SUMMER TRAINING PROJECT REPORT

A DETAIL STUDY ON CUSTOMER RELATIONSHIP STRATEGY

UNDER AGARWAL AUTO SALES, MIRZAPUR

(MAHINDRA & MAHINDRA)

SUBMITTED IN PARTIAL FULLFILLMENT OF THE REQUIREMENT FOR THE AWARD OF
DEGREE OF MASTER OF BUSINESS ADMINISTRATION

OF

Dr. A.P.J ABDUL KALAM TECHNICAL UNIVERSITY, LUCKNOW

Under the Supervision of: Submitted by:

Mr. Satykam Tiwari Name: Upasana Pandey
Semester: 3rd
Batch: 2019-2021
Roll No:

Ghanshyam Binani Academy of

Management Science
Binani Chowk, Bharuhana, Mirzapur-23100(U.P.)
(Affiliated to Dr.A.P.J. Abdul Kalam Technical University, Lucknow and approved by AICTE
New Delhi College code-076)
 Table of content
 Company certificate

 College Certificate

 Declaration

 Acknowledgement

 Preface

CHAPTER-1 CONCEPTUAL BACKGROUND

CHAPTER-2 BRIEF PROFILE OF THE COMPANY

1.1.Chairman of Mahindra
1.2.History of Mahindra
1.3.Categorisation of Mahindra
1.4.SWOT analysis
1.5.Mahindra Operations
1.6.Awards and Recognition
1.7.Founder and Promoters
1.8.Three pillars of Mahindra
1.9.Core value of Mahindra
1.10.CRUSADE of Mahindra
1.11.Manpower Sourcing of Mahindra
1.12.Industrial growth of Mahindra
1.13.Market Share of Mahindra in comparisons with the Competitor’s
1.14.Comparision of Quality Standards
1.15.Vision and Mission of Mahindra
1.16.Organizational Charts of Mahindra
1.17.Details of Product & Services of Mahindra
1.18.Corporate Strategy of Mahindra
1.19.HR Strategy of Mahindra
1.20.Managing Key Resource Requirements
1.21.Management Development
1.22.Finance Strategy
1.23.Corporate Social Responsibilty
1.24.Boards of Directors
1.25.Overview of Automobile Industry
1.26.Automobile Assembly Plants
1.27.On the Ground Activity of Mahindra
1.28.Future Planning of Mahindra

Chapter-2 Brief Profile of the Organization imparting training

2.1. History of firm
2.2.Branches
2.3.Franchisee
2.4.Distributors
2.5.On the Ground Activity
2.6.Vision and Mission of AAS
2.7.Organisational Charts of AAS
2.8.Details of Products and Services
2.9.Corporate strategy of AAS
2.10.Future Planning of firm
2.11.Partners of firm

Chapter-3 Study on Customer Relationship Management

3.1 About customer relationship management

3.2 Component of customer relationship management

3.3 Types of customer relationship management

3.4 Benefit of customer relationship management

3.5 Implementation ofcustomer relationship management

Chapter-4Research methodology
4.1 Background of the topic

4.2 Research methodology 4.3 Objective

4.4 Research Design

4.5Sample Technique

4.6 Data Collection

4.7 Sample Size

4.8 Questionnaire

Chapter – 4 Analysis & Interpretation

Chapter – 5 Findings/Conclusion & Recommendation

Bibliography
 DECLARATION

I, UpasanaPandey, hereby declare that this Project Report titled “A DETAIL STUDY ON CUSTOMER

RELATIONSHIP MANAGEMENT UNDER AGARWAL AUTO SALES, MIRZAPUR (MAHINDRA

& MAHINDRA)” has been submitted by me for the award of certificate of SUMMER TRAINING

PROGRAM. This is result of original work carried out by me. This report has not been submitted anywhere

else for the award of any other internship certificate. I bear the entire responsibility of submission of this

project report.

DATE: UPASANA PANDEY

MBA – 3rd Semester

 ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the successful completion of any work would be in completed,

unless we mention some of these persons, as an expression of gratitude who made it possible, whose constant

guidance and encouragement served as become light and crowned our efforts and success. This has been a great

opportunity for me to undergo my summer training in “Mahindra & Mahindra”, Mirzapur.

I deeply express my profound gratitude and whole hearted thanks to our beloved GBAMS, who provided

necessary facilities, guidance and endless encouragement, which help me soundly. It is boon to all of us not

only in completing our projects, but also throughout the course of study under the humanitarian grounds. I wish

to express my gratitude to Mrs. Namita Sharma (HR) for her cooperation.

I also want to thank all the faculty members of GBAMS, especially Mr. Satykam Tiwari, for their active support

towards myself for their excellent guidance and dedicated involvement.

I would like to thank my friends and family members for their cooperation in completing my project

successfully.

UPASANA PANDEY

MBA – 3rd Semester

 PREFACE
The Summer Training project work has an objective to make management student familiar with real life

business situation and give an opportunity to the student to understand the theoretical concept of Human

Resource Management in practical way.

I am extremely happy to present the report before my respected teacher. The project report entitled me as “A

DETAIL STUDY ON CUSTOMER RELATIONSHIP MANAGEMENT UNDER AGRAWAL AUTO

SALES, (MAHINDRA & MAHINDRA)”.

The focus of my research was the customer relationship management strategy provided by Mahindra and

Mahindra Company. There can be no better opportunity to interact with the employees as well as customer of

the organization.

The project work was a great challenge for me. It gave me an opportunity to collect and analyze the entire

situation.
 CHAPTER-1
CONCEPTUAL BACKGROUND

I have got this opportunity to write the project on summer training learning on the topic “A STUDY ON

CUSTOMER RELATIONSHIP MANAGEMENT UNDER AGARWAL AUTO SALES, MIRZAPUR

(MAHINDRA & MAHINDRA)”.

Communication and knowledge about the customer relationship management strategy, practical problem and

challenges are the most important aspects when it comes day–to–day life in business working area.

During the period of training I understood in details about thecustomer relationship management strategy in

Human Resource Department. This study covers the various activity performed in work section of Human

Resource department i.e. for retaining and sustaining the customer longer period of time by providing effective

benefit to them.

Human Resource Development and Management is an important aspect of the overall Human Resource

package. This is particularly true for the Mahindra & Mahindra, which helps in customer relationship

management strategy

I wish my work will help the reader to know about the future growth opportunity and expansion plans of the

study.
 CHAPTER –2BRIEF PROFILE OF COMPANY

COMPANY PROFILE
INTRODUCTION:
Mahindra & Mahindra Limited is an Indian multinational car manufacturing corporation headquartered
in Mumbai, Maharashtra, India. It was established in 1945 as Mohammad & Mahindra and later renamed as
Mahindra and Mahindra. It is one of the largest vehicle manufacturers by production in India and the largest
manufacturer of tractors in the world. It Mahindra is a part of the Mahindra Group, an Indian conglomerate.
It was ranked 17th on a list of top companies in India by Fortune India 500 in 2018. Its major competitors in the
Indian market include Maruti Suzuki and Tata Motors.
Mahindra & Mahindra Ltd (M&M) is an India-based company. The company operates in nine segments:
automotive segment comprises of sales of automobiles, spare parts and related services; farm equipment
segment comprises of sales of tractors, spare parts and related services; information technology (IT) services
comprises of services rendered for IT and telecom; financial services comprise of services relating to financing,
leasing and hire purchase of automobiles and tractors; steel trading and processing comprises of trading and
processing of steel; infrastructure comprise of operating of commercial complexes, project management and
development; hospitality segment comprises of sale of timeshare; Sestet segment comprises of automotive
components and other related products and services, and its others segment comprise of logistics, after-market,
two wheelers and investment. 
 Chairman of Mahindra

Anand Gopal Mahindra (born 1 May 1955) is the Chairman of Mahindra Group, a Mumbai-based business
conglomerate. The group operates in aerospace, agribusiness, aftermarket, automotive, components,
construction equipment, defence, energy, farm equipment, finance and insurance, industrial equipment,
information technology, leisure and hospitality, logistics, real estate and retail.

