JSS MAHAVIDYAPEETHA

J S S COLLEGE FOR WOMEN(AUTONOMOUS)

(An Autonomous College of University of Mysore : Re - Accredited by NAAC at ‘A’ Grade with CGPA of 3.07)
Saraswathipuram, Mysuru – 570 009

PG DEPARTMENT OF COMMERCE

Project Report On

“A Study on Consumer Satisfaction towards

Nissan Cars and Service Provided by Nissan
Motors”
In partial fulfillment of the requirement for the award of the degree of Master of Commerce

SUBMITTED BY
Keerthana. V
2nd M.com
JSS College for Women
Mysuru

UNDER THE GUIDANCE OF

Suma.S.M
Assistant Professor of Commerce
JSS college for Women
Mysuru

SUBMITTED TO
PG Department of Commerce
JSS College for Women
Mysuru

2022 – 2023

i
 JSS MAHAVIDYAPEETHA
J S S COLLEGE FOR WOMEN(AUTONOMOUS)
(An Autonomous College of University of Mysore: Re - Accredited by NAAC at ‘A’ Grade with CGPA of 3.07)

Saraswathipuram, Mysuru – 570 009

PG DEPARTMENT OF COMMERCE

DECLARATION

I here by declare that the project work entitled “A Study on Consumer

Satisfaction towards Nissan Cars and Service Provided by Nissan Motors” is an
authentic record of bonafide work carried out by me under the guidance and supervision
of Smt.SUMA.S.M, Assistant Professor of Commerce, in partial fulfillment for the
award of the degree of Master of Commerce at JSS College for Women (Autonomous),
Saraswathipuram, Mysuru.

I also declare that this project report is not submitted to any college / University/
Institution for the award of any degree /diploma/certificate.

Name of the student Register number Signature

Keerthana. V P01BD21C0001

Place: Mysuru
Date:

ii
 JSS MAHAVIDYAPEETHA
J S S COLLEGE FOR WOMEN(AUTONOMOUS)
(An Autonomous College of University of Mysore: Re - Accredited by NAAC at ‘A’ Grade with CGPA of 3.07)
SARASWATHIPURAM, MYSURU – 570 009

PG DEPARTMENT OF COMMERCE

CERTIFICATE

I hereby certify that the project work entitled “A Study on Consumer

Satisfaction towards Nissan Cars and Service Provided by Nissan Motors” is an
authentic record of the bonafide work carried out by KEERTHANA. V under my
guidance and supervision in partial fulfillment for the award of the degree of Master of
Commerce at JSS College for Women (Autonomous), Saraswathipuram, Mysuru. This
project work or any part of it has not been previously submitted for the award of any
degree or diploma in other similar title to any other university.

Place: Mysuru Smt. Suma S M

Date : Assistant Professor of Commerce

iii
 JSS MAHAVIDYAPEETHA
J S S COLLEGE FOR WOMEN(AUTONOMOUS)
(An Autonomous College of University of Mysore: Re - Accredited by NAAC at ‘A’ Grade with CGPA of 3.07)
SARASWATHIPURAM, MYSURU – 570 009

PG DEPARTMENT OF COMMERCE

CERTIFICATE

I here by certify that the project work entitled “A Study on Consumer

Satisfaction towards Nissan Cars and Service Provided by Nissan Motors” is an
authentic record of bonafide work carried out by KEERTHANA. V under the guidance
and supervision of Smt.Suma.S.M, Assistant Professor of Commerce, in partial
fulfillment for the award of the degree of Master of Commerce at JSS College for
Women (Autonomous), Saraswathipuram, Mysuru. This project work or any part of it
has not been previously submitted for the award of any degree or diploma in other
similar title to any other university.

Place: Mysuru Dr. Shilpa. S

Date: HOD of PG Commerce

iv
 JSS MAHAVIDYAPEETHA
J S S COLLEGE FOR WOMEN(AUTONOMOUS)
(An Autonomous College of University of Mysore: Re - Accredited by NAAC at ‘A’ Grade with CGPA of 3.07)
Saraswathipuram, Mysuru – 570 009

PG DEPARTMENT OF COMMERCE

CERTIFICATE

I here by certify that the project work entitled “A Study on Consumer

Satisfaction towards Nissan Cars and Service Provided by Nissan Motors” is an
authentic record of bonafide work carried out by KEERTHANA. V under the guidance
and supervision of Smt. SUMA.S.M, Assistant Professor of Commerce, in partial
fulfillment for the award of the degree of Master of Commerce at JSS College for
Women (Autonomous), Saraswathipuram, Mysuru. This project work or any part of it
has not been previously submitted for the award of any degree or diploma in other
similar title to any other university.

Place: Mysuru Dr. Poornima.M

Date: Principal

v
vi
 ACKNOWLEDGEMENT
This study has the co – operation, assistance and valuable time of the following
respectable persons. I express my sincere gratitude through this acknowledgment to all
those who have contributed directly and indirectly to this study.

My heartfelt pranams to lotus feet of HH Jagadguru Sri Sri Shivarathri

Deshikendra Mahaswamiji, President, JSS Mahavidyapeetha for his divine blessings.

I immensely acknowledge Prof. Dr.POORNIMA.M, The principal, JSS

College for Women Saraswathipuram, Mysuru for giving me an opportunity to
undertake this project work.

I sincerely thank Dr.Shilpa.S, Assistant Professor & HOD of PG Commerce,

JSS College for Women, Saraswathipuram, Mysuru for her valuable encouragement
during the course of completing this Project Report.

My heart full thanks to Smt.Suma.S.M, Assistant Professor, PG Department

of Commerce, JSS College for women for having kindly consented as my guide and
having interest in my project which was a source of encouragement and for the patience
mobility in valuable guidance throughout the course of the project.

My great full thanks to the entire staff of Nissan Motors, Mysuru and customers
who have provided the information on the working of the company, which has helped
me to complied data to be presented in the form of suitable project on this report.

Finally,I find no words to express my greatfulness to parents, heartfull thanks to

College faculty members, Department of Commerce who co- operated with me in
completion of this project.

vii
 CONTENTS

CHAPTER TITLE OF THE CHAPTER PAGE NO.

1 INTRODUCTION 1-4

2 COMPANY PROFILE 5-29

3 CONCEPTUAL FRAMEWORK 30-45

4 DATA ANALYSIS AND 46-71

INTERPRETATION

5 FINDINGS, SUGGESTIONS AND 72-76

CONCLUSION

BIBLIOGRAPHY 77

viii
 CHAPTER-1
INTRODUCTION
“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

Introduction

The consumer is the foundation of a business and keeps it in existence.

Consumer is an important visitor on business premises. Consumer is doing a favour by
calling on business. Consumer is not dependent on business; business is dependent on
consumer. Success of every company realizes that a satisfaction of consumer is the best
advertise for their product. Profits are generated not from their production, product, or
selling effort, but from the satisfaction of consumers. Long term profits amount to
constant revenue from happy customer minus the cost. Therefore, everyone in the
organization must aim to serve the consumer, whether directly or indirectly. Consumer
satisfaction is moving target where consumer attitudes, expectations and performance
standards are continuously changing with the competitors also meeting or exceeding
consumer requirements.

Nissan Motor Co. Ltd, often shortened to Nissan, is a Japanese multinational

Automobile manufacturer headquartered in Yokohama, Kanagawa Prefecture, Japan.
The company sells its vehicles under the Nissan and Infiniti brands, and formerly
the Datsun brand, with in-house performance tuning products (including cars)
labelled Nismo. The company traces back to the beginnings of the 20th century, with
the Nissan zaibatsu, now called Nissan Group. Since 1999, Nissan has been part of
the Renault–Nissan–Mitsubishi Alliance (Mitsubishi joining in 2016), a partnership
between Nissan and Mitsubishi Motors of Japan, with Renault of France. As of 2013,
Renault holds a 43.4% voting stake in Nissan, while Nissan holds a 15% non-voting
stake in Renault. Following an agreement in January 2023, Renault is set to reduce its
voting stake to 15%, making both manufacturers equal in voting rights. Since October
2016 Nissan holds a 34% controlling stake in Mitsubishi Motors.

In 2017, Nissan was the sixth largest automaker in the world,

after Toyota, Volkswagen Group, Hyundai Motor Group, General Motors and Ford. In
2014, Nissan was the largest car manufacturer in North America with a revenue of $75
billion in 2022, Nissan was the 9th largest automobile maker in the world, as well as
being the leading Japanese brand in China, Russia and Mexico. As of April 2018,
Nissan was the world's largest electric vehicle (EV) manufacturer, with global sales of
more than 3,20,000 all-electric vehicles. The top-selling vehicle of the car-maker's

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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

fully-electric lineup is the Nissan LEAF, the No. 2 top-selling electric car globally, just
behind the Tesla Model 3.

Statement of the problem

The study on consumer satisfaction helps to know about who are the customers,
what they want, how they use and react to the product. Consumers play an important
role and are essential in keeping a product or service relevant; therefore, it is in the best
interest of the business to ensure customer satisfaction and build customer loyalty. The
wants of the consumers are carefully studied by conducting survey on consumer
satisfaction. The study also helps to know about various marketing variables such as
price and product features. This study will help to gain knowledge about the influence
of consumer satisfaction towards Nissan car.

Objectives of the study

 To study the awareness of the customers towards Nissan cars

 To study the consumer satisfaction towards Nissan cars & service provided by
Honnasiri Nissan Motors.

 To study the consumers preferences towards Nissan cars

 To analyse the data and offer suggestions.

Methodology and sampling design

Data collection is most essential aspect of any research because the whole result
of research depends on the data and information.

Sources of data:

Primary data: The scope of the study is restricted to the consumer satisfaction towards
Nissan cars. The four wheelers have become necessity in the modern life. So every
person wants to have good motor cars which gives them better satisfaction with regard
to fuel consumption, this report involves the attempt to persue the consumer attitudes
towards Nissan cars in Mysuru area only. .

Secondary data: Secondary data used in the study were collected from journals,
magazines, websites, e-journals, books, etc,

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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

Sampling design:

To collect the data, 50 Consumers were selected as sample respondents by

simple random sampling technique.

Sampling tools:

To draw the inference, data is analysed with the help of statistical tools, like
simple percentage analysis, ranking, tabulation method & graphical presentation.

Area and Scope of the study:

The study was related to consumer satisfaction towards Nissan cars. The scope
of the study is confined to Mysuru & Honnasiri Nissan.

Limitations

The project report is subject to the following limitations

 Because of time constraints of 3 months, this study confines only to Mysore city
and it was not possible to make extensive study

 Primary data may be subject to bias

 The sample size is limited only to 50 respondents

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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

Outline of the study:

Chapter-1: Introduction: It covers introduction to consumer, consumer satisfaction &

Nissan motors, Statement of the problem, objectives of the study, Methodology &
limitations.

Chapter-2: Company Profile: It covers Nissan company profile, History, Foreign

expansion, relationship with other companies and Profile of Honnasiri group of
companies.

Chapter-3: Conceptual Framework: It covers Meaning, Definition, Zeithaml and

Bitner model, importance of customer satisfaction and ways to achieve customer
satisfaction and measurement of consumer satisfaction.

Chapter-4: Data Analysis & Interpretation: It covers tables, graphs and inference
drawn according to data collected.

Chapter-5: Findings, Suggestions & Conclusion: It covers the survey findings,

suggestion to Nissan motors and conclusion of the research.

