NO 30

46
 Vehicle delivered at the promised time

70%
Yes
NO

30%

Finding
The above pie chart represents the percentage of people who agree or disagree that their
vehicle was delivered on time. It shows that 70% of people agree while 30% of the people
disagree that their vehicle was delivered on time.

5. Were you satisfied with the washing quality of the car?

A Satisfied 70
B Dissatisfied 30

47
 Satisfied With the Washing Quality

70%

Satisfied
Dissatisfied

30%

Finding
The above pie chart represents the percentage of people satisfied or dissatisfied with the
washing quality of their car. It shows that 70% people were satisfied while the rest 30%
were dissatisfied with the washing quality of the car.

6. Was the explanation of service charges done at the time of delivery?

A Yes 55
B No 45

48
 Explanation of Service charges

55%

Yes
No

45%

Finding
The above pie chart represents the percentage of people whether they were they were given
an explanation about the service charges of their car at the time of the delivery. It shows
that 55% people said yes wile the rest 45% people said no.

7. What is the overall satisfaction with the service experience provided

A Satisfied 71
B Dissatisfied 29

49
 Overall Satisfaction

Dissatisfied 29

Overall Satisfaction

Satisfied 71

0 10 20
30 40
50 60
70 80

Finding
The above graph represent the overall satisfaction of the customer with the service
experience provided. It shows that 29% people were dissatisfied while the rest 71% people
were satisfied.

8. Do you have any maruti vehicle other than this?

A Yes 32
B No 68

50
 Own Other Maruti Vechile
Yes No

68%

32%

Finding
The above graph represents the percentage of people who owns any other maruti car or not.
It shows that 68% people said yes while 32% people said no.

9. How would you rate the service experience on a scale of 10

a (1-2) Unacceptable 0
b (3-4) Poor 8
c (5-6) Average 25
d (7-8) Good 32
e (9-10) Excellent 35

51
 35 35
32
30

25 25

20

15

10 Service Experience
8

5
0
0
.
t.. or
ep ge
ac
c Po ra od
Un v e
Go nt
A elle
c
Ex

Finding
The above graph represents the rating given to the service experience . It shows that 35% of the
people rated it as excellent, 32% rated it as good, 25% rated it as average, 8% rated it as poor
& no person rated it as unacceptable.

4. CONCLUSION

The Company has applied its resources efficiently and has been earning reasonable Profit. The
company has paid considerable attention towards the core area of profit maximization, i.e.,
customer satisfaction. The company has followed various standards set up by the parent
company on customer satisfaction which has led the company in achieving the profit
maximization goal as well as build a good customer relationship.
As in today’s world of business the market place is fierce battleground with national and
international companies striving to outsmart each other. Maruti Suzuki focused on after sale

52
service for maximum customer satisfaction and leave competition behind to emerge as the
most outstanding automobile company.
The company has taken each and every step possible in achieving maximum customer
satisfaction.
It has been a great experience knowing exactly what functions are being performed as
compared to book knowledge.

RECOMMENDATIONS AND FINDINGS

Avoid delay in the supply of the products to the Dealers

 Maruti should have a sufficient stock of spare parts so that there should not be any
problem regarding their supply.

 Maruti should have tie-up with various vendors of a particular product so that there should
not be any dependency on a particular vendor in order to avoid shortage.

Targets to the dealers should also be Product based

 Target given to dealers should not only be based on sale of services but should also be
based on quality of services so that dealers may concentrate on the sale quality of services.
In this way the performance of the least performing service station will also improve.

Provide spare parts at the same time of launching new Car models
 Spare parts should be made available to the customer along with the new car models in
order to prevent them from going to aftermarket

Improvement in customer care services

 Service stations should provide door-step facility to its customers.

Keep a check on dublicacy of MGA

53
 Preventive measures should be taken against supply of duplicate MGA in the market in
after market.

Ensure delivery of vehicle on time

 The delivery time of the vehicle Is of prime importance. The service station manager
should take care of the fact that the customer’s vehicle is being delivered on time

Ensure fixing of problem at the first visit to the workshop

 The workshop manager should take care of the fact that the customer’s requested problems
should be properly resolved at their first visit. As first impression is the last impression

Provide better car washing facilities

 The customer’s car should be properly washed as it leaves a great impact on the mind of
the customer

Provide the dealers with fixed quality standards

 The company should provide proper working standards to the workshops to ensure better
performance

Give targets to the dealers

 The company should give targets to the dealers that are challenging as well as achievable,
in terms of achieving the sales target, quality of servicing, number of satisfied customers.