 Anand Mahindra is the grand-son of Jagdish Chandra Mahindra, co-founder of Anand Mahindra was born in
Mumbai on 1 May 1955 and belongs to a famous business family. His father’s name is Harish Mahindra,
industrialist and mother’s name is Indira Mahindra. Anand completed his early schooling from Lawrence
School, Lovedale. Anand was noted as ‘Entrepreneur of the Year’ by Forbes (India) for 2013. Anand was given
the third-highest civilian award in India, the Padma Bhushan Award in January 2020.

As of September 2017, his net worth is estimated to be $1.55 billion. He is an alumnus of Harvard
University and Harvard Business School. In 1996, he established Nanhi Kali, a non-government organisation
that supports education for under privileged girls in India.

In August 2012, he took on the role of Chairman of the board and Managing Director of the Mahindra Group
from his uncle, Keshub Mahindra. In November 2016, Anand was re-designated as Executive Chairman of
Mahindra& Mahindra Ltd and continued to be the Chairman of Mahindra Group
 History of Mahindra
Mahindra & Mahindra was founded as a steel trading company on October 2, 1945 in Ludhiana as Mahindra &
Muhammed by brothers Harikrishnan and Jayakrishnan and Jagdish Chandra Mahindra along with Malik
Ghulam Muhammad. Anand Mahindra, the present Chairman of Mahindra Group, is the grandson of Jagdish
Chandra Mahindra. After India gained independence and Pakistan was formed, Muhammad emigrated to
Pakistan. Muhammad acquired Pakistani citizenship and settled in Lahore, and in 1948 became Pakistan's first
finance minister. Thereafter, the company changed its name to Mahindra & Mahindra in 1948.It eventually saw
a business opportunity in expanding into manufacturing and selling larger MUVs, starting with the assembly
under licence of the Willys Jeep in India. Soon established as the Jeep manufacturers of India, the company
later commenced manufacturing light commercial vehicles (LCVs) and agricultural tractors.
Over the past few years, the company has taken interest in new industries and in foreign markets. They entered
the two-wheeler industry by taking over Kinetic Motors in India.M&M took a 55% stake in the REVA Electric
Car Company in 2019 and renamed it to Mahindra Electric in 2016 following taking 100% ownership. South
Korea's SsangYong Motor Company was acquired in 2011.In 2010–11 M&M entered in micro drip irrigation
with the takeover of EPC Industries Ltd in Nashik.

In October 2014, Mahindra and Mahindra acquired a 51% controlling stake in Peugeot Motorcycles and
acquired a 100% controlling with Renault, with Mahindra & Mahindra buying out Renault's stake. Renault
continues to licencestake in October 2019.

In January 2017, Mahindra and Mahindra Ltd acquired a 75.1 equity stake in HisarlarMakina Sanayi veTicaret
Anonym Şirketi (Hisarlar),a farm equipment company, marking its entry into Turkey and in September 2017
acquired another Turkish tractor and foundry business ErkuntTraktorSanayii AS for ₹800 crore. In April 2020,
the company ended its joint venture and supply key components such as engines and transmissions to Mahindra
& Mahindra. In December 2015, Mahindra and Mahindra Ltd and affiliate Tech Mahindra Ltd, through a
special purpose vehicle (SPV), have agreed to buy a 76.06% stake in Italian car designer PininfarinaSpA, for
€25.3 million (around Rs.186.7 crore).
 Categorisation of Mahindra

Aerospace Aftermarket

Steel Automotive
 Agri Industry Construction Instrument

Boats Hospitality

Real Estate and Infrastructure Defence

SWOT Analysis
SWOT analysis of Mahindra & Mahindra analyses the brand/company with its strengths, weaknesses,
opportunities & threats. In Mahindra & Mahindra SWOT Analysis, the strengths and weaknesses are the
internal factors whereas opportunities and threats are the external factors.

SWOT Analysis is a proven management framework which enables a brand like Mahindra & Mahindra to
benchmark its business & performance as compared to the competitors and industry. As of 2020, Mahindra &
Mahindra is one of the leading brands in the automobiles sector.
The table below lists the SWOT (Strengths, Weaknesses, Opportunities, Threats), top Mahindra & Mahindra
competitors and includes Mahindra & Mahindra target market, segmentation, positioning & Unique Selling
Proposition (USP).

Mahindra Operations
Founded in 1945 as a steel trading company, we entered automotive manufacturing in 1947 to bring the
iconic Willys Jeep onto Indian roads. Reaching out to the world – a global timeline.

1969 – Mahindra establishes its export division with its first order of 600 jeeps for the Yugoslavian market.
And this begin Mahindra Journey for expanding its global footprint.

1970’s – Mahindra begins exporting vehicles to Nigeria and other African countries. Today, the company has a
presence in almost 15 markets in Africa.

It was also during the 70’s that Mahindra concluded exports of about 3300 units, mainly to Indonesia and
Yugoslavia

1990’s – Mahindra begins exporting to Nepal in the early 90’s and today, the mountain kingdom is one of
Mahindra’s key markets in neighbouring countriesCBU exports in Ro-Ro shipment was made to Ceylon ,
Kenya , Namibia, Mozambique in Africa.
Circa 2000 – The Bolero is launched, further transforming the image of the company with its contemporary
looks and style. Mahindra increased its global aspirations and expanded further afield. It was during this
decade that Mahindra’s export division gained further momentum.

The winds of change were blowing through Mahindra as the company began consolidating its strengths in
design. In 2002, M&M achieved a major milestone with the launch of India’s first indigenous SUV, the Scorpio.
A runaway hit from the day of its birth, the Scorpio was by far one of the most exciting products ever
developed by M&M and one that would give it immense recognition.

The success of the Scorpio in India further bolstered Mahindra’s global ambitions and the company actively
began looking for partnerships overseas. The emphasis was now on establishing a solid local presence as this
was the key to long-term success and building trust with the customer. In addition to the Scorpio, Mahindra
also developed the Mahindra pik Up, based on the Scorpio platform, exclusively for overseas markets.

In the early 2000s Mahindra made its presence in Tanzania, Sri Lanka, Congo, Madagascar, Mozambique,
Ethiopia, Rwanda , Burundi and Nigeria .

2004 – A significant year for Mahindra, which sees the company open its first office outside India marking its
presence internationally.Mahindra South Africa, a JV company, is also set up in South Africa for sale of the
Scorpio and Bolero Pik Up.

2005 – Mahindra Europe is established in Italy with the launch of the Scorpio (known as the Mahindra Goa),
and Bolero Pik Up. Mahindra also made a foray in the Other European market in the same year.

2006 - M&M launches a product solely for the overseas market, the Mahindra Pik Up which was built on the
Scorpio platform.

2007 – Mahindra consolidates its position in neighbouring countries including Bhutan. The company soon
forays into Morocco, Algeria and Ghana, consolidating its position in the African continent. Mahindra also
ventures into Chile and Peru in South America with the introduction of the Mahindra Pik Up.

2008 - Mahindra Automotive Australia is formed to strengthen Mahindra’s position in Australia. The market of
Paraguay is opened for Mahindra Business.

2009-10 – The iconic Brand Mahindra Thar is launched in Italy and South Africa. This year also saw the
consolidation of Farm and Auto Business in Mahindra , leveraging on the synergy for International Business

Formation of IO AFS – combined entity for exports for automotive and farm division products under single
Chief executive . Harnessing Synergy between the two operations of Auto & Farm sector.

2011- Mahindra Expands its foot prints in South America in Uruguay, Ecuador .Year 2011 also saw one of the
most distinguished launch ,Designed and developed in-house by Mahindra, with the cheetah-inspired styling
the Mahindra XUV500 ,its first global SUV platform, a monocoque ,with significant inputs in styling and
development from customers across the globe.