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 CHAPTER-2
COMPANY PROFILE
“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

Nissan Motors profile :

Company name : Nissan Motors limited

Nissan motors logo :

Romanised name : Nissan jidosha Kabushiki gaisba

Traded as : TYO :7201

Nikkei 225 component(7201)

Topix core 30 component (7201)

Industry : Automotive

Founded : 26 December 1933; 89 years ago (under Nissan group)

Founders : Masujiro Hashimoto

DAT line :

Kenjiro Den

Rokuro Aoyama

Meitaro Takeuchi

Yoshisuke Aikawa

William R.Gorham

Headquarters : Nishi-ku Yokohama

Kanagawa prefecture

Japan

Area served : Worldwide

Chairman : Yasushi Kimura

CEO & President : Makota Uchida

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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

Products : Automobiles

Luxury vehicles

Commerical vehicles

Outboard motors

Forklift trucks

Production output : 32,50,800 units(2022)

Revenue : ¥10,596.695 billion (FY 2022)

Operating income : ¥221.900 billion (FY 2022)

Net income : ¥221.900 billion (FY 2022)

Total assests : ¥17598.581 billion (FY 2022)

Total equity : ¥5328.721 billion (Fy2022)

Number of employess : 1,31,461(2022)

Divisions : Nissan

Infinti

Nismo

Datsun (discontinued)

Subsidiaries : Transportation :

 Nissan Commerical Vehicles

 Dongfeng Motor Co.Ltd(50%)

 Nissan Shatai(43%)

 Mitsubishi Motors(34%)

 NMKV(50%)

Other :

 Nissan Techno

 Autech

 Jacto

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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

International

 Nissan Australia

 Nissan Iberica

 Nissan India

 Nissan Indonesia

 Nissan New Zealand

 Nissan Philippines

 Nissan South Africa

 Nissan UK

 Nissan USA

Website : www.nissan-global.com

Nissan Global Headquaters in Nishi-ku- Yokohama

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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

History :

Beginnings of Datsun brand name from 1914

Masujiro Hashimoto founded the Kwaishinsha (Kaishinsha) Motor Car

Works , (Kwaishinsha jidosha kojo, A Good Company Automobile Manufacturer) on
1 July 1911 in Azabu-Hiroo district of Tokyo. In 1914, the company produced its first
car, called the DAT.

Datsun Type 11

The new car's model name was an acronym of the company's

investors' surnames:

 Kenjiro Den (Den Kenjirō)

 Rokuro Aoyama (Aoyama Rokuro)

 Meitaro Takeuchi (Takeuchi Meitaro)

It was renamed to Kaishinsha Motorcar Co., Ltd. in 1918, and again to DAT
Jidosha & Co., Ltd. (DAT Motorcar Co.) in 1925. DAT Motors built trucks in addition
to the DAT and Datsun passenger cars. The vast majority of its output were trucks, due
to an almost non-existent consumer market for passenger cars at the time, and disaster
recovery efforts as a result of the 1923 Great Kanto earthquake. Beginning in 1918, the
first DAT trucks were produced for the military market. At the same time, Jitsuyo
Jidosha Co., Ltd. (jitsuyo means practical use or utility) produced small trucks using
parts, and materials imported from the United States.

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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

Commercial operations were placed on hold during Japan's participation in

World War I, and the company contributed to the war effort.

In 1926, the Tokyo-based DAT Motors merged with the Osaka-based Jitsuyo
Jidosha Co., Ltd (Jitsuyo Jidosha Seizo Kabushiki-Gaisha) a.k.a. Jitsuyo Jidosha
Seizo (established 1919 as a Kubota subsidiary) to become DAT Jidosha Seizo Co., Ltd
Automobile Manufacturing Co., Ltd. , DAT (Jidosha Seizo Kabushiki-Gaisha) in Osaka
until 1932. From 1923 to 1925, the company produced light cars and trucks under the
name of Lila. In 1929, DAT Automobile Manufacturing Inc. merged with a separated
part of the manufacturing business of IHI Corporation to become Automobile Industries
Co., Ltd.

In 1931, DAT came out with a new smaller car, called the Datsun Type 11, the
first "Datson", meaning "Son of DAT". Later in 1933, after Nissan Group zaibatsu took
control of DAT Motors, the last syllable of Datson was changed to "sun", because "son"
also means "loss" in Japanese, hence the name "Datsun".

In 1933, the company name was Nipponized to Jidosha-Seizo Co., Ltd. (Jidosha
Seizo Kabushiki-Gaisha, "Automobile Manufacturing Share Company") and was
moved to Yokohama.

Nissan name first used in 1930s

In 1928, Yoshisuke Aikawa (nickname: Gisuke/Guisuke Ayukawa) founded

the holding company Nihon Sangyo (Japan Industries or Nihon Industries). The name
'Nissan' originated during the 1930s as an abbreviation used on the Tokyo Stock
Exchange for Nihon Sangyo. This company was Nissan "Zaibatsu" which included
Tobata Casting and Hitachi. At this time Nissan controlled foundries and auto parts
businesses, but Aikawa did not enter automobile manufacturing until 1933.

The zaibatsu eventually grew to include 74 firms and became the fourth-largest
in Japan during World War II.

In 1931, DAT Jidosha Seizo became affiliated with Tobata Casting and was
merged into Tobata Casting in 1933. As Tobata Casting was a Nissan company, this
was the beginning of Nissan's automobile manufacturing.

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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

Nissan Motor organized in 1934

In 1934, Aikawa separated the expanded automobile parts division of Tobata

Casting and incorporated it as a new subsidiary, which he named Nissan Motor Co.,
Ltd. (Nissan Jidosha). The shareholders of the new company; however, were not
enthusiastic about the prospects of the automobile in Japan, so Aikawa bought out all
the Tobata Casting shareholders (using capital from Nihon Industries) in June 1934. At
this time, Nissan Motor effectively became owned by Nihon Sangyo and Hitachi.

In 1935, the construction of its Yokohama plant was completed. 44 Datsuns

were shipped to Asia, Central and South America. In 1935, the first car manufactured
by an integrated assembly system rolled off the line at the Yokohama plant. Nissan built
trucks, airplanes, and engines for the Imperial Japanese Army. In November 1937
Nissan moved its headquarters to Hsinking, the capital of Manchukuo. In December the
company changed its name to Manchuria Heavy Industries Developing Co (MHID).

In 1940, the first knockdown kits were shipped to Dowa Jidosha Kogyo (Dowa
Automobile), one of MHID's companies, for assembly. In 1944, the head office was
moved to Nihonbashi, Tokyo, and the company name was changed to Nissan Heavy
Industries, Ltd., which the company kept through 1949.

Nissan's early American connection

DAT had inherited Kubota's chief designer, American engineer William R.

Gorham. This, along with Aikawa's 1908 visit to Detroit, was to greatly affect Nissan's
future. Although it had always been Aikawa's intention to use cutting-edge auto making
technology from America, it was Gorham that carried out the plan. Most of the
machinery and processes originally came from the United States. When Nissan started
to assemble larger vehicles under the "Nissan" brand in 1937, much of the design plans
and plant facilities were supplied by the Graham-Paige Company. Nissan also had a
Graham license under which passenger cars, buses, and trucks were made.

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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

In his 1986 book The Reckoning, David Halberstam states "In terms of
technology, Gorham was the founder of the Nissan Motor Company" and that "young
Nissan engineers who had never met him spoke of him as a god and could describe in
detail his years at the company and his many inventions."

The Graham-Paige based Nissan Model 70 sedan

Austin Motor Company relations (1937–1960s)

From 1934, Datsun began to build Austin 7s under license. This operation
became the greatest success of Austin's overseas licensing of its Seven and marked the
beginning of Datsun's international success.

In 1952, Nissan entered into a legal agreement with Austin, for Nissan to
assemble 2,000 Austins from imported partially assembled sets and sell them in Japan
under the Austin trademark. The agreement called for Nissan to make all Austin parts
locally within three years, a goal Nissan met. Nissan produced and marketed Austins
for seven years. The agreement also gave Nissan the rights to use Austin patents, which
Nissan used in developing its own engines for its Datsun line of cars. In 1953, British-
built Austins were assembled and sold, but by 1955, the Austin A50 – completely built
by Nissan and featuring a new 1489 cc engine — was on the market in Japan. Nissan
produced 20,855 Austins from 1953 to 1959.

Nissan leveraged the Austin patents to further develop its own modern engine
designs beyond what Austin's A- and B-family designs offered. The apex of the Austin-
derived engines was the new design A series engine in 1966. In 1967, Nissan introduced
its new highly advanced four-cylinder overhead cam (OHC) Nissan L engine, which

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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

while similar to Mercedes-Benz OHC designs was a totally new engine designed by
Nissan. This engine powered the new Datsun 510, which gained Nissan respect in the
worldwide sedan market. Then, in 1969, Nissan introduced the Datsun 240Z sports car
which used a six-cylinder variation of the L series engine, developed under Nissan
Machinery (Nissan Koki Co., Ltd.) in 1964, a former remnant of another auto
manufacturer Kurogane. The 240Z was an immediate sensation and lifted Nissan to
world-class status in the automobile market.

Austin Seven Ruby

100 Day Strike of 1953

During the Korean War, Nissan was a major vehicle producer for the U.S.
Army. After the Korean War ended, significant levels of anti-communist sentiment
existed in Japan. The union that organized Nissan's workforce was strong and militant.
Nissan was in financial difficulties, and when wage negotiations came, the company
took a hard line. Workers were locked out, and several hundred were fired. The
Japanese government and the U.S. occupation forces arrested several union leaders.
The union ran out of strike funds and was defeated. A new labor union was formed,
with Shioji Ichiro one of its leaders. Ichiro had studied at Harvard University on a U.S.
government scholarship. He advanced an idea to trade wage cuts against saving 2,000
jobs. Ichiro's idea was made part of a new union contract that prioritized productivity.
Between 1955 and 1973, Nissan "expanded rapidly on the basis of technical advances
supported – and often suggested – by the union." Ichiro became president of
the Confederation of Japan Automobile Workers' Unions and "the most influential
figure in the right wing of the Japanese labour movement."

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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

1953 Nissan labor dispute

Merger with Prince Motor Company

In 1966, Nissan merged with the Prince Motor Company, bringing more
upmarket cars, including the Skyline and Gloria, into its selection. The Prince name
was eventually abandoned, and successive Skylines and Glorias bore the Nissan name.
"Prince" was used at the Japanese Nissan dealership "Nissan Prince Shop" until 1999,
when "Nissan Red Stage" replaced it. Nissan Red Stage itself has been replaced as of
2007. The Skyline lives on as the G Series of Infiniti.

1966 Prince R380 racecar

Miss Fairlady

To capitalize on the renewed investment during 1964 Summer Olympics,

Nissan established the gallery on the second and third floors of the San-ai building,
located in Ginza, Tokyo. To attract visitors, Nissan started using beautiful female
showroom attendants where Nissan held a competition to choose five candidates as the
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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

first class of Nissan Miss Fairladys, modeled after "Datsun Demonstrators" from the
1930s who introduced cars. The Fairlady name was used as a link to the popular
Broadway play My Fair Lady of the era. Miss Fairladys became the marketers of
the Datsun Fairlady 1500.

In April 2008, 14 more Miss Fairlady candidates were added, for a total of 45
Nissan Miss Fairlady pageants (22 in Ginza, 8 in Sapporo, 7 in Nagoya, 7 in Fukuoka).

In April 2012, 7 more Miss Fairlady candidates were added, for a total of 48
Nissan Miss Fairlady pageants (26 in Ginza, 8 in Sapporo, 7 in Nagoya, 7 in Fukuoka).

In April 2013, 6 more Miss Fairlady candidates were added to Ginza showroom,
for a total of 27 48th Ginza Nissan Miss Fairlady pageants.

Foreign expansion

In the 1950s, Nissan decided to expand into worldwide markets. Nissan

management realized their Datsun small car line would fill an unmet need in markets
such as Australia and the world's largest car market, the United States. They first
showed the Datsun Bluebird at the 1958 Los Angeles Auto Show. The company formed
a U.S. subsidiary, Nissan Motor Corporation U.S.A., in Gardena, California in 1960,
headed by Yutaka Katayama. Nissan continued to improve its sedans with the latest
technological advancements and chic Italianate styling in sporty cars such as the Datsun
Fairlady roadsters, the race-winning 411 series, the Datsun 510 and the Datsun 240Z.
By 1970, Nissan had become one of the world's largest exporters of automobiles.

