Posted at 11.20.2018
Quality, price, and service are three factors are critical to the success of any sales work. Most companies take great good care to offer to their customers, products of great quality, achieving various quality benchmarks. The price tag on something is dictated by the demand for such an excellent of the merchandise. As products provided by major players in most industries have become comparable in quality and price, after-sales service is fast becoming an important differentiator.
Many definitions have been given for after-sales service by various marketing experts, predicated on not just what after-sales service means but also what it means to the customer and the business.
"After-sales services" has been used the most, to describe services that are given to the client following the products have been delivered (Vitasek, 2005). "After-sales services" tend to be referred to as "product support activities", meaning all activities that support the product-centric purchase (Lele and Karmarkar, 1983). It also being defined as "customer care" elements where all activities that ensure a product is available to consumers "over its useful life-span for trouble-free use" (Loomba, 1998). Author have pointed out that after-sales plays a key role in encouraging marketing activities to enhance customer loyalty, and therefore to increase profitability in the permanent (Saccani, 2006). Regarding to Alexander (2002) and Baumgarter (1999) income can be generated higher by providing the after sales service compared to product sale without it. It may make at least three times turnover of the original purchase throughout a given product lifecycle. After deal services represent mostly of the constant links those customers have with a brandname (Gallagher 2005), while Lewis (2004) described how it is damaged by and influences the brand image of a firm. Gallagher (2005) indicate after-sales as a way to recover profits lost because of the brutal competition on sales prices of oe, representing at the same time "one of the few constant contacts that customers have with a brandname". After-sales is thus a potential way to obtain competitive benefits for the company (Armistead and Clark 1992; Goffin 1999).
But in the simplest of terms, after-sales service is defined as - periodic or 'as and when required' maintenance or repair of equipment by its maker or supplier, after and during a warranty period.
After-sales management is known as part of customer romance management (CRM), that is, the maintenance of all customer connections. The after-sales management is also part of the sales process if it's to be labeled as step, in a further pre-sales phase that flows essentially. It is because any customer who's happy with the after-sales service provided by the company is very likely to get from the same company again while also suggesting its products to friends and family.
After-sales management arose from the realization that the client relationship does not end with the offer, but spans over the complete life of something or something or service, for more marketing efforts for taking advantage of this era by triggering and customer commitment to increase with increasing client satisfaction which is the primary goal of the after-sales marketing.
Customer service, warranty work and the continued support of the client by the seller are typical jobs of the after-sales management. However, the tasks involved in after-sales work by the company are no more limited to these. After-sale services now, include not only the customer claim and warrantee management, but also the maintenance operations, the free parts planning and logistics, and everything the functions with a prolonged effect on client satisfaction. There are many reasons why after-sales are essential for product professionals.
The most important of these are:
Sales services have a strong effect on customers' satisfaction and therefore on the repurchase rate of a product because a customer who's experiencing a problem with an after-sales product will have a tendency to switch to another product.
After-sales service is part of the product's "Brand Promise" which is up to service to guarantee the reality of the value proposition promised by product professionals to customers.
Reliable and strong after-sale services can increase the acceptance rate of a new product by causing mainstream customers much more secure to look at an progressive solution.
A sound and consistent after-sales offer often plays a part in a sustainable competitive advantages, less easily duplicable than only a product.
A more tangible incentive to provide good after-sales services is that they can double profit percentage compared to the profitability of the goods sold. A recent analysis by AMR found that while after-sales service represents typically 24% of income, it generates an astounding 45% of profit. This talk about of earnings can be even higher, as in the case of Rolls-Royce where after-sales symbolized 55% of overall turnover in 2004.
For consumer products, it could be estimated that after-sales services can make between 20-30% of total sales if appropriately managed. The bulk of the margin will not come from the direct maintenance but from spare parts, whose margin can be more than 50%, and support and warranty deals whose margin may be above 75%.
There is still room for progress as many marketers and product professionals have not totally grasped and used the whole potential of after-sale services, especially in a expanding country like India. This is done by first, segmenting the after-sales market according to customer's needs and second by planning the right service offer.
Various companies, such as Dell, Lexmark, Raytheon and Agilent have conducted research in the needs and expectations of these customers regarding after-sales services. Dell Enterprise Field Operations is constantly utilizing comments from customers to increase their service levels and manages to remain one step ahead of the competition. All of the surveys proven that although price is important to customers, the main element issues are swiftness of delivery, consistency, and availability of repair and maintenance services.