There was a simultaneous launch for Mahindra XUV500 in South Africa .

The year 2011 also saw the global launch of Mahindra Next Big Pik up exclusively for International Markets,
Mahindra Genio .

2012 The market of Columbia was opened to strengthen the presence in South America. This year to see
many more foot prints across the globe with a huge surge on Volumes and market share.
 Awards and Recognition

1. Golden Peacock Award for Excellence in Corporate Governance' by the Institute of Directors.

2. 'National Award for Excellence in Corporate Governance' by the Institute of Company

Secretaries of India.

3. 'Best Companies to Work For' award by Business Today in 2016 in the 'Engineering & Automotive'

category.

4. AON Hewitt Award for Top 10 Global Companies for Leaders.

5. TOI Social Impact Award (2015) for K. C. Mahindra Education Trust's project Nanhi

Kali in the 'Corporate – Education’ category.

6. Manufacturer of the Year' by CNBC Overdrive Awards 2016.

7. Keshub Mahindra honored with the Lifetime Achievement Award from ASSOCHAM

(The Associated Chambers of Commerce and Industry of India), in recognition of his

Stellar contribution in the Indian industry over past five decades.

8. Anand Mahindra featured among Top 30 Global CEOs on prestigious Barron’s 2016 lists.
 Founder and Promoter

Jagdish Chandra Mahindra commonly referred as J. C. Mahindra (c 1892–1951) was an

Indian industrialist and co-founder of Mahindra & Mahindra in 1945, with  Kailash Chandra
Mahindra and Malik Ghulam Mohammed. He is the grand-father of Anand Mahindra, the present
Chairman of Mahindra Group.

Kailash Chandra Mahindra commonly referred as K.C.

Mahindra (1894-1963) was an Indianindustrialist who co-
founded Mahindra & Mohammed in 1945 which was later
renamed as Mahindra & Mahindra in 1948, with Jagdish Chandra
Mahindra and Malik Ghulam Mohammed.

Malik Ghulam
Muhammad  was a Pakistani financier who served as the
third Governor-General of Pakistan, appointed in this capacity in
1951 until being dismissed in 1955 due to health conditions.
[1]
 He co-founded Mahindra & Mohammed in 1945
(later Mahindra & Mahindra in 1948) with Jagdish Chandra
Mahindra and Kailash Chandra Mahindra.
 Three Pillars of Mahindra Rise

Core value of Mahindra

SANKALP

S : Smile and Greet

A : Analyze need
N : Need based Demonstration
K : Key to Test Drive
A : Acknowledge and Eliminate Doubt
L : Lead to Close
P : Promise to Relationship
ANAND MAHINDRA ON VALUES OF MAHNDRA
PROFESSIONALISM
 GOOD CORPORATE CITIZENSHIP

CUSTOMER FIRST

QUALITY FOCUS

MAHINDRA CRUSADE

As the man in charge of Product Planning, it is Rajiv Mehta’s job to imagine what Mahindra’s future products
should look like over the next few years. This is both an art and a science, requiring left and right brain
thinking. Hard data on industry growth trends and buyer behaviour is combined with evolving social trends to
arrive at a best guess of what consumers would be looking for in their vehicles over the next few years. While
planning new vehicles Rajiv and his team also have to ensure that they are filling the gaps in Mahindra’s
product portfolio.

Globalization is perhaps most prevalent in the auto industry. To give you an example, a few years back, what
was happening in the US or Europe was probably four or five years ahead of what would happen in India but
this window has been rapidly narrowing to say a year or two now and very soon you could see a reversal of
trends; India and some of the emerging markets where we have plans to be a serious player would probably
define the shape of automobiles in times to come and we have some few interesting ideas in the bag for such an
eventuality,” says Rajiv.

Rajiv’s team also works closely with Marketing and Sales to get real time market feedback, while sharing inputs
with the Design team. The biggest reward for Rajiv and his team is when the new vehicle concept and business
case is accepted by the Management and the vehicle begins its journey towards becoming a production model.

The first time we see a new vehicle rolling off the assembly line, it feels like seeing your baby grow. We are
very fortunate to be able to dream, conceive, and then see our dream turn into reality,” says Rajiv. .

JoydeepMoitra, Head of International Operations, Automotive Division tell us, “Mahindra’s International
Operations has a presence in some globally advanced automotive markets and our learnings from there enable
us to stay abreast of global trends. For instance, the XUV 500 was researched in the markets of Europe, South
Africa and Latin America. We work with Engineering teams to ensure our new products meet the needs and
desires of the global consumer.

We continue to adapt our existing Indian products and align them better with global market requirements.
Numerous applications such as Panoramic vans, Panel vans, Mine spec pick-ups, adaptations for towing a
caravan for a family weekend outing are testimonials to that effect.”

As M&M gears up to take on the challenges of this year, it has put in place several initiatives and processes to
ensure that all functions run smoothly. ‘Crusade’ was initiated about three years ago, to increase vehicle quality
by ensuring First Time Right (FTR), Every Time Right (ETR) and Delightful Customer Experience (DCE) at
dealerships. Crusade is the buzz word for everyone in the Auto Division including Product Development,
Component Development, Manufacturing, Customer Care, Sales and at the dealerships. It also includes a sales
and service promise rolled out at dealerships, which is an industry first.

Additionally, M&M embarked on its journey of redefining customer centricity in 2010, the year when it was
ranked at the bottom of the JD Power Sales Satisfaction Index (SSI). As a team, the Auto Division resolved to
make Mahindra the most customer centric automotive company in India. It has been quite a journey since then
with many ups and downs, filled with challenges and rewards. Over the last five years, Mahindra has
consistently moved up the rankings year after year, reaching the podium by claiming Number 3 position in
2013, and retaining that position in 2014. In 2015, Mahindra achieved its goal by being ranked No. 1 in the SSI
study where it tied with Toyota.

Developing advanced technology by encouraging innovation is not new for Mahindra. Micro Hybrid in the
Scorpio with start-stop technology, alternative fuels like hydrogen powered 3
 wheelers, electric vehicles and the Common rail diesel engine were all firsts by Mahindra in India.
A. Sriniwas, Principal Chief Engineer, Vehicle Systems, is in charge of the development of 14 major
vehicle systems including electricals and electronics. He highlights the fact thatMahindra has
developed 24 innovations inthe automotive electronics space in India.

Manpower Sourcing Modes in Mahindra

Manpower India Outsourcing has provided more than 260 Manpower India executives to M & M. These
executives are working in the company from last 2 years in the field of Sales, Service, Demonstrations and
Dealer development. Local candidates were recruited to take benefit of their knowledge of local language
and terrain.  These executives are promoting Mahindra products and are fresh/ experienced - graduates/
diploma engineers/ engineers. These executives are placed in different company on PAN India.

Industrial Growth of Mahindra

Mahindra's Auto Sector registers overall growth of 11% in FY-19

Mahindra & Mahindra Ltd. (M&M Ltd.), a part of the USD 20.7 billion Mahindra Group, announced its
auto sales performance for the financial year ended March 31, 2019, which stood at 6,08,596 vehicles,
compared to 5,49,153 vehicles during FY-18, registering a growth of 11%. For the month of March 2019 the
company sold 62,952 vehicles, a marginal growth over March 2018.

The company’s domestic sales touched 59,012 vehicles during March 2019, as against 58,652 vehicles in
March 2018.

The Passenger Vehicles segment (which includes UVs, Cars and Vans) sold 27,646 vehicles in March 2019,
registering a growth of 4%.

In the Commercial Vehicles segment, the company sold 24,423 vehicles in March 2019, as against 25,495
vehicles in March 2018.