In the wake of the 1973 oil crisis, consumers worldwide, especially in the
lucrative U.S. market, began turning to high-quality small economy cars. To meet the
growing demand for its new Nissan Sunny, the company built new factories in Mexico
(Nissan Mexicana was established in the early-1960s and commenced manufacturing
in 1966 at the Cuernavaca assembly facility, making it Nissan's first North American
assembly plant), Australia, New Zealand, Taiwan, United States (Nissan Motor
Manufacturing Corporation USA was established in 1980) and South Africa. The
"Chicken Tax" of 1964 placed a 25% tax on commercial vans imported to the United
States. In response, Nissan, Toyota Motor Corp. and Honda Motor Co. began building
plants in the U.S. in the early-1980s. Nissan's initial assembly plant Smyrna assembly

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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

plant (which broke ground in 1980) at first built only trucks such as
the 720 and Hardbody, but has since expanded to produce several car and SUV lines,
including the Altima, Maxima, Rogue, Pathfinder, Infiniti QX60 and LEAF all-electric
car. The addition of mass-market automobiles was in response to the 1981 Voluntary
Export Restraints imposed by the U.S. Government. An engine plant in Decherd,
Tennessee followed, most recently a second assembly plant was established in Canton,
Mississippi. In 1970, Teocar was created, which was a Greek assembly plant created in
cooperation with Theoharakis. It was situated in Volos, Greece and its geographical
location was perfect as the city had a major port. The plant started production in 1980,
assembling Datsun pick-up trucks and continuing with the Nissan Cherry and Sunny
automobiles. Until May 1995 170,000 vehicles were made, mainly for Greece.

By the early-1980s, Nissan (Datsun) had long been the best selling Japanese
brand in Europe. In order to overcome export tariffs and delivery costs to its European
customers, Nissan contemplated establishing a plant in Europe. Nissan tried to convert
the Greek plant into one manufacturing cars for all European countries.However, due
to issues with the Greek government not only did that not happen but the plant itself
was closed. A joint venture with Italy's then state-owned Alfa Romeo was also entered
in 1980, leading to Italian production of the Nissan Cherry and an Alfa-badged and
motorized version, the Alfa Romeo Arna. After an extensive review, Nissan decided to
go it alone instead. The City of Sunderland in the north east of England was chosen for
its skilled workforce and its location near major ports. The plant was completed in 1986
as the subsidiary Nissan Motor Manufacturing (UK) Ltd. By 2007, it was producing
400,000 vehicles per year, landing it the title of the most productive plant in Europe.

1971 Datsun 240Z (U.S. model) in green metallic

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In 2001, Nissan established a manufacturing plant in Brazil. In 2005, Nissan

added operations in India, through its subsidiary Nissan Motor India Pvt. Ltd. With its
global alliance partner, Renault, Nissan invested $990 million to set up a manufacturing
facility in Chennai, catering to the Indian market as well as a base for exports of small
cars to Europe. Nissan entered the Middle East market in 1957 when it sold its first car
in Saudi Arabia. Nissan sold nearly 520,000 new vehicles in China in 2009 in a joint
venture with Dongfeng Motor. To meet increased production targets, Dongfeng-Nissan
expanded its production base in Guangzhou, which would become Nissan's largest
factory around the globe in terms of production capacity. Nissan also has moved and
expanded its Nissan Americas Inc. headquarters, moving from Los Angeles to Franklin,
Tennessee in the Nashville area.

2013 Nissan GT-R

Alliance with Renault

Renault–Nissan–Mitsubishi Alliance

In 1999, facing severe financial difficulties, Nissan entered an alliance

with Renault of France. In June 2001, Renault executive Carlos Ghosn was named chief
executive officer of Nissan. In May 2005, Ghosn was named president of Nissan's
partner company Renault. He was appointed president and CEO of Renault on 6 May
2009.

Under CEO Ghosn's "Nissan Revival Plan" (NRP), the company has rebounded
in what many leading economists consider to be one of the most spectacular corporate
turnarounds in history, catapulting Nissan to record profits and a dramatic revitalization
of both its Nissan and Infiniti model line-ups. Ghosn has been recognized in Japan for

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the company's turnaround in the midst of an ailing Japanese economy. Ghosn and the
Nissan turnaround were featured in Japanese manga and popular culture. His
achievements in revitalizing Nissan were noted by the Japanese government, which
awarded him the Japan Medal with Blue Ribbon in 2004.

In February 2017, Ghosn announced he would step down as CEO of Nissan on

1 April 2017, while remaining chairman of the company. He was replaced as CEO by
his then-deputy Hiroto Saikawa. On 19 November 2018, Ghosn was fired as chairman
following his arrest for the alleged under-reporting of his income to Japanese financial
authorities. After 108 days in detention, Ghosn was released on bail, but after 29 days
he was again detained on new charges (4 April 2019). He had been due to hold a news
conference, but instead, his lawyers released a video of Ghosn alleging this 2018-19
Nissan scandal is itself evidence of value destruction and Nissan corporate
mismanagement. In September 2019, Saikawa resigned as CEO, following allegations
of improper payments received by him. Yasuhiro Yamauchi was appointed as acting
CEO. In October 2019, the company announced it had appointed Makoto Uchida as its
next CEO. The appointment would be made "effective" by 1 January 2020 at the latest.
On 1 December 2019, Uchida became CEO.
In the United States, Nissan has been increasing its reliance on sales to daily-
rental companies like Enterprise Rent-A-Car or Hertz. In 2016, Nissan's rental sales
jumped 37% and in 2017 Nissan became the only major automaker to boost rental sales
when the Detroit Three cut back less profitable deliveries to daily-rental companies,
which traditionally are the biggest customers of domestic automakers.

In late-July 2019, Nissan announced it would lay off 12,500 employees over the
next 3 years, citing a 95% year on year net income fall. Hiroto Saikawa, CEO at the
time, confirmed the majority of those cuts would be plant workers.

In May 2020, Nissan announced that the company would cut production
capacity by 20% due to the COVID-19 pandemic. In mid-2020, the company
announced it would shut down factories in Indonesia and Spain, and would exit the
South Korean car market. Nissan announced that the Infiniti brand will be pulled out
from South Korea as well alongside the Nissan brand by December due to worsening
business environment amidst the pandemic and the 2019 boycott of Japanese products
in South Korea. Nissan announced that service centers will be managed to provide after-

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sales services such as vehicle quality assurance and parts management for eight
years. In November 2020, Nissan announced a $421 million loss in the last quarter due
to the COVID-19 pandemic and the scandal concerning Ghosn. According to a
spokesperson of Nissan North America, the company had suffered from a strategy of
"volume at any cost", which has been attributed by analysts to Ghosn.

In January 2023, Renault said it intends to transfer almost 30% of its controlling
stake in Nissan to a French trust (pending approval by both companies), reducing its
shares with voting rights to a minority 15% and, in doing so, making Nissan shares in
Renault to gain voting rights. The shareholding and voting ratio of both companies is
set to be fixed in the future. The agreement also includes Nissan investing in Ampere
(a proposed Renault subsidiary for electric cars) and projects in various markets. In
February 2023, both companies approved the going-ahead for the shareholding
changes. Final details and regulatory clearances for the transaction are set to be
completed by the first quarter of 2023 and it would be done by the fourth quarter. The
companies also approved joint projects and Nissan's Ampere investment.

Nissan technologies

In 1982, Nissan's first final assembly robots were installed in the Murayama
plant, where the then-new March/Micra was assembled. In 1984, the Zama plant began
to be robotized; this automation process then continued throughout Nissan's factories.

Nissan electric vehicles have been produced intermittently since 1946. In 2010,
the Nissan Leaf plug-in battery electric vehicle was introduced; it was the world's most
sold plug-in electric car for nearly a decade. It was preceded by the Altra and
the Hypermini. Until surpassed by Tesla, Nissan was the world's largest electric vehicle
(EV) manufacturer, with global sales of more than 320,000 all-electric vehicles as of
April 2018. In 2022, it was announced that Nissan was intending to create solid-state
batteries for electric vehicles.

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Relationship with other car companies

Ford Motor Company

In Australia, between 1989 and 1992, Nissan Australia shared models with Ford
Australia under a government-backed rationalisation scheme known as the Button Plan,
with a version of the Nissan Pintara being sold as the Ford Corsair and a version of
the Ford Falcon as the Nissan Ute. A variant of the Nissan Patrol was sold as the Ford
Maverick during the 1988–94 model years.

In North America, Nissan partnered with Ford from 1993 to 2002 to market the
Ohio-built Mercury Villager and the Nissan Quest. The two minivans were virtually
identical aside from cosmetic differences. In 2002, Nissan and Ford announced the
discontinuation of the arrangement.

In Europe, Nissan and Ford Europe partnered to produce the Nissan Terrano
II and the badge-engineered Ford Maverick, a mid-size SUV produced at the Nissan
Motor Iberica S.A (NMISA) plant in Barcelona, Spain. The Maverick/Terrano II was a
popular vehicle sold throughout Europe and Australasia. It was also sold in Japan as
a captive import, with the Nissan model marketed as the Nissan Mistral.

Volkswagen

Nissan licensed the Volkswagen Santana. Production began in 1984, at

Nissan's Zama, Kanagawa plant, and ended in May 1990.

Alfa Romeo

From 1983 to 1987, Nissan cooperated with Alfa Romeo to build the Arna. The
goal was for Alfa to compete in the family hatchback market segment, and for Nissan
to establish a foothold in the European market. After Alfa Romeo's takeover by Fiat,
both the car and cooperation were discontinued.

General Motors

In Europe, General Motors (GM) and Nissan co-operated on the Nissan

Primastar, a light commercial vehicle. The high roof version is built in the NMISA plant

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in Barcelona, Spain; while the low roof version is built at Vauxhall Motors/Opel's Luton
plant in Bedfordshire, UK.

In 2013, GM announced its intentions to rebadge the Nissan NV200 commercial

van as the 2015 model year Chevrolet City Express, to be introduced by the end of
2014. Holden, GM's Australian subsidiary, sold versions of the Nissan Pulsar as
the Holden Astra between 1984 and 1989.

LDV

LDV Group sold a badge-engineered light commercial vehicle version of

the Nissan Serena as the LDV Cub from 1996 to 2001. The Nissan equivalent was
marketed as the Nissan Vanette Cargo.

Alliance with Renault and Mitsubishi

In 1999, facing severe financial difficulties, Nissan entered an alliance

with Renault of France. Signed on 27 March 1999, the Renault-Nissan Alliance was
the first of its kind involving a Japanese and French car manufacturer, each with its own
distinct corporate culture and brand identity. Renault initially acquired a 36.8% stake
in Nissan for $3.5 billion pending court approval and Nissan permanently vowed to buy
into Renault when it was financially able. In 2001, after the company's turnaround from
near-bankruptcy, Nissan acquired a 15% share of Renault, which in turn increased its
stake in Nissan to 43.4%.

The Renault-Nissan Alliance has evolved over the years to Renault holding
43.4% of Nissan shares, while Nissan holds 15% of Renault shares. The alliance itself
is incorporated as the Renault-Nissan B.V., founded on 28 March 2002 under Dutch
law. Renault-Nissan B.V. is equally owned by Renault and Nissan.

On 7 April 2010, Daimler AG exchanged a 3.1% share of its holdings for 3.1%
from both Nissan and Renault. This triple alliance allows for the increased sharing of
technology and development costs, encouraging global cooperation and mutual
development.