5.0 References:

Books:

 Philips Kotler, Marketing Management, John Wiley and Sons, New Jersey.

54
  Leon G Schiffman and Leslie Lazar Kanuk, Consumer Behavior, Prentice Hall, India.

 Research Methodology, Methods & Techniques, Second Edition, C. R. Kothari

Websites:

 www.marutisuzuki.com/corporate.aspx/

 http://www.gm.com/corporate/investor_information/

 http://www.hyundai.co.in/aboutusn.asp?pageName=comp

 http://www.toyota.com/about/our_business/our_history/index.html

 http://www.tatamotors.com/

 http://world.honda.com/about/

As last visited on 31st October 2008

55
 INSTANT FEEDBACK FORM

Dear Customer,

Thank you for getting your car serviced. We would like to know how we performed. Please
spare a few moments to give us your valuable feedback on the following as it will help us in
improving our services

Please put a tick mark in the appropriate box.

Q.1- Is this the second time you have come for the same problem / is it a repeat problem?

 Yes  No

Q.2- Are the charges for service:

 more than the estimate given  same as the estimate given

Q.3- Was your car ready when you were promised by the service advisor?

 Yes  No

Q.4- Were you offered a road test of your vehicle prior to its delivery?

 Yes  No

Q.5- How do rate the quality of washing of your car?

1 2 3 4 5 6 7 8 9 10
Unacceptable Poor Average Good Excellent

If the washing of the car is not ok, please specify the area where washing is not done properly
56
 a) upper body b) interior c) engine room d) outside

Q.6- How do you rate the customer lounge in terms of cleanliness, comfort & amenities?

1 2 3 4 5 6 7 8 9 10
Unacceptable Poor Average Good Excellent

POST SERVICE FOLLOWUP QUESTIONNAIRE

 Greet the customer - Good morning / Good afternoon / Good evening

57
 Identify yourself and the purpose of the call and ask whether it is convenient to the
customer, to talk to him/her for taking feedback on vehicle performance: If OK then
continue the conversation. If NO, stop the conversation and try as per his/her convenient
time & date.
 Give details of the customer vehicle and the last service/ repair performed

Please request the customer to respond to following questions

1. How is the vehicle performance now?

 Satisfied  Dissatisfied

If dissatisfied, find out the cause and ask for a convenient date / time for bringing the
vehicle to the workshop.

2. Were all the demanded repairs completed as requested by you?

 Yes  No

3. Were all he problems of your vehicle fixed in the first visit?

 Yes  No

4. Was your vehicle delivered at the promised time ?

 Yes  No

If No, then delayed by how much time? Enter the details in PSF list.

5. Were you satisfied with the washing quality of the car?

 Yes  No

58
6. Was the explanation of service charges done at the time of delivery?

 Yes  No

7. What is the overall satisfaction with the service experience provided

 Satisfied  Dissatisfied

8. Do you have any maruti vehicle other than this?

 Yes  No

If yes how is the performance of the vehicle?

9. How would you rate the service experience on a scale of 10

1 2 3 4 5 6 7 8 9 10
Unacceptable Poor Average Good Excellent

If the customer is satisfied and the rating is more than 7, inform the customer:
Your next service is due at_______ km’s or ______ months.

 Thank the customer for his/her valuable time with you.

 If the customer is dissatisfied, solve as applicable:
 Sir we are very sorry if the vehicle service was not satisfactory during the last visit
1. Please inform the convenient date to bring your vehicle to the workshop for
attending the problem as mentioned by you.
2. We shall depute our staff to attend the problems at your premises. Our staff shall
take a prior appointment from you before visiting.
3. We sincerely assure you that we shall improve our service and provide satisfactory
services on your next visit
59
 Once again we apologize for the inconvenience caused to you.
 Thank you very much for sharing your valuable time. Good day!

60