In the Medium and Heavy Commercial Vehicles segment, M&M sold 917 vehicles for the month. Exports
for March 2019 stood at 3,940 vehicles, a growth of 15%.
SALE SUMMARY

Market Share of Mahindra in Comparision with the

Competitors
Vision,Mission Statement of Mahindra
Comparison of Quality Standards
Of Mahindra
 Organisational Charts of Agrawal Autosales(Mahindra &
Mahindra)

MAIN DEALERSHIP DRONACHARYA

(SALES) SUSHANT PANDEY

DP X-MART COORDINATOR
SHUBHAM AGARWAL/ SUMIT AGARWAL SONU KUMAR

ACTIVITY COORDINATOR
AMIT SINGH

GM (PERSONAL)
GM (COMMERCIAL)
ABHISHEK SINGH
ABHISHEK SINGH

SM (HI END)
SM (MUV) SM (COMPACT) SM (PICKUP) SM (SUB 1 TON)
AMIT
NEERAJ SINGH PRADEEP YADAV KAMTA GUPTA INDRA DEV
SRIVASTAVA

TL TL TL TL
TL
(VACANT) (VACANT) (VACANT) (AMITABH KUMAR)
(VACANT)

FSC FSC FSC FSC

FSC ASHISH KESHARI
SUSHIL SINGH ASHUTOSH SHER SINGH
SSC AMIT SSC VIKAS
SANJEEV SINGH TIWARI SANDEEP
SHUBHAM JAISAWAL RAKESH ANSHUMAN
ARVIND MISHRA FAIZAL KHAN KUMAR
SINGH ANWAR SRIVAS ANIL SHARMA
VISHESHWAR M.P. SHUKLA VIJAY KESHRI
KHAN TAVA MITHILESH
DAYAL NARENDRA SALEEM
V.P. MISHRA MISHRA
V.P. MISHRA KUMAR AHMAD

RRC RRC
AMIT SINGH UMA

Details of Product & Services of Mahindra

The products / services of Mahindra & Mahindra arecategorized into three following groups 1988 Mahindra
CJ 640 DP, Peugeot XDP 4.90 diesel engine – Jeep CJ derived model with 4-door closed body
I. Personal Category:-

The personal category products are purchased for personal use or self convenience of the customer.
II. Commercial Category:-
The commercial category products are purchased for business purpose.
III. Sub 1 Ton Category:-

Mahindra’s entry in the load carriage 3 wheeler market was marked by the launch of Champion. It is
available in both Load and Passenger variants.
 Services:-

I. Customization Service:-

Mahindra & Mahindra takes pride to be a customer centric organization. They are in fact the only
original manufacturer in India to pursue automotive customization.
Once the automobile is picked up by the customer, they offer an array of customization menus to
completely revise the look and feel of the car.
Change everything from details like colour and spot lamps to the structure itself by restyling the body
shell, hood and bumpers. Overhaul the interior from carpeting to thr central console to the number and
types of seats.

Cleaning
Dent Repairing

Repairing
II. Design Services:-

Mahindra offers customized design services

through the Italy based design house,
Mahindra Graphic Research Design. They
focus on styling, engineering, CAE
(Computer-aided engineering), prototypes and
project management to partners from clients
from start to finish.

They have provided two-wheelers, passenger

vehicles; light and heavy trucks with part
design for BIW (Body in White), exterior and
interior trim and instrument panels.

III. Mahindra Spares:-

In the addition to making ground-breaking vehicles, they build many of the important parts. Since 2002,
they have offered a wide range of spares for Mahindra’s automobiles, farm, and Mahindra Navistars trucks
and other companies in domestic and overseas markets. With more than 36000 active parts handled by over
800 vendors through the hub and spoke model, they assured that the customersgets the best parts and
services at a reduced order-to-delivery time.

Corporate Strategy of Mahindra

Products related Strategies:-
The strategies related to products adopted by Agarwal

Autosales are-

 Test driving

 Free driving

 Hoarding

 Discounts

 Advertisement in Newspaper and magazines

 Gift schemes

 Free services

 Mileage contents
 Services related Strategies

 Free checkups campaign

 Finance through banks

 Demonstration for new products

 Acceptance for warranty claim

HRStrategy of Mahindra
Employee Retention Benefits
 Managing Key Resource Requirement
The reassessment of organisational requirements brought in gaps in terms of management resources. While
many of the roles were filled through internal promotions and parallel moves, certain gaps like inability of
the senior management to fit in the role due to the rapidly changing business environment emerged.
Therefore the company began inducting senior management resources from diverse companies like Xerox,
Marico, Enron, Hindustan lever Ltd as well as from engineering, tractor and automobile sectors. This
enabled the company to induct a talent pool with rich background which was suitable to the changing
business requirements of the group.

Also in order to bring in young talent keeping in mind the long term objectives, the group has started a
formal Management Trainee Scheme through campus recruitments. The move threw up an interesting
observation, that of acceptability of young blood working initially at operational level jobs with older
experienced people. To avoid the feeling of animosity and in order to build comaraderie, the group has put
in place a Mentoring system, where each management trainee has a senior executive who plays the role of
mentor. The mentor reviews the progress made by the trainee every two-three months and provides guidance
and counselling if the need so arises. Further in order to encourage existing management resources to seek
internal opportunities beyond their immediate business group, a formal internal advertisement has been
established, which puts up vacancies on the Mahindra intranet.

Management Development

(House Management Development programme)

 Need to enhance internal talent and leadership potential as felt at middle and senior management
levels.
 This objective was being met through a series of initiatives at all levels including the top
management, where the emphasis is on strategy, leadership and change.
 A three tier approach was in place to develop the capabilities of the management and it was
structured to meet the needs at each responsibility band of management.
 For the strategic and executive management band, the focus is on team building, people skills,
understanding and managing financial and marketing orientation.

Finance Strategy
 Year 1: Focusing on INDIA

Focus to become global brand

Corporate Social Responsibility

As a large global corporation, Mahindra see an incredible opportunity to drive positive changefor
allstakeholders. By making every aspect of business sustainable, Mahindra re-affirm commitment to a better
world. From employees, to the communities which are a part of, Mahindra want to conduct our business
consciously and responsibly. In everything they do, they ensure that they Rise to do good.
 Some of therecoroporate Social responsibility are:-

1.Education

2.Cleanner India
3.Foundation & Trust

4.Serving the Community

5.Rejuvating the Plants

 Board of Directors
We believe that good corporate governance is the driving force behind superior shareholder returns,
attracting the right talent and partners, and creating a positive impact on the lives and communities we
touch.
Our Board provides the leadership that helps us contribute positively to our stakeholders’ prosperity, from
shareholders to employees to customers to community members. Bringing together extensive experience and
achievement across many industries, our Board continues to guide us with their broad and deep collective
wisdom.
KESHUB MAHINDRA,Chairman Emeritus of Mahindra &Mahindra
Ltdis a graduate from Wharton, University of Pennsylvania, USA. ...
From 2004 to 2010, Keshub was a Member of the Prime Minister's
Council on Trade & Industry, New Delhi.

ANAND MAHINDRA (Chairman of Mahindra group)

Anand Gopal Mahindra (born 1 May 1955) is the Chairman
of Mahindra Group, a Mumbai-based business conglomerate.

Pawan Kumar Goenka is an Indian businessman, and the

Managing Director of Mahindra and Mahindra Limited, an Indian
multinational automobile manufacturing corporation headquartered
in Mumbai, and the chairman of SsangYong Motor Company in
Korea Mahindra & Mahindra.

NADIR GODREG (Independent Director)

Nadir, joined the Board in 1992. He is currently the Managing Director of
Godrej Industries, India’s leading manufacturer of oleochemicals, edible oils,
vanaspati, and bakery fats.
MM Murugappan (Independent Director)
He had joined the board in 1992. He is currently Chairman of Carborundum
Universal, Tube Investment of India, and Wendt India.

RAVINDRA KULKARNI
Ravi, joined the Board of in 1997. Since 2005, he has been
a Senior Partner at the legal firm Khaitan& Co, Mumbai.