On 12 December 2012, the Renault–Nissan Alliance formed a joint venture with

Russian Technologies (Alliance Rostec Auto BV) with the aim of becoming the long-

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term controlling shareholder of AvtoVAZ, Russia's largest car company and owner of
the country's biggest selling brand, Lada. The takeover was completed in June 2014,
and the two companies of the Renault-Nissan Alliance took a combined 67.1% stake of
Alliance Rostec, which in turn acquired a 74.5% of AvtoVAZ, thereby giving Renault
and Nissan indirect control over the Russian manufacturer. Ghosn was appointed
chairman of the board of AvtoVAZ on 27 June 2013. In September 2017, Nissan sold
its AvtoVAZ stake to Renault for €45 million.

Taken together, in 2013 the Renault–Nissan Alliance sold one in ten cars
worldwide, and would be the world's fourth largest automaker with sales of 8,266,098
units.

Other alliances and joint ventures

 In 2003, Nissan and Dongfeng Motor Group formed a 50:50 joint venture
with the name Dongfeng Motor Co., Ltd. (DFL). The company calls itself
"China's first automotive joint venture enterprise with a complete series of
trucks, buses, light commercial vehicles and passenger vehicles," and "the
largest joint-venture project of its scale."

 On 7 April 2010, Daimler AG exchanged a 3.1% share of its holdings for

3.1% from both Nissan and Renault. This triple alliance allows for the
increased sharing of technology and development costs, encouraging global
cooperation and mutual development.

 On 12 December 2012, the Renault–Nissan Alliance formed a joint venture

with Russian Technologies (Alliance Rostec Auto BV) with the aim of
becoming the long-term controlling shareholder of AvtoVAZ, Russia's
largest car company and owner of the country's biggest selling brand, Lada.
Carlos Ghosn was appointed chairman of the board of AvtoVAZ on 27 June
2013. Nissan exited the AvtoVAZ venture in September 2017.

 Nissan is in an alliance with Ashok Leyland in India, producing light

commercial vehicles.

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 Together with Mitsubishi Motors, Nissan develops mini cars which are
produced at Mitsubishi's Mizushima plant in Kurashiki, Okayama, Japan
under the NMKV joint venture. In May 2016 Nissan bought a controlling
stake in Mitsubishi Motors for an estimated US$2.3 billion.

Trucks

Nissan Cabstar

Nissan Cabstar (Nissan Kyabusuta) is the name used in Japan for two lines of
pickup trucks and light commercial vehicles sold by Nissan and built by UD Nissan
Diesel, a Volvo AB company and by Renault-Nissan Alliance for the European market.
The name originated with the 1968 Datsun Cabstar, but this was gradually changed
over to "Nissan" badging in the early 1980s. The lighter range (1-1.5 tons) replaced the
earlier Cabstar and Homer, while the heavier Caball and Clipper were replaced by the
2–4 ton range Atlas (Nissan Atorasu). The nameplate was first introduced in December
1981. The Cabstar is known also as the Nissan Cabstar, Renault Maxity and Samsung
SV110 depending on the location. The range has been sold across the world. It shares
its platform with the Nissan Caravan.

Nissan Titan

The Nissan Titan was introduced in 2004, as a full-size pickup truck produced
for the North American market, the truck shares the stretched Nissan F-Alpha platform
with the Nissan Armada and Infiniti QX56 SUVs. It was listed by Edmunds.com as the
best full-size truck. The second-generation Titan was revealed at the 2015 North
American International Auto Show as a 2016 model year vehicle.

2019 Nissan Titan XD Pro-4X

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Electric vehicles

Nissan introduced its first battery electric vehicle, the Nissan Altra at the Los
Angeles International Auto Show on 29 December 1997. Unveiled in 2009, the EV-
11 prototype electric car was based on the Nissan Tiida (Versa in North America), with
the conventional gasoline engine replaced with an all-electric drivetrain.

In 2010, Nissan introduced the Nissan LEAF as the first mass-market, all-
electric vehicle launched globally. As of March 2014, the Nissan Leaf was the world's
best selling highway-capable all-electric car ever. Global sales totaled 100,000 Leafs
by mid January 2014, representing a 45% market share of worldwide pure electric
vehicles sold since 2010. Global Leaf sales passed the 200,000 unit milestone in
December 2015, and the Leaf continued ranking as the all-time best selling all-electric
car.

Nissan's second all-electric vehicle, the Nissan e-NV200, was announced in

November 2013. Series production at the Nissan Plan in Barcelona, Spain, began on 7
May 2014. The e-NV200 commercial van is based on the Nissan Leaf. Nissan plans to
launch two additional battery electric vehicles by March 2017.

In June 2016, Nissan announced it will introduce its first range extender car in
Japan before March 2017. The series plug-in hybrid will use a new hybrid system,
dubbed e-Power, which debuted with the Nissan Gripz concept crossover showcased at
the September 2015 Frankfurt Auto Show. As of August 2016, Nissan electric vehicles
were sold in 48 world markets. Nissan global electric vehicle sales passed 275,000 units
in December 2016.

In 2018 Nissan sold its battery unit AESC to Envision in order to focus on the
production of vehicles. The second-generation Leaf was launched by Nissan in Japan
in 2018. By December 2020, 10 years after its introduction, cumulative global
deliveries had reached 500,000 Leaf cars.

In 2023, Nissan announced its intent to produce electric vehicles with solid-state
batteries by 2028.

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2018 Nissan Leaf at an electric charging station

Autonomous cars

Nissan autonomous car prototype technology was fitted on a Nissan Leaf all-
electric car.

In August 2013 Nissan announced its plans to launch several driverless cars by
2020. The company is building a dedicated autonomous driving proving ground in
Japan, to be completed in 2014. Nissan installed its autonomous car technology in
a Nissan Leaf all-electric car for demonstration purposes. The car was demonstrated at
Nissan 360 test drive event held in California in August 2013. In September 2013, the
Leaf fitted with the prototype Advanced Driver Assistance System was granted a
license plate that allows it to drive on Japanese public roads. The testing car will be
used by Nissan engineers to evaluate how its in-house autonomous driving software
performs in the real world. Time spent on public roads will help refine the car's software
for fully automated driving. The autonomous Leaf was demonstrated on public roads
for the first time at a media event held in Japan in November 2013. The Leaf drove on
the Sagami Expressway in Kanagawa Prefecture, near Tokyo. Nissan vice
chairman Toshiyuki Shiga and the prefecture's governor, Yuji Kuroiwa, rode in the car
during the test.

Non-automotive products

Nissan has also had a number of ventures outside the automotive industry, most
notably the Tu–Ka mobile phone service (est. 1994), which was sold to DDI and Japan
Telecom (both now merged into KDDI) in 1999. Nissan offers a subscription-
based telematics service in select vehicles to drivers in Japan, called CarWings. Nissan

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also owns Nissan Marine, a joint venture with Tohatsu Corp that produces motors for
smaller boats and other maritime equipment.

Nissan also built solid rocket motors for orbital launch vehicles such as
the Lambda 4S and M-V. The aerospace and defense division of Nissan was sold to IHI
Corporation in 2000.

Marketing activities

Nismo is the motorsports division of Nissan, founded in 1984. Nismo cars have
participated in the All Japan Sports Prototype Championship, Super GT, IMSA GT
Championship, World Sportscar Championship, FIA World Endurance
Championship, Supercars Championship and Blancpain GT Series and British Touring
car Championship. Also, they were featured at the World Series by Nissan from 1998
to 2004.

Nissan sponsored the Los Angeles Open golf tournament from 1987 to 2007.

Beginning in 2015, Nissan became the naming rights sponsor for Nissan
Stadium, the home of the Tennessee Titans and Tennessee State University football
teams in Nashville.[141] Nissan also became the official sponsor of the Heisman
Trophy and UEFA Champions League. Since 2019, Nissan has been the naming rights
sponsor for Nissan Arena, the home of the Brisbane Bullets basketball team
and Queensland Firebirds netball team in Brisbane, Australia.

Nissan Current model in India

Nissan Magnite

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Nissan motors India Pvt Ltd :

Type : Subsidiary

Founded: 2005

Headquaters : Chennai,India

Key people : Takeyuki Ishida,Sandip Neogi,Arun Malhotra

Products : Automobiles

Operating income : 4.8 Million $

Net income : 153 crore

Total equity : 1400 crores

Number of employees : 13990

Parent : Nissan Motor company

Website : nissan.in

Nissan Head office,Chennai

Nissan Motor India Pvt Ltd (NMIPL) is a wholly owned subsidiary of Nissan
Motor Co. Ltd Japan. The company was incorporated in 2005 and offers hatchback,
MUV, SUV and sedans in India. Nissan in India has a portfolio of two brands, Nissan
and Datsun. In February 2008, Nissan, together with its global alliance partner Renault
signed a MoU with Government of Tamil Nadu to set up a manufacturing plant at
Oragadam, near Chennai with an investment of INR 45 billion over a period of 7 years.
On 17 March 2010, the Renault-Nissan alliance plant was inaugurated in a record time
of 21 months since its ground breaking ceremony in June 2008.

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Honnasiri group of companies

Honnasiri Nisssan

Since inception Honnasiri Group has emerged as one of the leading automobile
dealerships having Business units at Bangalore, Mysore, Hassan & Tumkur. Along with
Automobile the group is also engaged in Construction & Civil.

HD Infrastructure:

A registered partnership Construction and Civil business managed by

Mr. Lakshmikantha & Mr. Sunil Gowda as managing partners.

Honnassiri Motors India Pvt Ltd:

Dealership for Nissan & Datsun cars in Mysore, M/s Honnassiri Motors India
Private Limited (HMIPL) got incorporated on 16th December, 2011. The company is
managed by Mr. Sunil Gowda who is the Managing Director and Mr. Lakshmikantha
who is the Director.

The dealership welcomes customers from across District of Mysore, Hassan,

Shimoga, Mandya, Chamarajanagar, Mangalore, Chimangalore, Coorg and
surrounding areas catering to both Sales and service requirement.

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H. D. Motors:

H.D. Motors Partnership Firm started operations on 20th December, 2014 and is
owned by Mr. Lakshmikantha and Mr. Sunil Gowda. Acting as a Principal Dealer for
Mahindra & Mahindra and Ford vehicles, H. D. Motors caters to customers both in
Personal & Commercial segment in and around Tumkur District.

Sri VLS Motors LLP:

Starting its operations on 21st May 2015 in Hassan the dealership caters to sales
and service of Honda Two-Wheeler. Mr. Sunil Gowda is a partner of Sri VSL Motors
LLP.

H. D. Motors LLP:

H. D. Motors LLP started its operation on 13th February 2020 in Bangalore

selling and servicing Suzuki two-wheeler.

Honnasiri Energy Pvt Ltd:

Incorporated on 29th January 2021 in Mysore Honnasiri Group has set up an

experience center providing sales and service of Ather Electric two-wheeler. The
dealership caters to customers in and around Mysore District.

Other Business:

 HD INFRASTRUCTURE: This includes constriction Business

 EDUCATION TRUST: Honnasiri is also a partner for Vidyakula International

School in Nagamangala started by Nagamangala Education Trust.

 HEALTH CARE: We also run a health club in Mysore, which has up to 300
members.

Current Business Status of Honnasiri Group

 Present Turnover 350 Crores

 Present Employee strength of around 1000

 Present we are into the below Business

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 Construction

 Automobile

 Health Care

 Education

Honnasiri future goal : 500 Crore Turnover target and Our aim is to give best
service in Automobile Industry

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 CHAPTER-3

CONCEPTUAL FRAMEWORK
“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

Consumer satisfaction :

Customer satisfaction (often abbreviated as CSAT) is a term frequently used

in marketing. It is a measure of how products and services supplied by a company meet
or surpass customer expectation. Customer satisfaction is defined as "the number of
customers, or percentage of total customers, whose reported experience with a firm, its
products, or its services (ratings) exceeds specified satisfaction goals." Customers play
an important role and are essential in keeping a product or service relevant; therefore,
it is in the best interest of the business to ensure customer satisfaction and build
customer loyalty.

The Marketing Accountability Standards Board (MASB) endorses the

definitions, purposes, and measures that appear in Marketing Metrics as part of its
ongoing Common Language in Marketing Project. In a survey of nearly 200 senior
marketing managers, 71 percent responded that they found a customer satisfaction
metric very useful in managing and monitoring their businesses. Customer satisfaction
is viewed as a key performance indicator within business and is often part of a Balanced
Scorecard. In a competitive marketplace where businesses compete for customers,
customer satisfaction is seen as a major differentiator and increasingly has become an
important element of business strategy.

Customer satisfaction defined by Philip Kotler

Philip Kotler defines customer satisfaction as a ‘person’s feeling of pleasure or

disappointment, which resulted from comparing a product’s perceived performance or
outcome against his/her expectations’. Although Kotler uses abstract terms like
pleasure and disappointment, the definition is by no means ambiguous.

Customer satisfaction = f(perceived performance, buyer’s expectations)

Here, customer satisfaction is a function of perceived performance and

expectations. Perceived performance is the consumer’s belief about the product or
service experience. Buyer’s expectations, on the other hand, are influenced by:

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 Performance of the product in the recent past

 Word of mouth, recommendations or testimonials

 Reviews

 What competitors say about the product or service

 What its own marketers promise

 According to this definition, the satisfaction goals are established by the

customers themselves before they set out to make a purchase. This is also why
they start looking for more information at this point — reviews, comparisons,
alternatives, etc. Business website, content marketing efforts, and presence on
other review sites make a difference at this point. So do customer stories and
testimonials.

 Once the customer selects the product or service, the customer will start
evaluating the actual experience against the expected one. This is where a trial
period and a well thought out onboarding process make a difference for high
ticket products and especially for low ticket products with low stickiness.

The Zeithaml and Bitner model

The customer satisfaction definitions explained so far do not factor in some key
parameters — like price, for instance. So, Zeithaml and Bitner went ahead and
developed a customer satisfaction model that not only includes price but also personal
factor

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Quality and price are pretty much in control of the product companies or service
providers. But how does one take stock of situational and personal factors? This is
where building user personas come in handy, both for B2B and B2C players.

Importance of customer satisfaction :

Customer satisfaction is important because it illustrates whether your customer

base likes what you’re doing. Research shows that high satisfaction leads to greater
customer retention, higher lifetime value, and a stronger brand reputation.

Low customer satisfaction scores are important, too. They can reveal customer
pain points and provide data-backed insights on how to improve your product, service,
and overall customer experience.

1. It drives customer loyalty

It’s a truth universally acknowledged: an unhappy customer is more likely to

tell others about their negative experience than a happy customer is to share a positive
one.

And considering 79 percent of people in the United States use social media,
sharing is easier than ever before. If a customer has a bad experience with your
company, they can broadcast it to millions of people before they’re even out the door.

Prioritizing customer satisfaction and making changes based on negative

feedback can help your business get better reviews—and, in turn, more customers.

Example: A customer makes a Twitter thread about their poor experience with your
company, leading their followers to also distrust your brand. To help save the
interaction, respond to the customer as quickly as possible. Apologize for the error and
ask them to direct message you so you can get more information and remedy the
situation.

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2. It helps reflect team performance

Customer satisfaction benchmarks and metrics don’t just help you gauge how
your audience is feeling—they also tell you how your support team is doing.

The following metrics can be useful in understanding customer satisfaction levels:

 Initial response time: In our CX Trends Report, respondents said that long wait
times were the most frustrating part of bad customer service. This metric can
help you identify pain points in your team’s ability to respond promptly.

 Resolution time: If it’s taking your support agents hours to resolve issues that
could be dealt with swiftly, it might be time to tweak your internal processes.
Don’t just strive to respond quickly—resolve quickly, too.

 Number of transfers: Few things are more frustrating than being transferred to
a new agent and repeating your issue all over again. If transfer occurrence drops,
customer satisfaction should rise.

Considering our report found that fast issue resolution was the No. 1 aspect of
good customer service, your team’s efficiency in those three areas directly impacts
customer satisfaction.

Example: If your negative reviews mainly revolve around agent response time, you
may want to consider training employees on how to deliver quicker support. Use
software with built-in analytics to observe how well your support team serves
customers.

3. It encourages repeat purchases

A satisfied customer is a loyal customer. Our CX Trends Report agrees: 57

percent of consumers say excellent customer service is a factor in their brand loyalty.

How do you know if your customer service is driving customer loyalty? There
are two primary ways to find out:

 Conduct polls to gauge buyers’ excitement and likeliness to tell others about
your brand.

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 Observe customer behavior by tracking repeat purchases, reading reviews, and

looking at how customers were referred to your site.

These methods allow you to get input directly from your target market while
also seeing how their words compare to their actions.

Example: Customers who repeatedly experience good service in your store are more
likely to come back and also encourage their friends to visit.

4. It increases customer lifetime value

Satisfied customers are not only more likely to remain loyal and stick around
but they’re also more likely to increase your bottom line. According to our CX Trends
Report, more than 90 percent of consumers will spend more with companies that offer
streamlined customer experiences.

Example: Even if a coffee shop around the corner is more convenient, customers will
be more likely to walk to (and spend money at) a shop that gives them better, more
personalized service.

5. It boosts customer acquisition

Great customer service isn’t just important for supporting existing customers;
it’s key to attracting new ones, too. Nowadays, consumers expect premium service to
be built-in throughout the customer journey—from the first sales or marketing
interaction to any support they need down the road.

To position themselves for success, businesses must integrate high-quality

customer service into every interaction point.

Example: If a customer receives top-notch support after experiencing a product issue

months after purchase, they’re likely to recommend your brand to friends and family.

How do you achieve customer satisfaction?

The benefits of focusing on customer satisfaction are clear. But actually making
customers happy can take some trial and error. The key is persistence. Always aim to
go above and beyond for customers, and lean on other departments to help boost your
customer experience.

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1. Become obsessed with customer feedback

Become a student of your customer feedback. Do not just collect it: Analyse it
and apply it to what your customers are saying. Commit to learning about buyers’ pain
points and then make a plan to alleviate them in ways that set you apart from
competitors.

A great way to do this is to use Zendesk’s feedback feature. The tool includes
analytics for agent performance and customer surveys, so you can study complaints and
compliments regarding your services.

Even without a CRM like Zendesk, you can still keep close tabs on customer
feedback. Social media and online review boards are especially good places to monitor
buyer attitudes. Search for mentions of your brand name or your dedicated hashtags on
social sites to see what people are saying.

2. Create a sense of convenience

The most successful physical stores are all about buyer convenience. Customers
enjoy places with flexible hours that fit their schedules. Think of the success Walmart,
24-hour drug stores and gas stations have with that model. We are also more likely to
shop at places close to us.

To build the same sense of convenience as a brick-and-mortar store online, you

need to have a digital presence on the platforms and services your customers already
use. Use SEO-optimised blog posts and social content to be front and centre in Google
searches and social media feeds. And make a point to be easily accessible for support
questions on your customers’ channels of choice.

Offering support via messaging apps (like WhatsApp, Twitter and Facebook)
helps businesses create that same sense of 24-hour availability. These are the same
channels customers use to interact with friends and family, so it gives you a chance to
meet them where they already are.

You should also offer opportunities for customers to help themselves. Many
customers prefer the hands-off convenience of a knowledge base, where they can search
for information without having to interact with customer support reps.

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3. Deliver fast responses

In our Trends Report, we asked customers what matters most to them when
resolving an issue with a company. 73 percent said "they resolve my issue quickly" and
59 percent said "they respond quickly." In a constantly connected world, customers
don't want to have to wait a day or even more than a few hours, for a response. Here
are some tips for delivering faster responses:

 Pre-written responses ensure agents do not have to write common answers

repeatedly

 Messaging channels enable agents to help more customers at once because they
are asynchronous. In fact, support teams that have the fastest resolution times
are 42 percent more likely to be messaging with their customers.

 AI-powered bots can intercept would-be tickets when agents are off the clock

 Bots can also gather details upfront, such as city or account type, before an agent
takes over

4. Make customer satisfaction a company-wide focus

To improve overall customer satisfaction, you have to put time and effort into a
business strategy that puts customers first.

Using a tool like the balanced scorecard is a great first step. The balanced
scorecard guides companies in thinking about their operations from four different
perspectives:

 Financial

 Internal business

 Customer

 Innovation and learning

It also helps companies consider how all their activities are working toward the
goal of high customer satisfaction.

The balanced scorecard is just one way to incorporate customer satisfaction into
company goals. You can (and should) incorporate customer satisfaction into your

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company mission and value proposition, too. That keeps it top-of-mind with every
employee, regardless of their position.

5. Lead with empathy

If there is one thing the pandemic taught us, it’s that empathy is an essential
skill for support professionals— it is even more valuable than customer service
experience. In fact, nearly half of customers want to interact with an empathetic
customer service representative. Support leaders can provide empathy training, but it is
also a good idea to hire support reps who can already put themselves in an angry
customer’s shoes and communicate that understanding to the customer. Businesses
might also consider allowing agents to make exceptions to certain policies in situations
that require empathy.

Customer satisfaction tools and software

While agents interact with customers directly, the company has to provide them
with tools to do their jobs well. Customer satisfaction requires a mix of both customer
service skills and the right software. Here is a list of customer satisfaction tools and
software:

 Customer service software that makes it easy for customers to reach you on the
channels of their choice

 A ticketing system that makes it easy to manage customer requests and respond
to customers quickly and effectively

 CSAT surveys: With customer service software these can be sent automatically
after every customer service interaction

 Survey tools that integrate with your customer service software, such as
SurveyMonkey

 Robust customer analytics tools that track customer engagement and support
performance across channels

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Measurement of customer satisfaction :

1. Define your goals.

2. Outline a plan.

3. Choose a type of customer satisfaction survey.

4. Customize your survey's layout and questions.

5. Determine your survey's trigger.

6. Select your survey medium.

7. Analyze your survey data.

8. Make adjustments and repeat.

1. Define your goals.

When embarking on any sort of campaign, it's helpful to take a step back and
ask, "Why are we doing this?"

In business, one must weigh the value of information — the customer

satisfaction data — against the cost of collecting it — the survey process. To be honest,
if you won't change anything after collecting your customer satisfaction data, you're
better off not collecting it at all. It's going to take time and effort, so you need to put it
to use.

Depending on your business or organizational capabilities, there's a lot you can

do with this information. It's important to have a goal in mind so you can get the most
out of your customer data. Every business faces disappointed or upset customers, but
not every company has a solution.

With that in mind, the specific solution isn't necessarily the important part here.
The important part is stepping back and saying, "If we see that a segment of our
customers is unsatisfied, what will we do about it?"

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2. Outline your plan.

Once your goals are defined, you need an actionable plan to achieve them.
Before collecting customer data, your team should outline the actions you'll take after
feedback is gathered and analyzed. Some examples you can execute are:

 Improve key UX bottlenecks that contribute to poor customer experience.

 Expedite customer support interactions with the most frustrated customers.

 Operationalize proactive support like a knowledge base and customer

education.

 Test different live chat scripts and support strategies.

You can also plan actions based on your segment of highly satisfied customers.
Methodologies like NPS® segment your customers into promoters, passives, and
detractors for a few reasons. First, NPS provides you with an aggregate satisfaction
score, thus providing a health check and a longitudinal metric to track and improve over
time.

Second, it gives you the possibility of segmenting customers based on

attitudinal metrics like satisfaction. You can offer your promoters special perks or
encourage them to spread the word about your business; they're the most probable
people to act as your "external sales force" — in other words, your willing and
excited customer advocates.