ANUPAM PURI (INDEPENDENT DIRECTOR)

Anupam, known as Tino, joined the Board in 2001. He is also a Board
Member of Tech Mahindra and Dr. Reddy’s Laboratories, on the advisory
boards of Spencer Stuart and Corsair Capital, and a Special Advisor for
General Atlantic Partners.

VISHAKHA SHERI (INDEPENDENT

DIRECTOR)
Vishakha joined the Board in May 2012. She is President and CEO of the
Asia Society, a leading global organization committed to strengthening
partnerships among the people, leaders and institutions of Asia and the United
States.

VIKRAM SINGH MEHTA

Vikramjoined the Board in May 2012. He serves as the Chairman of the
Shell Group of Companies in India, a position he’s held since 1994.
 Overview of Automobile Industry

Mahindra & Mahindra, brands its products as "Mahindra", produces SUVs, saloon cars, pickups, lightweight
commercial vehicles, heavyweight commercial vehicles, two wheeled motorcycles and tractors. Mahindra
maintains business relations with foreign companies like Renault SA, France.
1988 Mahindra CJ 640 DP, Peugeot XDP 4.90 diesel engine Jeep
CJ derived model with 4-door closed body.
M&M has a global presence and its products are exported to several
countries. Its global subsidiaries include Mahindra Europe S.r.l. based
in Italy, Mahindra USA Inc., Mahindra South Africa and Mahindra
(China) Tractor Co. Ltd. In 2015, Mahindra reentered the Philippine
market after a brief presence in 1990s.
Mahindra began assembling the Jeep CJ3 in 1954, and light
commercial vehicles in 1965. In 1979 the licensed assembly of Peugeot diesel four-cylinder engines and
transmissions began, and in 1982 a tie-up with Kia Motors to build their four-speed KMT90 transmission
and transfer case was announced .Mahindra's MM range was a mainstay of the lineup and was eventually
also offered with a 1.8-liter Isuzu petrol engine in addition to International and Peugeot diesels. Mahindra
started making passenger vehicles firstly with the Logan in April 2007 under the Mahindra Renault joint
venture. M&M made its maiden entry into the heavy trucks segment with the Mahindra Truck and Bus
Division, the joint venture with International Truck, USA.
Mahindra produces a wide range of vehicles, including MUVs, LCVs and three-wheelers. It manufactures
over 20 models of cars, including larger, multi-utility vehicles like the Scorpio and the Bolero. It formerly
had a joint venture with Ford called Ford India Private Limited to build passenger cars. Mahindra &
Mahindra launched the Mahindra Xyloin January 2009, selling over 15,000 units in its first six months.
Mahindra planned to sell the diesel SUVs and pickup trucks starting in late 2010 in North America . Through
an independent distributor, Global Vehicles USA, based in  Alpharetta, Georgia. Mahindra announced it
would import pickup trucks from India in knockdown kit (CKD) form to circumvent the Chicken tax. CKDs
are complete vehicles that were assembled in the United States from kits of parts shipped in crates. On 18
October 2010, however, it was reported that Mahindra had indefinitely delayed the launch of vehicles into
the North American market, citing legal issues between it and Global Vehicles after Mahindra retracted its
contract with Global Vehicles earlier in 2010, due to a decision to sell the vehicles directly to consumers
instead of through Global Vehicles. However, a November 2010 report quoted John Perez, the CEO of
Global Vehicles USA, as estimating that he expected Mahindra's small Diesel pickups to go on sale in the
United States by spring 2011, although legal complications remained, and Perez, while hopeful, admitted
that arbitration could take more than a year. Later reports suggested that the delays may be due to Mahindra
scrapping the original model of the truck and replacing it with an upgraded one before selling them to
Americans. In June 2012, a mass tort lawsuit was filed against Mahindra by its American dealers, alleging
the company of conspiracy and fraud. Mahindra launched its relatively heavily published SUV, XUV500,
code named as W201 in September 2011. The new SUV by Mahindra was designed in-house and it was
developed on the first global SUV platform that could be used for developing more SUVs. In India, the new
Mahindra XUV 500 came in a price range between ₹1,140,000–1,500,000. The company was expected to
launch three products in 2015 (two SUVs and pme CV) and an XUV 500 hybrid. Mahindra's two wheeler
segment launched a new scooter in the first quarter of 2015. Besides India, the company also targeted
Europe, Africa, Australia and Latin America for this model. Mahindra President Mr. Pawan Goenka stated
that the company planned to launch six new models in the year. The company launched the CNG version of
its mini truck Maxximo on 29 June 2012. A new version of the Verito in Diesel and petrol options was
launched by the company on 26 July 2012 to compete with Maruti's Dzire and Toyota Kirloskar Motor's
Etios.
On 30 July 2015, Mahindra released sketches of a new compact SUV called the TUV300 slated to be
launched on 10 September 2015. The TUV300 design took cues from a battle tank and used a downsized
version of the mHawk engine found on the XUV500, Scorpio and some models of the Xylo.
This new engine was dubbed the mHawk80.Mahindra Automotive North America (MANA), the company's
U.S. subsidiary, opened a car manufacturing plant in Detroit, Michigan on 20 November 2017The first
product from the new facility was launched on March 2, 2018 as the Mahindra Roxor. In September
3 Mahindra Marazzo was launched.
Military Defence
The company has built and assembled military
vehicles, commencing in 1947 with the importation of
the Willys Jeep that had been widely used in World War
II.Its line of military vehicles include the Axe. It also
maintains venture with BAE Systems, Defence Land Systems
India.

On the Ground Activity of Mahindra

Group is set to bring its corporate social responsibility, sustainability and corporate governance initiatives
under a new branding umbrella ‘Rise for Good’ that it is set to unveil on Thursday, on the occasion of its
70th founder’s day. "The real reason to bring these initiatives under one umbrella is to give them more
strength and to give a further impetus, momentum and synergy to the movement for employees to be more
involved," Rajeev Dubey, president, group HR, corporate services.

MAHINDRA 20 YEAR CELEBRATIONS

 MAHINDRA CELEBRATING 50 LAKH CARS MAHINDRA BLUES FESTIVALS

Future Planing of Mahindra

URBAN DEVELOPMENT: Rapid urbanization is a complex challenge today. And developing holistic
ecosystems that offer inclusive and high standards of living – even in the face of expansion – is paramount.
MOBILITY:-The future of mobility is clean, connected, shared and seamless – everything a smart city
should offer. Tomorrow’s cities should not only have offices
adjoining residential areas to reduce “rush hour traffic”, but also
smarter traffic systems.
Capabilities of Mahindra (Mobility)
 Green Mobility
 Smart Traffic Management
 Connected Vehicles
SOCIAL WELFARE:- At the core of building smart
cities, rests a higher purpose of building
communities – through social services. As jump- shifts in
technology continue to make smart cities the new order,
the same technology will make developing social aspects a
lot easier.
UTILITY:- At Mahindra, we have dedicated ourselves to the reuse of grey water at our factories. And our
waste-to-energy solutions allow organic waste to power cities.
INFORMATION & COMMUNICATION TECHNOLOGY:-Our solutions transform cities into meta-
performing connected ecosystems – making life easy and efficient

Automobile assembly plants

 Bangalore, Karnataka, India
o Mahindra e2o
 Chakan, Maharashtra, India
 o Mahindra Maxximo
o Mahindra Supro
o Mahindra XUV500
o Mahindra TUV300
o Mahindra KUV100
o Mahindra Pik-Up
o SsangYong Rexton
 Haridwar, Uttarakhand, India
o Mahindra Bolero
o Mahindra Scorpio S2
o Mahindra alfa
 Nasik, Maharashtra, India
o Mahindra Thar
o Mahindra Xylo
o Mahindra Quanto
o Mahindra Bolero
o Mahindra Scorpio
o Mahindra Pik-Up
o Mahindra Verito
 Zaheerabad, Telangana, India
o Mahindra Bolero Camper
o Mahindra Tourister
o Mahindra alfa auto
o Mahindra Jeeto
o Mahindra Comfi