3. Choose a type of customer satisfaction survey.

Once you've sat down and discussed your plans with key stakeholders, you need
to design your survey. The first step you should take is determining the type of metrics
you'll use to measure customer satisfaction.

You can choose among a few different options for customer satisfaction
surveys. There's no unanimous agreement on which one is best. A few popular methods
are:

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Customer Satisfaction Score (CSAT)

Customer Satisfaction Rating, or Customer Satisfaction Score

(CSAT) measures on average, how satisfied or unsatisfied customers are with your
product, services, or customer success program. Usually asked on a scale of 1-3, 1-5,
or 1-7, your customer satisfaction score can be calculated by adding up the sum of all
scores and dividing the sum by the number of respondents.

Customer Satisfaction Score (CSAT) is the most commonly used measurement

for customer satisfaction. You ask your customers to rate their satisfaction on a linear
scale. Your survey scale can be 1 – 3, 1 – 5, 1 – 7, or 1 – 10, and there's no universal
agreement on which scale is best to use.

CSAT is a metric used to immediately evaluate a customer's specific

experience. Here's how Vipin Thomas, Global Lead of Customer Success at Freshdesk,
put it:

"CSAT is a transactional metric that's based on what's happening now to a user's

satisfaction with a product or service. We try and get a CSAT score within 15 minutes
of an interaction. It's super helpful to improvise on the resolution, mode of delivery,
channel, etc. It's ONE of the important metrics to evaluate the performance of the
support desk. In fact, we publish ours publicly as well."

Customer Effort Score (CES)

Customer Effort Score (CES) is very similar, but instead of asking how satisfied
the customer was, you ask them to gauge the ease of their experience.

You're still measuring satisfaction, but this way you're gauging user effort —
the assumption being that the easier a task is, the better the experience will be. As it
turns out, making an experience a low-effort one is one of the greatest ways to reduce
frustration and disloyalty.

Net Promoter Score® (NPS)

NPS asks the question, "How likely is it that you would recommend this
company to a friend or colleague?"

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You calculate your Net Promoter Score by subtracting the percentage of

detractors from the percentage of promoters. This measures customer satisfaction but
also customer loyalty. In doing so, you can come up with an aggregate score, but you
can also segment your responses into three categories: detractors, passives, and
promoters.

NPS is often used as a more general indicator of customer loyalty and brand
devotion. Here's how Thomas explains it:

"NPS is consumed by various different teams to drive retention, sales, product

improvements & advocacy. Some important things to consider would be the channel
it's delivered on — email, in-product, phone — the frequency of delivery, and the target
audience within the customer base".

These are all "one-question" methods that vastly simplify the process of
collecting customer insights. While you may not think the survey methodology matters
much, how you ask the question measures different variables.

4. Customize your survey's layout and questions.

The above three styles are commonly used, but those aren't your only options
for customer satisfaction surveys. Depending on your goals, you can also send longer
email surveys that include things like demographic questions. You can customize it to
your desires — just remember that shorter surveys tend to have better completion rates.

Most importantly, don't ask questions if you won't do anything with the
information. This not only wastes your time, but your customers' time as well. And,
studies show that 66% of adults believe that the most important thing a company can
do is value its time.

Still, sometimes longer surveys can be useful, like in the example below.
Sharing a more thorough survey can be advantageous if there’s an added incentive for
doing so like a discount or a giveaway entry for a chance to win a prize. This way, you
receive more data and the customer feels like they get something in return.

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You can use more than one methodology — since they all measure something
different. In fact, Vipin Thomas explains how you can combine multiple scores for a
greater picture of customer satisfaction:

"We take CSAT and NPS very seriously, both independently and in
conjunction, since a single measure alone won't show the true picture of why customers
are detractors or promoters (NPS) or why you have a lesser than expected CSAT.

For example, a customer that has had three continuous, negative CSAT scores
and is also a detractor on NPS would be an immediate at-risk customer. A customer
with positive CSAT and a promoter on NPS are potentially the best source of advocacy
and candidates to cross-sell or upsell since they already have seen the value in their
interactions with the process and product."

Additionally, I recommend always appending a qualitative, open-ended

question, regardless of the survey you use. Without an open-ended question, you risk
limiting your insight into "why" the dissatisfaction may be occurring. Qualitative user
feedback can give you tons of ideas when it comes to implementing solutions.

Here's how Luke Harris, Customer Success Director at Wayin, puts it:

"Qualitative data is the nirvana many of us are searching for, because it provides
us with the most human version of customer satisfaction with the added benefit of scale
and replicability. To be able to unbiasedly, capture and track qualitative data helps -
especially a scaling business - to quickly ascertain where it should focus, both in terms
of product support and development."

5. Determine your survey's trigger.

This step is all about who you're sending the survey to and when you're sending it.

If you go back to your goals outline, this shouldn't be too hard to determine, at
least strategically. People tend to forget this step, but it's crucial as it affects the quality
and utility of your data.

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Tactically, you can trigger a survey pretty much anywhere, at any time, and to
anyone. But, doing it strategically, depends specifically on when and where it's
triggered.

Good examples of event data that can be used to fire a survey are:

 Time since signup

 Key actions taken in your app — for instance, Qualaroo asks right after you
receive your 10th survey response

 Complete user onboarding

Surveying too often will result in low response rates, so we recommend sending
a customer satisfaction (NPS) survey seven days after signup, 30 days after the first
survey, and every 90 days during the customer lifecycle.

Additionally, different questions require different survey triggers. You also

need to take into account longitudinal data — how customers' satisfaction scores change
over time. Here's how Nils Vinje, VP of Customer Success at Rainforest QA, put it:

"The best time to trigger/send a customer satisfaction survey is after a

meaningful part of the customer lifecycle is completed. "

Best Practices for Survey Triggering

With all the options for triggering let's start with some best practices:

 The closer the survey is to the experience, the better.

 People forget how they felt the longer you wait.

 Who you survey changes what insights you get. If you survey website visitors
about their satisfaction, the respondents are anonymous and may be a customer
or they may not. This will bring you different data than sending an email to
recent customers.

 You should survey your customers more than once to see how things change
longitudinally. Especially if you operate a SaaS company or a subscription
service, regular NPS surveys can help you analyze trends at the aggregate and
individual levels.

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 Survey people after a key moment of their customer journey.

 If a respondent gives you a high score, think about adding a follow-up question.
For instance, Tinder asks you to rate its app in the app store if you give it a high
score.

6. Select your survey medium.

In general, there are three primary methods by which you can send customer
satisfaction surveys:

 In-App or On-Site Surveys

 Post-Service or Post-Purchase Surveys

 Long Email Surveys

Each of these may require a different software or tool. For instance, Usabilla or
HotJar specialize in triggered in-app surveys. But if you're sending post-purchase
surveys, you may need something that offers a web interface, like Typeform. Email
surveys can usually be performed with any survey tool, like SurveyMonkey or Google
Forms.

Matt Hogan, Head of Customer Success at Intricately, also emphasizes the need
to collect continuous and real-time feedback, regardless of major feature launches or
company-based events:

"I recommend surveying in-app and on a rolling basis. This will keep the
constant feedback loop going. The technology available makes it easy to manage this."

7. Analyze your survey data.

Once you've collected your data, make sure it doesn't just sit there dormant and
unused. You've got all this customer insight, and it's just waiting to be uncovered!

Most NPS tools give you the ability to easily segment respondents based on
their category, and they usually integrate with products where you can take action based
on each segment. For instance, HubSpot users can easily integrate with their survey tool
of choice to trigger emails based on survey response score.

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8. Make adjustments and repeat.

Back to my first point: Now that you have these insights, what are you going to
do with them?

Ultimately, this is a personal decision that will reflect your own findings and
capabilities. You may find that a whole segment is dissatisfied because of a particular
experience. In that case, you may need to further investigate why that experience is
causing dissatisfaction and make changes to improve it.

Or, you may find that you have a small percentage of super fans. Now that you
can identify these people, perhaps you can work with your marketing and customer
success teams to plan advocacy programs that increase this group’s value.

The possibilities are endless, but it all starts with accurately measuring customer
satisfaction. But asking for scores is only a part of it — make sure you're creating
conditions for customers to leave you high scores, too. Check out the HubSpot
Customer Code and for more ideas on how you can do this.

Now, that we’ve gone over how to measure customer satisfaction, let’s review
tools you'll need to accurately assess this metric.

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 CHAPTER-4

DATA ANALYSIS AND

INTERPRETATION
“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

Introduction

The primary data was collected through a survey with a sample of 50

respondents and information provided by Nissan motors and the secondary data was
collected via online and books. It was analysed using statistical techniques like
averages, percentages. Tabulation of data has been made and graphs were drawn
accordingly.

As the size of sample is limited to 50 and bound to Mysuru city it may give
appropriate suggestions to some extent.

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A. Analysis of Customer satisfaction towards Nissan Cars

1. Gender

Table - 4.1 : Gender of Respondents

Sl.No. Response No.of respondents Percentage

1 Male 34 68%

2 Female 16 32%

Total 50 100%
(Source: Primary Data)

Graph - 4.1 : Gender of the respondents

35

30

25
NO.OF RESPONDENTS

20
34
15

10 16

0
M AL E F E M AL E

GENDER

From the above table it is found that 34(68%) are Male respondents and
16(32%) are Female respondents.

Finally, it is observed that maximum numbers of the respondents are Male only.

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2.Age (in years)

Table - 4.2 : Age of the Respondents
Sl. No Response No. of respondents Percentage
1 18-25 10 20%
2 26-30 10 20%
3 31-40 12 24%
4 Above 40 18 36%
Total 50 100%

(Source: Primary Data)

Graph - 4.2 : Age of the Respondents

20%
36%
18-25

20% 26-30
31-40
above 40
24%

From the above table it is found that 10(20%) respondents are under the age
group of 18-25 years,10(20%) of the respondents are under the age group of 26-30
years,12(24%) are under the age group of 31-40 years and rest 18(36%) of them are
above 40 years.

Finally, it is observed that maximum of the respondents are in the age group of
above 40 years.

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3.Educational Qualifications

Table - 4.3 : Educational Qualifications of the Respondents

Sl.No Response No.of Percentage

respondents

1 Graduates 17 34%

2 Post graduation 15 30%

3 Other 11 22%

4 SSLC 2 4%

5 PUC 2 4%

6 Illiterate 3 6%

Total 50 100%
(Source: Primary Data)

Graph - 4.3 : Educational Qualifications of the Respondents

Graduation
Post graduation
17
Other
15
SSLC
No.of Respondents

11
PUC
Illiterate
2 2 3

Educational Qualifications

From the above table it is found that 17(34%) of the respondents are
graduates,15(30%) of the respondents are post graduates,11(22%) of the respondents
are other category courses,2(4%) of the respondents are SSLC and PUC and 3(6%) of
the respondents are illiterates.

Finally, it is observed that maximum of the respondents are graduates.

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4. Occupations

Table - 4.4 : Occupation of the respondents

Sl.No Response No.of Respondents Percentage

1 Agriculturist 3 6%

2 Business 11 22%

3 Profession 19 38%

4 Service 7 14%

5 Others 10 20%

Total 50 100%
(Source: Primary Data)

Graph - 4.4 : Occupation of the respondents

19
No of Respondents

11
10

AGRICULTARISTS BUSINESS PROFESSION SERVICE OTHERS

Occupations

From the above table it is observed that 3(6%) respondents are from Agricultural
background,11(22%) respondents are Business persons,19(38%) respondents are
professionalist, 7(14%)respondents are from service sector and rest 10(20%) are from
other sectors.

Finally, maximum respondents are professionalist.

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5.Monthly income

Table - 4.5 : Monthly income of the respondents

Sl.No Responses No.of Respondents Percentages

1 Below 25000 7 14%

2 25000-50000 10 20%

3 50000-75000 10 20%

4 75000-100000 11 22%

5 Above 100000 12 24%

Total 50 100%
(Source: Primary Data)

Graph - 4.5 : Monthly income of the respondents

Below 25000, 7
Above 100000, 12

25000-50000, 10

75000-100000, 11

50000-75000, 10

From the above table it is found that 7(14%) of the respondents are having
income below 25000,10(20%) are earning between 25000-50000 and 50000-
75000,11(22%) are earning between 75000-100000 and 12(24%) are having above
1lakh income per month.

Finally, it is observed that majority respondents are having income above 1 lakh.

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6.Mode of awareness

Table - 4.6 : Mode of awareness of the respondents

Sl.No Responses No.of Respondents Percentages

1 Newspapers 1 2%

2 Friends & relatives 28 56%

3 Internet 12 24%

4 Television 9 18%

Total 50 100%
(Source: Primary Data)

Graph - 4.6 : Mode of awareness of the respondents

28

30 9
12
No.of respondents

25
20 Television
15 Internet
10
Friends & relatives
5 1
Newspapers
0
1
Mode of awareness

From the above table it is observed that one(2%) of the respondent got
information through newspapers,9(18%) got information through Television,12(24%)
got information through internet and 28(56%) got detailed information through friends
and relatives.

Finally, it is observed that majority of respondents got awareness through

friends and relatives.

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7.Price of vehicle

Table - 4.7 : Price of vehicle

Sl.No Ressponse No.of Respondents Percentage

1 Low 2 4%

2 High 5 10%

3 Reasonable 43 86%

Total 50 100%
(Source: Primary Data)
Graph - 4.7 : Price of vehicle

4%
10%
86%

Percentage
No.of Respondents
2
5
43

Low
High
Reasonable
Response

From the above table it is observed that 2(4%) of the respondents are opined
that price is low,5(10%) are opined that price is high and maximum respondents
i.e.,43(86%) are opined that price is reasonable.

Finally, Majority of respondents are of the opinion that price of vehicle is

reasonable.

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8.Convinent of service network

Table - 4.8 Convenient of service network

Sl.No Response No.of Respondents Percentage

1 Moderate convenient 36 72%

2 Highly convenient 12 24%

3 Inconvinent 2 4%

Total 50 100%
(Source: Primary Data)

Graph - 4.8 Convinent of service network

No.of Respondents

40
36
20
12
0
Moderate convinent 2
Highly convinent
Inconvinent
Service Network

From the above table it is observed that 36(72%) respondents opted moderate
convinent,12(24%) opted for highly convinent and 2(4%) are opined that service
network of Nissan is inconvinent.

Finally, Maximum number of respondents opted that service network of Nissan

is moderate convinent.

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9.Car technology

Table - 4.9 : Satisfaction of car technology

Sl.No Response No.of Respondents Percentage

1 Satisfied 39 78%

2 Highly Satisfied 9 18%

3 Average 2 4%

Total 50 100%

(Source: Primary Data)

Graph - 4.9 : Satisfaction of car technology

4%
AVERAGE
2
Response

18%
HIGHLY SATISFIED
9

78%
SATISFIED
39

No.of respondents

From the above table it is observed that 39(78%) respondents are

satisfied,9(18%) respondents are highly satisfied and 2(4%) are averagely satisfied with
car technology.

Finally, it clearly shows that maximum number of respondents are satisfied with
car technology.

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10.Comfort

Table - 4.10 : Comfort of car

Sl.No Response No.of Respondents Percentage

1 More Comfortable 7 14%

2 Less Comfortable 1 2%

3 Uncomfortable 0 0%

4 Comfortable 42 84%

Total 50 100%
(Source: Primary Data)

Graph - 4.10 : Comfort of car

42
No.of Respondents

7
1 0

MORE LESS UNCOMFORTABLE COMFORTABLE

COMFORTABLE COMFORTABLE

Response

From the above table it is observed that 7(14%) of the respondents felt more
comfortable, one(2%) of the respondent felt less comfortable, 42(84%) felt comfortable
and none of the respondent felt uncomfortable to drive Nissan cars.

Finally, Maximum number of respondents felt comfortable to drive Nissan cars.

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11.Car quality

Table - 4.11 : Satisfaction with car quality

Sl.No Response No.of Respondents Percentage

1 Satisfied 40 80%

2 Highly Satisfied 5 10%

3 Average 4 8%

4 Dissatisfied 1 2%

5 Highly dissatisfied 0 0%

Total 50 100%
(Source: Primary Data)

Graph - 4.11 : Satisfaction with car quality

2% 0%

8%
10%

80%

Satisfied Highly Satisfied Average

Dissatisfied Highly dissatisfied

From the above table it is observed that 40(80%) respondents are

satisfied,5(10%) respondents are highly satisfied,4(8%) respondents are averagely
satisfied and one (2%) of the respondent is dissatisfied with Nissan car quality.

Finally, maximum respondents are satisfied with Nissan car quality.

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12.Milage

Table - 4.12 : Milage of car

Sl.No Response No.of Respondents Percentage

1 Good 42 84%

2 Very good 6 12%

3 Average 2 4%

Total 50 100%
(Source: Primary Data)

Graph - 4.12 : Milage of car

45 42

40
35
No.of Respondents

30
25
20
15
10 6
5 2

0
Good Very good Average
Response

From the above table it is observed that 42(84%) of the respondents felt
good,6(12%) felt very good and 2 (4%) of the respondents felt average about the
mileage of Nissan car compared to other cars.

Finally, Maximum number of respondents felt good about mileage of Nissan

cars.

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13. Space availability

Table - 4.13 : Satisfaction with space availability

Sl.No Response No.of Respondents Percentage

1 Satisfied 39 78%

2 Highly Satisfied 9 18%

3 Indifferent 2 4%

4 Dissatisfied 0 0%

5 Highly dissatisfied 0 0%

Total 50 100%
(Source: Primary Data)

Graph - 4.13 : Satisfaction with space availability

39

40
35
No.of Respondents

30
25
20
9
15
10 2
0 0
5
0
Response

Satisfied Highly Satisfied Indifferent Dissatisfied Highly dissatisfied

From the above table it is observed that 39(78%) respondents are

satisfied,9(18%) respondents are highly satisfied,2(4%) respondents felt indifferent and
none of the respondents are dissatisfied with the availability of space in the car.

Finally, Maximum respondents are satisfied with the availability of space in the
car.

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14. Desirability:

Table - 4.14 : Desirability to buy Nissan cars

No.of Respondents
Response Total Score Rank
1 2 3 4 5

Brand image 5 4 3 17 21 50 105 5

Service network 3 4 7 19 17 50 107 4

Price 6 16 19 6 3 50 166 2

Mileage 5 18 17 7 3 50 165 3

Comfort 31 8 4 1 6 50 207 1

Total 50 50 50 50 50
(Source: Primary Data) (Score= Likert Scale X Frequencies)
Graph - 4.14: Desirability to buy Nissan cars

1
2
3
No.of Respondents

4
5

207 Rank
166
165
107 Score
105

Brand Service Price Mileage Comfort

image network
Response

From the above table it is observed that ‘comfort’ is ranked as 1st as it

has highest score i.e.,207, ‘price’ is ranked as 2nd as it has score points of 166,
‘mileage’ is ranked as 3rd as it has score points of 165, ‘service network’ is
ranked as 4th as it has 107 score points and ‘brand image’ is ranked as 5th as it
has least score points i.e.,105.

Finally, it is found that majority of respondents opted ‘comfort’ as first

priority.

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15. Availability of Spare parts :

Table- 4.15 : Availability of Spare parts

Sl.No Responses No.of respondents percentages

1 Available 45 90%

2 Easily available 4 8%

3 Not available 1 2%

Total 50 100%
(Source: Primary Data)

Graph - 4.15 : Availability of Spare parts

From the above table it is found that 45(90%) respondents opined that spare
parts is available,4(8%) respondents opined easily available and one(2%) of the
respondent opted not available.

Finally, Maximum respondents opined that spare parts is available.

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16. Price of spare parts :

Table – 4.16 : Price of spare parts

Sl.No Response No.of respondents percentage

1 High 4 8%

2 Reasonable 46 92%

3 Low 0 0%

Total 50 100%
(Source: Primary Data)

Graph – 4.16 : Price of spare parts

Low 0
Response

Reasonable 46

High 4

0 10 20 30 40 50
No.of Respondents

From the above table it is found that 4(8%) respondents are agreed that price of
spare parts is high, 46(92%) are agreed with reasonable and none of the respondent
agreed to low.

Finally, maximum respondents are agreed that price of spare parts is reasonable.

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17. Opinion for Nissan cars is fit to Indian roads

Table - 4.17 : Nissan cars is fit to Indian roads

Sl.No Response No.of Respondents Percentage

1 Agree 42 84%

2 Strongly agree 7 14%

3 Disagree 1 2%

4 Strongly disagree 0 0%

Total 50 100%
(Source: Primary Data)

Graph - 4.17 : Nissan cars fit to Indian roads

45
40
42
NO.OF RESPONDENTS

35
30
25
20
15
10
5
7 1 0
0
Agree Strongly agree Disagree Strongly disagree
RESPONSE

From the above table it is observed that 42(84%) respondents agreed that Nissan
cars is fit to Indian roads,7(14%) respondents strongly agree and one(2%) respondent
disagrees the above statement.

Finally, Maximum number of respondents agrees that Nissan car is fit to Indian
roads.

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18.Performance of car

Table - 4.18 : Performance of car

Sl.No Response No.of Respondents Percentage

1 Good 36 72%

2 Excellent 11 22%

3 Average 3 6%

4 Below average 0 0%

Total 50 100%
(Source: Primary Data)

Graph - 4.18 : Performance of car

From the above table it is found that 36(72%) respondents felt good,11(22%)
respondents felt excellent and 3(6%) respondents felt average about the overall
performance of car compared to other cars.

Finally, maximum respondents opined that overall performance of car is good.

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19. Suggestion to purchase

Table - 4.19 : Suggestion to purchase

Sl.No Response No.of Respondents Percentage

1 Definitely yes 7 14%

2 Yes 28 56%

3 Maybe 15 30%

4 No 0 0%

5 Never 0 0%

Total 50 100%
(Source: Primary Data)

Graph - 4.19 : Suggestion to purchase

28
Definetly yes
15 Yes
Maybe
No.of Respondents

0
0 No
Never
7

Response

From the above table it is observed that 7(14%) respondents responded that
definitely they will suggest others to purchase Nissan cars,28(56%) respondents reacted
to ‘yes’,15(30%) respondents reacted to ‘may be’ and none of the respondents denied
to suggest.

Finally, Maximum respondents reacted to ‘yes’.

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B. Satisfaction towards service provided by Nissan Motors

1. Appointment for service

Table - 4.20 : Appointment for service

Sl.No Response No.of Respondents Percentage

1 Yes 40 80%

2 Somewhat 7 14%

3 No 3 6%

Total 50 100%
(Source: Primary Data)

Graph - 4.20 : Appointment for service

3
7

40

Yes Somewhat No

From the above table it is observed that 40(80%) respondents reaction is

‘yes’,7(14%) respondents reaction is ‘somewhat’ and 3(6%) respondents reaction is
‘no’ to get an appointment for car service at Nissan motors.

Finally, Maximum respondents reaction to get an appointment for car service is

‘yes’.