Chapter-2
Brief Profile of the Organization imparting training
 History of the Firm
Agarwal Auto Sales (Mahindra & Mahindra)
Bharuhana, Chunar Road, Mirzapur

The firm named Agarwal Auto Sales, Bharuhana, Chunar Road, Mirzapur was formed on 16 June 1967.
This firm was started as authorized dealer of Escorts Tractor and later it extended with operation from
Mirzapur to Sonebhadra District as well.
The dealership business of M/s Agarwal Auto Sales with Mahindra & Mahindra was started since 1989as
authorized dealer of Mahindra & Mahindra in Mirzapur, Uttar Pradesh.
This firm M/s Agarwal Auto Sales is also the dealer of Godrez (Office and home furnitures and security
equipments). The owner of this firm started their dealership from Mirzapur and also have exclusive
showroom of Godrez in Anpara, Sonebhadra. Their clients include NTPC, NCL, Lanco and all major
nationalized banks & other financial institutions.
They have their three showrooms and five workshops in Mirzapur and Sonebhadra District.
The firm M/s Agarwal Auto Sales have been pioneer in Tractor industry of Escorts Tractor in Mirzapur
where in they have sold more than 17000 tractors till now.
Under Mahindra & Mahindra they sell about 2000 vehickles over here and swrvice over 25000 vehicles over
here. There are more than 200 employees are working in this firm.
Highest selling in Mahindra & Mahindra is of Bolero, Scorpio and Pickups. These are the top selling models
of Mahindra & Mahindra company.

SOME BASIC INFORMATION OF AGARWAL AUTO SALES MAHINDRA &

MAHINDRA-
 BRANCHES- Mirzapur, Robertsganj, Narayanpur and in Anpara.
 FRANCHISEE- Godrej, Mahindra and Escorts Tractor.
 DISTRIBUTORS- Self distributes the product.

Vision & Mission Statement ofAgarwal Auto Sales

 Vision Statement
To be the leading Dealer as per MDEP (Mahindra Dealer Excellence Program) guidelines having right
process, system and manpower in place in two year.

Mission Statement
 Focus on customer satisfaction
 Integrating Sales with Service
 Fostering Team Work and enhancing the capability of the team
 Continual Improvement

On the Ground Activity

Of
AgrawalAuto Sales

KUV Launching

Crusade Launching
Mahindra Live young Live Free

Crusade Launching Robertsganj

Marazzo Launch

50th YEAR CELEBRATION-

 DETAILS OF PRODUCTS/SERVICES
OF
Agarwal Auto sales
Products:-
 Mahindra Cars
 Mahindra XUV300
 Mahindra Alturas G4
 Mahindra XUV500
 Mahindra KUV100 NXT
 Mahindra Scorpio
 Mahindra Bolero

Services:-
 Customization Services
 Design Services
 Machine Spares

CORPORATE STRATEGY
OF
AGARWAL AUTO SALES
Products related Strategies
The strategies related to products adopted by Agarwal Autosales are-

 Test driving
 Free driving
 Hoarding
 Discounts
 Advertisement in Newspaper and magazines
 Gift schemes
 Free services
 Mileage contents

Services related Strategies

 Free checkups campaign

 Finance through banks
 Demonstration for new products
 Acceptance for warranty claim
Future Planning of the Firm
Agarwal Auto Sales (Mahindra & Mahindra)
Bharuhana, Chunar Road, Mirzapur

The firm M/s Agarwal Auto Sales also decided their future planning for the growth and development of their
firm to gain maximum market share and to take forward company to greater heights by adding different
effective activities.

Partners of the firm

There are three Partners of M/s Agarwal Auto Sales are :-
1. Mr. Gyanchandra Agarwal
2. Mr. Harishchandra Agarwal
3. Mr. Madanlal Agarwal

This firm is also looked by the son of these partners are :-

1. Mr. Shubham Agarwal
2. Mr. Sumit Agarwal
3. Mr. Saurabh Agarwal

CHAPTER-3

CUSTOMER RELATIONSHIP MANAGEMENT STRATEGY

Customer relationship management (CRM) is one of many different approaches that allow a company to
manage and analyse its own interactions with its past, current and potential customers.It uses data analysis
about customers' history with a company to improve business relationships with customers, specifically
focusing on customer retention and ultimately driving sales growth.
The need for customer relationship management grew out of changes to the buyer-seller model. This shift
away from transactional sales and marketing behaviors, and toward a customer-centered model started in the
1970s. Relationship marketers refined the model in the 80s, and in the 90s, technology accelerated changes
even further. In the 2000s, the complexities of the internet, advances in social media technology, and
empowered customer behavior changed the model forever. The result was a shift in perspective regarding
how to address customers as the primary business asset.
Customer relationship management strategy needed to achieve the following:

 Govern how to satisfy customers beyond developing good products and services.
 Help retain existing customers to maximize efficiencies and reduce the cost of acquisition.
 Ensure customer satisfaction and a memorable brand experience.
 Improve the overall relationship between the business entity and specific audiences.

Fundamental Component of Customer Relationship

Management

Two Fundamental Component of CRM

Certainly, one of the major drivers of the meteoric growth in CRM is the financial return it can bring. Better
customer experiences correlate to increased customer retention and loyalty, which translates into increased
top-line revenue and company profitability.
But to achieve success, CRM projects require a coordinated and disciplined approach. Without a strategic
vision and supporting roadmap, CRM implementations can falter and all too easily become part of the 50%
of failed implementations widely quoted by the research firm Gartner.
Customer relationship management is comprised of two fundamental components — philosophical and
functional — that need to be developed and executed harmoniously for your CRM initiatives to be
successful.
The Philosophical Component of CRM
The philosophical component of CRM relates to making customer knowledge and insights the foundation
for your organization. It covers areas such as:
 Strategy
 Culture
 Vision
 Positioning
 Loyalty program strategy and support
 Processes
  Staffing
This component also takes into consideration the internal infrastructure required to support initiative.

The Functional Component of CRM

The functional component refers to a host of marketing, operational, organizational and technological
initiatives that make your CRM strategy run. The common thread is a 360-degree view of the customer via
an integrated platform.
The insights gleaned from the data impact and drive:
 Data management and governance
 Direct marketing, including digital
 Customer reporting
 Customer data analytics
 Customer research
 Customer communications, particularly personalized offers and messaging

CRM TECHNOLOGY
Technology — encompassing applications and infrastructure — falls under the functional component of
CRM, but there is no doubt that successful customer management requires a 360-degree view of the
customer. And to do that, it typically requires an investment in software. But all too often, technology
overshadows the other areas of customer relationship marketing.
A CRM technology roadmap should have the following characteristics:
 Supports 360-degree view of the customer.
 Utilizes comprehensive end-to-end system integrations of all customer-related platforms with tight
integration to enterprise CRM, MA and other legacy ERP systems.
 Ongoing updates are made as business evolves.
But before you invest in CRM software and its associated bolt-ons, you need to ensure that your strategy is
in place and that the business fundamentals have been covered.
CRM PROCESS
To be successful, customer management requires access to customer data, as well as cross-functional
support of the business plan. Getting the data into the hands of the business users and ensuring that it’s
incorporated into decision-making requires supporting business processes, including procedures and
business rules.CRM Process in a philosophical component.
To be successful, ensure that:
 Defined, integrated processes exist across the enterprise. Documentation of current state and future
state is key.
 Processes cross functional areas and are coordinated between marketing, advertising, digital, store
ops, customer service, IT/IS, merchandising, finance and ecomm.
 Processes are integrated into all strategic planning and future-state discussions, and maintain
customers as the dominant focus.
 Data management and governance is in place. Business users must have confidence in data integrity.

CRM Staffing

Resources, or people, are a major part of the functional component of customer relationship management.
This includes not only your actual team members and their skillsets, but also the related organizational
structure and incentives.
When focused on customer management, organizations need to be aligned for maximum impact on customer
engagement. Both CRM and digital have disrupted the traditional retail environment, and new roles and
skillsets are required. Plus, teams and departments must be cross-functional to ensure a smooth customer
journey.
Retailers must be able to adapt at scale to remain competitive. This makes recruiting and retaining the right
talent vital. Other important factors include:
 A top-down commitment. Senior management needs to continue to oversee the efforts and ensure
that the focus stays on the customer.
  An assigned owner for the CRM roadmap or business plan. This person ensures that the plan is
continually updated and reflects current state.
 Using customer metrics to measure performance.
 Connecting budgets to customer satisfaction goals.
 Using analysts in functional areas to discover and analyze insights from consumer data.

CRM Strategy

Strategy includes business goals and objectives, and falls under the philosophical component of CRM. It
directly relates to making customer knowledge and insights the foundation for your organization. As you
build your strategy for managing different customer segments and becoming more customer-centric, you
need to assure that it’s in line with, first, the company positioning, and then its culture and vision.
Once you have these elements in place, you can begin to determine how your CRM strategy will support
them.
As you can see, the ideal strategy includes a defined, integrated approach to ensure an optimal customer
experience that stretches across the organization, as well as customer journeys that are tracked and measured
based on the level of engagement and conversion.

Building a customer-centric strategy includes:

 Senior management viewing customer-centricity as the primary focus for the enterprise and aligning
the organization around customer insights.
 Development of a detailed business plan based on customer understanding and insights.
 Collecting all available customer data and tracking customer behavior, providing the organization
with a 360-degree view of the customer.
 Having the entire organization focused on creating a differentiated customer experience and
operationalizing it throughout marketing, customer care, digital, ecomm touchpoints, and
marketing/advertising campaigns.
 Coordinating touchpoints across functions to improve customer experience.
 Using customer metrics to measure performance across the retailers.
 Basing business decisions on data and insights derived from data.
 Using advanced modeling and algorithms to predict customer behavior and drive customer metrics.

Delivering relevant, personalized communications to customers.

Types of Customer Relationship Management

1.Strategic
Strategic CRM is concentrated upon the development of a customer-centric business culture.

2.Operational
The primary goal of customer relationship management systems is to integrate and automate sales,
marketing, and customer support. Therefore, these systems typically have a dashboard that gives an overall
view of the three functions on a single customer view, a single page for each customer that a company may
have. The dashboard may provide client information, past sales, previous marketing efforts, and more,
summarizing all of the relationships between the customer and the firm. Operational CRM is made up of 3
main components: sales force automation, marketing automation, and service automation.

3.Analytical
The role of analytical CRM systems is to analyze customer data collected through multiple sources and
present it so that business managers can make more informed decisions.Analytical CRM systems use
techniques such as data mining, correlation, and pattern recognition to analyze the customer data. These
analytics help improve customer service by finding small problems which can be solved, perhaps by
marketing to different parts of a consumer audience differently.

4.Collaborative
The third primary aim of CRM systems is to incorporate external stakeholders such as suppliers, vendors,
and distributors, and share customer information across groups/departments and organisations. For example,
feedback can be collected from technical support calls, which could help provide direction for marketing
products and services to that particular customer in the future.

5.Customer Data Platform

A customer data platform (CDP) is a computer system used by marketing departments that assembles data
about individual people from various sources into one database, with which other software systems can
interact. As of February 2017 there were about twenty companies selling such systems and revenue for them
was around US$300 million.

Benefits ofCustomer Relationship Management

Once a company embraces customer relationship management, they are on the path to becoming customer-
centric putting the customer first in both strategy and execution. Better yet, leveraging customer data and
putting the customer at the center of your decision-making has been directly linked to significant growth and
performance gains.

Other benefits that can be achieved through an effective CRM approach include:

 Gain internal efficiencies. By having a 360-degree view of the customer, the entire enterprise is
using the same information to drive strategy and implement tactics. And reporting is consistent
across business areas.
 Ability to react in real-time. Most of today’s CRM solutions offer access to vital customer
information anytime, anywhere through mobile portals and at-a-glance dashboards.
 Improved proactivity. Having access to the full spectrum of customer data allows more efficient
and quicker analysis of performance and business metrics, and allows much faster diagnosis of
potential issues.
 Enhanced opportunities for targeting. By tapping broad purchase trend data and pairing it with
personalized activity, predictive analytics can pinpoint and identify which customers have the most
potential. And customer-based marketing can be more effectively targeted by analyzing and
interpreting customer behavior.
 Better understanding of channel influence. Customers are interacting with retailers across myriad
channels and devices, and are taking an increasingly longer time to consider their options before
purchasing. Between reading website reviews, watching product videos, asking for recommendations
on Facebook and reading blog articles to research their purchase, the number of potential paths a
customer may take toward eventually purchasing your merchandise is multiplying. CRM software
can now map out this purchase journey across channels to provide valuable information on what
actually influences purchase decisions so you can focus on which channels drive the best return.
 Increase effectiveness of customer loyalty programs. Loyal customers are an asset, and increasing
customer lifetime value (CLV) significantly impacts your bottom line. Tracking customer habits and
purchase behavior can help you design more effective loyalty programs through more relevant
benefits and targeted communications.
 Implememtation of CRM
Customer relationship management (CRM) implementation is the process of installing CRM software so an
organization can manage current and potential customer relationships. Successful CRM implementation can
help businesses analyze customer interactions, efficiently track leads and streamline processes. In order to
see the benefits of implementing CRM software, follow
these ten steps:
1. Identify why your organization needs a CRM system.
Your organization will maximize the benefits of a CRM system by first identifying which areas you want to
improve or which problems need to be addressed.

2. Research the many vendors in the CRM bracket to find one that will be a good fit for
your organization.
Consider factors, such as:
 Strength of the vendor’s product
 Vendor’s experience in the CRM market
 Knowledge level of the vendor’s employees
  Vendor’s corporate vision
 Vendor’s experience in working with companies the same size as yours
 Customer references

3. Instill good businesses practices before implementing your CRM system.
The last thing you want to do is automate bad processes or deploy a CRM system that forces you to change
the way you do business. Evaluate the quality of your business procedures and improve any shortcomings,
then make sure the CRM system you choose can accommodate your practices.

4. Create a formula to assess the system’s benefits for your company.

Declaring intangible benefits, such as increased productivity and better communication, is relatively easy to
do, but gauging concrete payoffs, like a million dollar revenue boost or a 10% increase in customer
retention, requires some planning. Knowing the system’s benefit calculation is important because it
benchmarks the success of your customer strategy and validates the importance of the system.

5. Identify which areas within your organization will use the system.
Gather input from all areas to ensure everyone’s needs are met. You’ll want to make sure that all users are
satisfied with the functionality of the system because everyone must use the system in order for it to
succeed. There are different types of customer relationship management systems, so you’ll want to ensure
you’re choosing the right one to address your organization’s needs.

6. Develop a realistic budget that accounts for all expenses associated with the
implementation of CRM system.
Be sure to discuss all of your expectations with your chosen CRM partner so you can both work to meet
your budget.

7. For the first phase of your CRM implementation, estimate how you might want the
system to evolve in the future.
For example, are there areas of the CRM system you will want customized to meet your unique needs? Add
users? Find out if the system will be able to accommodate these changes.

8. After the first phase of CRM implementation, you can consider additional phases for
rollout.
For example, once you have used the system for a few months, you might want to extend the system to other
departments, implement other modules or other customizations that you did not consider during the initial
implementation.