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2.Time consumption for service

Table - 4.21: Time consumption for service

Sl.No Response No.of Respondents Percentage

1 Very time consuming 0 0%

2 Fast 2 4%

3 Normal 47 94%

4 Exceptional 0 0%

5 Late 1 2%

Total 50 100%
(Source: Primary Data)

Graph - 4.21 : Time consumption for service

47
50
45
40
No.of Respondents

Very time consuming

35
Fast
30
Normal
25
Exceptional
20
Late
15
10
2 1
5 0 0
0
Response

From the above table it is found that 47(94%) respondents opined that time
taken by customer executive is ‘normal’,2(4%) respondents reaction is ‘fast’ and
one(2%) of the respondent reaction is ‘late’.

Finally, maximum respondents reacted for normal.

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3.Fixing of vehicle problem

Table - 4.22: Fixing of vehicle problem

Sl.No Response No.of Respondents Percentage

1 Excellent 12 24%

2 Good 34 68%

3 Satisfactory 3 6%

4 Poor 1 2%

Total 50 100%
(Source: Primary Data)

Graph - 4.22: Fixing of vehicle problem

40
34
35

30
NO.OF RESPONDENTS

25

20

15 12

10
3
5 1
0
Excellent Good Satisfactory Poor

RESPONSE

From the above table it is found that 12(24%) respondents are opined that fixing
of their vehicle problem was ‘excellent’,34(68%) respondents are opined ‘good’,3(6%)
respondents are opined ‘satisfactory’ and one(2%) of the respondent opined ‘poor’.

Finally, Maximum respondents opined ‘good’ is a positive opinion for fixing of

vehicle problem by Nissan motors.

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4.Delivery of car

Table - 4.23: Delivery of car

Sl.No Response No.of Respondents Percentage

1 Yes 47 94%

2 No 3 6%

Total 50 100%
(Source: Primary Data)

Graph - 4.23 : Delivery of car

50

45 47
40

35
No.of Respondents

30

25

20

15

10

5
3
0
Yes No
Response

From the above table it is found that 47(94%) respondents are of opinion that
Nissan motors deliver their car on time and 3(6%) respondents opined ‘no’.

Finally, majority respondents response was ‘yes’.

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5. Price of car service

Table - 4.24: Price of car service

Sl.No Response No. of Respondents Percentage

1 High 0 0%

2 Low 7 14%

3 Reasonable 43 86%

Total 50 100%
(Source: Primary Data)

Graph - 4.24 : Price of car service

0, 0%

7, 14%

43, 86%

High Low Reasonable

From the above table it is observed that7(14%) respondents responded that price
for car service charged by Nissan motors was ‘low’ and 43(86%) respondents opined
‘reasonable’.

Finally, maximum respondents agreed that price charged for car service was
reasonable.

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6. Quality of service

Table - 4.25 : Quality of service

Sl.No Response No. of Respondents Percentage

1 Satisfied 35 70%

2 Very satisfied 9 18%

3 Neutral 6 12%

4 Dissatisfied 0 0%

5 Very dissatisfied 0 0%

Total 50 100%
(Source: Primary Data)

Graph - 4.25 : Quality of service

35
35

30
No.of Respondents

Satisfied
25
Very satisfied
20 Neutral
Dissatisfied
15
9 Very dissatisfied
10 6

5
0 0
0
Response

From the above table it is observed that 35(70%) respondents satisfied,9(18%)

respondents are very satisfied,6(12%) respondents are neutral and none of the
respondents are dissatisfied with the quality of service provided by Nissan motors.

Finally, Majority respondents are satisfied with the quality of service.

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 CHAPTER-5

FINDINGS, SUGGESTIONS &

CONCLUSION
“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

Findings

 It is observed that maximum respondents (68%) are Male only.

 It is observed that maximum respondents (36%) fall under the age group of
above 40 years

 It is observed that maximum respondents (34%) are graduates.

 It is observed that maximum respondents (38%) are professionalists.

 It is observed that maximum respondents (24%) monthly income is above 1

lakh.

 It is observed that maximum respondents (56%) got information about Nissan

car from friends and relatives. Hence, it is found that majority of respondents
listen to word of mouth rather than other sources.

 It is observed that maximum respondents (86%) agreed that price of vehicle is

reasonable. Hence, Nissan is providing vehicle at reasonable price.

 It is observed that maximum respondents (72%) agreed that Nissan motors is

having moderate service network. Thus, it can be said that Nissan provides good
service network.

 It is observed that maximum respondents (78%) are satisfied with the Nissan
car technology. Thus,it is found that Nissan has good car technology.

 It is observed that maximum respondents (84%) are comfortable to drive Nissan

car which gives stressless feeling to cover long distance.

 It is observed that maximum respondents (80%) are satisfied with the car quality
which indicates Nissan provides good quality of vehicle.

 It is observed that maximum respondents (84%) agreed that mileage of Nissan

car is good which benefits customers in fuel saving.

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 It is observed that maximum respondents (78%) are satisfied with the space
availability of Nissan car which gives travellers a sense of peace and comfort to
cover a long way.

 It is observed that maximum respondents are attracted towards Nissan cars by

it’s comfort as it is ranked as First out of Five. Hence, it can be said that majority
respondents attracted by Nissan cars comfort.

 It is observed that maximum respondents (90%) are agreed that spare parts are
available which makes easy when there is an repair in the car.

 It is observed that maximum respondents (92%) are agreed that price of spare
parts is reasonable.

 It is observed that maximum respondents (84%) agreed that Nissan car fits to
Indian roads. Thus, it is found that Nissan suits to poor road conditions as well.

 It is observed that maximum respondents (72%) felt good about the overall
performance of Nissan cars.

 It is observed that maximum respondents (56%) will suggest others to purchase

Nissan car which is a positive sign for Nissan to increase customers in the future.

 It is observed that maximum respondents (80%) agreed that it is easy to get an

appointment for car service.

 It is observed that maximum respondents (94%) agreed that time taken by

customer executive to solve their issue is normal.

 It is observed that maximum respondents (68%) agreed that fixing of their

vehicle problem by Nissan motors is good.

 It is observed that maximum respondents (94%) agreed that Nissan motors

deliver their car on time after service.

 It is observed that maximum respondents (68%) agreed that price of car service
charged by Nissan motors is reasonable.

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 It is observed that maximum respondents (70%) are satisfied with the quality of
car service provided by Nissan motors.

 Overall, respondents are satisfied with the quality, technology, space

availability and overall performance of car.

 Respondents are also satisfied with the car service provided by Nissan motors.

 According to customer suggestions the Magnite has some drawbacks Nissan

Magnite has noisy engine and vibration in the back gear, gives low mileage on
highways compared to other SUVs, starts to vibrates on loads, steering wheel is
bit hard which gives bit problem while driving and doesn’t return back quickly
after u turn and clutch operation is bit hard

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Suggestions :

 Nissan Magnite has noisy engine which has to be considered to avoid noise.

 Nissan Magnite has vibration in the back gear and vibrates on load which has
to be examined to control the vibration.

 Nissan Magnite has bit hard steering wheel which has to be scrutinized as it may
lead to accidents if steering doesn’t comes under control.

 Clutch operation has to examined as it is important to shift the gear and

disengage the vehicle to move or stop.

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Conclusion:

Nissan Magnite was introduced on December 2020. Nissan has only one current
model ‘Magnite’ variant starts at Rs.6 lakh and top variant price goes upto 11 lakh.
Maximum respondents opined it is best compact SUV for Indian family who use for
there domestic purposes and it is value for money at its segment.

Nissan Magnite has decent engine ,good performance on road and generous
ground clearance. Nissan Magnite has petrol engine which has easy maintenance and it
is best choice for family using SUV over short distances and it is value for money.

It is best for middle class people who looks for comfort, mileage and low
maintenance cost for lowest cost price.All over majority respondents are happy with
the their choice of purchasing Nissan magnite.

Nissan Magnite is a new born for Nissan as all other models are discontinued in
India due to low sales.It is a good restart for Nissan as there is a positive feedback from
customers

Although the feedback from respondents are positive, the satisfaction metrics
reveal that the customer needs are not entirely met. Hence, the Nissan should consider
suggestions offered by respondents to retain its customers.

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REFERENCE:

Websites:
https://consumer satisfaction - Search (bing.com)
https://en.wikipedia.org/wiki/Nissan
https://www.zendesk.com/blog/customer-satisfaction-score
https://en.wikipedia.org/wiki/Nissan_Motor_India

Books:

Alok Goyal,Mridula goyal “Business Envirnoment”

Aryanna Konnor “Customer Success”

Derek. R.Allen “Customer satisfaction relationship management”

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ANNEXURE
QUESTIONNAIRE

Respected Madam/sir I am Keerthana.V of JSS college for women,

Sararwathipuram, Mysuru is pursuing masters in commerce. Kindly requesting
to spare few minutes to fill questionnaire for my academic project as it will be
helpful to conduct my research. “A study on consumer satisfaction towards Nissan
cars & service provided by Honnassiri Nissan Motors”
Section A
1. Age
a) 18-25
b) 31-40
c) 26-30
d) above 40
2. Gender
a) Male
b) Female
3. Educational qualifications
a) Illiterate
b) PUC
c) Post Graduation
d) S.S.L.C
e) Graduation
f) Other
4. Occupation
a) Service
b) Profession
c) Business
d) Agriculturist
e) Others
5. Monthly income
a) Below 25000
b) 25000-50000
c) 50000-75000
d) 75000-10000
e) Above 100000
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“A Study on Consumer Satisfaction towards Nissan Cars and Service Provided by Nissan Motors”

6. How did you come to know about Nissan Cars

a) Friends& Relatives
b) Newspapers
c) Internet
d) Magzines
e) Television
7. Which model Nissan car do you own
………………………………..
8. Price of your Nissan vehicles ….
a) High
b) Reasonable
c) Low
9. Source of finance for purchase of Nissan car
a) Saving
b) Employee finance
c) Private finance
d) Bank finance
10. Convenient of service network
a) Moderate convenient
b) Highly convenient
c) Inconvinent
11.How do you feel about Nissan car technology?
a) Highly Satisfied
b) Satisfied
c) Average
12. How do you feel when you drive yours Nissan car
a) More Comfortable
b) Comfortable
c) less comfortable
d) uncomfortable

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13.How do you feel about Nissan car quality ?

a) Highly Satisfied
b) Satisfied
c) Average
d) Dissatisfied
e) Dissatisfied
14.Mileage of the car when compared to other cars …?
a) Very good
b) Good
c) Average
15. How do you feel about space availability in Nissan car
a) Highly satisfied
b) Satisfied
c) Indifferent
d) Dissatisfied
e) Highly dissatisfied
f) Dissatisfied

16. How you attracted to buy Nissan car among all other brands (Please rank)
a) Brand image
b) Service network
c) Price
d) Mileage
e) Comfort
17. Availability of spare parts for major repairs of products
a) Easily available
b) Available
c) Not available
18. Price of spare parts is
a) High
b) Reasonable
c) Low

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19. Nissan cars are fit to Indian roads

a) Strongly agree
b) Agree
c) Disagree
d) Strongly Disagree
20. How do you rate the overall performance of the car compared to other car…?
a) Excellent
b) Good
c) Average
d) Below average
21. Based on your overall experience will you like to purchase or refer this brand
to any other person
a) Definitely yes
b) Yes
c) Maybe
d) No
e) Never

22. Please give suggestion for improve the quality and performance of Nissan car
………………………………………………………………………………
………………………………………………………………………………

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Section-B
1.Is it easy to get an appointment?
a) Yes
b) Somewhat
c) No
2.Time taken by customer service representative to solve your issue?
a) Very time consuming
b) Late
c) Normal
d) Fast
e) Exceptional
3.Was all your vehicle problems fixed completely?
a) Excellent
b) Good
c) Satisfactory
d) Poor

4.Did they deliver the car on time after service ?

a) Yes
b) No
5.Price of service charge compared to other car showrooms?
a) High
b) Reasonable
c) Low
6.Quality of service?
a) Very satisfied
b) Satisfied
c) Neutral
d) Unsatisfied

e) Very unsatisfied

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