9. Evaluate whether you will need the system to interact with other software, such as
your accounting or human resource systems.
Discuss ease and cost of integration with the vendor so you are aware of what the process entails. What type
of software integrations will help you best run your business? Examples of software implementations
include: QuickBooks CRM, which helps finance departments with both business and customer financial
data. It also eliminates data duplication as well as generating invoices and estimating orders.
10. Implement the CRM system with a trickle down approach.
Support for the project must come from the top levels of management to instill a sense of importance and
commitment toward using the system.
 Chapter-4
Research methodology

The process used to collect information and data for the purpose of making business decisions.
The methodology may include publication research, interviews, surveys and other research techniques and
could include both present and historical information.
Research report is a medium to communicate research work with relevant people. It is also a good source of
preservation of research work for the future reference. Many times, research findings are not followed
because of improper presentation. Preparation of research report is not an easy task. It is an art. It requires a
good deal of knowledge, imagination, experience, and expertise. It demands a considerable time and money.
 Objective

My Objective of doing research on “The study on Customer relationship management under Agarwal
Auto Sales, Mirzapur (Mahindra & Mahindra)”
 To study the current CRM practice
 To find out the impact of CRM on organisation profitability.

Research Design

A research design according to Andrew B kirumbi (2018) is the set of methods and
procedures used in collecting and analyzing measures of the variables specified in the
research problem research. Research design is the framework that has been created to find
answers to research questions.

“MY RESEARCH REPORT IS BASED ON DESCRIPTIVE RESEARCH”.

Descriptive Research:-
Descriptive research is used to describe characteristics of a population or phenomenon being studied. More
simply put, it is all about describing people who take part in the study.
Descriptive research design is a scientific method which involves observing and describing the
behavior of a subject without influencing it in any way.
Many scientific disciplines, especially social science and psychology, use this method to obtain a general
overview of the subject.
 DISCRIPTIVE
RESEARCH OVERVIEW

Sampling Technique

“THIS PROJECT IS BASED ON NON-PROBABILITY TECHNIQUE”.

 Non-Probability Sampling-

Non-probability sampling represents a group of sampling techniques that help researchers to

select units from a population that they are interested in studying. Collectively, these units form
the sample that the researcher studies.

TYPES OF NON PROBABILTY

“MY SAMPLING TECHNIQUE IS BASED ON “PURPOSIVE JUDGEMENTAL

SAMPLING”
A core characteristic of non-probability sampling techniques is that samples are selected based on
the subjective judgment of the researcher, rather than random selection.
Data Collection

Data collection is the process of gathering and measuring information on targeted variables in an
established systematic fashion, which then enables one to answer relevant questions and evaluate outcomes.

“I used the primary data as well as secondary data because combination of both data is provides
absolutely correct and meaningful information”.

Primary data-
 Observation
 Questionnaire

Secondary data-
 Websites (like www.google.co.in, www.agarwalautosales.com, etc)

 Books (like HR Manager book of Mahindra & Mahindra, etc).

Sample Size

Sampling Plan Selected Samples

Sample Population Employees of M&M, Mirzapur
Sample Size 50
Area of study Mahindra & Mahindra
Time Period 6 weeks

QUESTIONNAIRE
Name:- _________________________________________________
Age: - _________________________________________________
Designation: - _________________________________________________

1.Since how many years you have been working with this organization?

a)0 to 5 years b)5 to 10 years c)more than 10 years

2. Are your customer’s needs clearly defined?

a) Yes b) No

3. Customer satisfaction surveys are conducted?

a) Yes b) No

4.Do you communicate results of your customer satisfaction surveys regularly throughout the
company?

a) Yes b) No

5. Do you actively seek out customer comments and complaints?

a) Yes b) No

6. How do you get customer comments and complaints?

a) Face to face . b) Toll free numbers, formal surveys c) Others means

7. How do you get information about the customers?

a) Face to face interview b) Surveys c) Any other means.

8. Do you analyze channel effectiveness?

a) Yes b) No

9. Do you take feedback from your customers?

a) Yes b) No

10. Is there any improvement in average sale per customer?

a) Yes b) No

Chapter-5
ANAIYSIS & INTERPRETATIONS
Analysis and Interpretation of Data

Analysis and interpretation of data is the process of organizing data into logical, sequential and
meaningful categories and classifications to make them amenable to study and interpretation .It is
a process of inspecting, cleaning, transforming, and modeling data with the goal of discovering
useful information, suggesting conclusions, and supporting decision-making.

1.Since how many years you have been working with this organization?

5-10 58.4%
10-15 1%

Interpretation:- 58.4% employee are working in organization since 5 years and 1% are for
more than 5 to 10 years.

2. Are your customer’s needs clearly defined?

 Yes 82.6%
No 17.4%

Interpretation:- 82.6% employee agree that there customer needs are identified where
17.4% disagree.

3. Customer surveys are done?

Yes 78.7%
NO 21.3%

Interpretation:78.7% agree that they conduct customer satisfaction survey which are usefull
in customer realationship management where as 21.3% disagree.

4.Do you communicate results of your customer satisfaction surveys regularly throughout the company?

Yes 78.7%
 No 21.3%

Interpretation:- 78.7% agree that they share result of customer survey with the company.

5.Do you actively seek out customer comments and complaints?

Yes 85.1%
No 14.9%

Interpretation:- 85.1% seek there customer comments and complaints actively where 14.9%
does not seek.
6. How do you get customer comments and complaints?

Face to Face 25.5%

Customer care number 74.5%

Interpretation:-74.5% complaints are through customer care number while 25.5% complaints
are through face to face.

7. How do you get information about the customers?

Survey 70.2%
Face to face interview 29.8%

Interpretation:-70.2% information about customer are collected from survey while 29.8%
information about customer are through face to to interview.
8. Do you analyze channel effectiveness?

Yes 78.7%
No 21.3%

Interpretation:-78.7% analyse channel effectiveness while 21.3% disagree.

9. Do you take feedback from your customers?

Yes 89.4%
No 10.6%

 
Interpreation:- 89.4% agree that they take there customer feedback while 10.6% disagree.
10. Is there any improvement in average sale per customer?

Yes 84.8%
No 15.2%

Interpretation:-84.8% agree that there is increase in average sale per customer while 15.2%
disagree.

Finding

 54.8% are working as employee in organization for 5 year.

 82.6% agree that there customer need areidentified.
 78.7% agree that customer survey is effective.
 78.7% agree that they communicate there customer survey result with organization.
 85.1% agree that they seek customer complaints actively.
 74.5% agree that customer complaints are collected by customer care number.
 70.2% agree they get information about customer through surveys.
 78.7% agree there is channel effectiveness.
 89.4% agree they get feedback from customer.
 84.8% agree that there is increases in average per sale customer.

Conclusion
From CUSTOMER RELATIONSHIP MANAGEMENT of the company, I conclude that Mahindra &

Mahindra has maintained a good customer relationship strategies. India’s number one Automobile Company

is making the best & demanding vehicles by the customers planned capacity addition programs. The internal

accrual of the company would be sufficient to making or launching the component for new Vehicles. The
company is well positioned raise the required demanding without having any problem and struggle, because

the vehicles of Mahindra always likes by the customers.

Therefore, in conclusion I can say that Mahindra & Mahindra has built effective Customer relationship

management by conducting surveys, interviews and providing customer services to built relationship

between customer and the organization.

Recommendation/Suggestions

Following suggestions/ recommendation can be made after analyzing the current status and future

expectations of the company:-

 The organisation should collect more information from customers to improve relationship.

 It is important to consider future needs and want of customer and to implement new services

and they should communicate with them regularly.

 They should adopt Information Technology for better Customer Relationship management.

Limitation of Study

 Responses may be biased while filling the questionnaire.

 Some employees felt pressure due to job security purposes, while some had of interest.

 Some information was not given as it was confidential to the company.

 There are some difficulties in conducting survey due to working hour of employees.
 Bibliography

BOOKS:

 HR Manager Book of Mahindra & Mahindra

 K. Ashwathappa

 Prof. A. K. Ghosh

 Sahitya Bhawan Publications

Web links:

 https://www.mahindra.com/about-us/

 https://en.wikipedia.org/wiki/Mahindra_%26_Mahindra

 https://www.mahindra.com/our-businesses

 http://www.agarwalautosales.com/new-cars/mahindra-xuv300.html

 http://www.agarwalautosales.com/about-us.html