The vehicle industry, like a great many other, comprises of businesses which have a Gillette "razor and edge" marketing strategy, after-sale product and services cannot be considered independently of the merchandise in conditions of market talk about and success because while the product is used to enter the marketplace, the money is made on the free parts. It really is no real surprise, therefore that a recent research by Basic Motors Corp. indicated that the company made more revenue with its $9 billion after-sales than with its immediate $150 billion car sales.
The value system in any car manufacturing organization can be attributed to four major players; aspect suppliers, car companies, dealers or the idea of sale, and clients. These players are all influenced by any turbulence in the automobile industry. As a result they all contribute, to various extents, to the makes an attempt of structural change occurring in the industry.
Some of the major fads or key factors affecting each one of the four key players are [Business Process Re-engineering & Management Journal Vol. 2 No. 2, 1996]:
Internationalization and globalization propensity (including the global sourcing developer strategies and global competition, etc. )
Change from just component suppliers to system lovers and suppliers built-into the system.
Integration into the producer system based total quality management process.
Concentration of commercial strategies on product, process creativity and co-operation.
Emphasis on customer devotion and development of repeat purchasers at point of sales.
The choice of place to make and its natural implications and cost savings strategies has become a key concentration of corporate and business strategies.
Global thinking and globalization.
Reduction of over capacity
Concentration on return on investment (ROI) improvements.
Continuously broadening model width and depth.
Shorter model lifecycles.
Increasing use of merchandising practices.
Over capacity of traders in the Western market which has forced the automobile companies to go out of their parent or guardian countries for furthering business
Concentration tendency among sellers (take-overs, mergers and fusion).
Reductions in profit levels and go back on sales, etc.
Increasing capital requirements.
Under capacity and under usage of facilities.
Loss of market talk about in used car, and parts and item (after-sales) business to specialized firms
Pressure from companies to increase product intake levels.
Stagnating/cyclic demand generally in most markets
Stronger price/quality understanding.
Increase operating requirements and need for the service part in the buying process.
Increasing difficulty in revealing to the difference between available models.
Wish for completely new car principles (expectation of better security, environmental concerns, etc. )
In the auto industry, the after-sales service is defined as "all activities intended for maintaining the quality and reliability of the automobile carried out after the customer has used delivery with the purpose of ensuring client satisfaction".
For most part, after-sales on the maker level consists of three major departments; the parts, accessories and natural service, mostly technological. This parting was viewed as necessary partly as a result of difference in income to be made on parts and accessories but also due to strategies of the importers in which accessory additions for the international market were designed to imported cars on the arrival. These accessory improvements were booked as parts or accessories sold for accounting purposes.
After-sales is, therefore, seen as having something and also a service component (additions or changes or advice carried out after delivery of the car to a person). Where "product" is thought as all components that may be fitted to the automobile to permit it to meet the requirements of the dog owner and "service" as real human or mechanical aspect/interaction required to install or make alert to the likelihood of installing something on the automobile. These include advice, information, and everything interaction with the automobile owner/individual.
Thus the after-sales sector, long after the customer has taken delivery of the automobile, represents a means of constant contact between your car companies and the clients via the dealers. As a result of the initial vertical marketing system practiced in the automobile industry and the fact that the total amount of power lays with the car producers, they are compelled to and must believe leadership within an after-sales process intended for retaining the finish customer through total car after-sales service satisfaction. Whatever after-sales concept they sanction, it must enhance both delivery of the merchandise as well as the service facet of the procedure.
Underlining each one of these movements and the competitive pressure is the realization in the car industry that today's downward trends in volumes can only just be stemmed by a rise in customer commitment and the development of stronger brand/corporate and business understanding among customers. The stagnating/cyclic demand, better price/quality understanding, increased emphasis on service and standard economic pressures which have reduced buying ability have necessitated the necessity to develop strategies which are geared towards obtaining greater brand commitment among customers. You can find as part of your, a must ensure that present customers are not only satisfied but consistently delighted.
Considerable research has been conducted in neuro-scientific After-Sales service especially with regard to electric equipment. A number of studies have discovered the value of after-sales service in the auto industry yet others, as it is both, profitable and allows the business to instill self confidence in the customer in order to have him recommend the business and trust the business for his own do it again purchases.
However, surprisingly little work has been done in the field of Automobile After-Sales Service especially in the blissful luxury car section. The studies that are available about them have been researched in this section.
Best practice in the car after-sales service: An empirical study of Nissan and Fiat in Germany conducted by Ehinlanwo and Zairi discovered that:
Fiat placed its after-sales advertising, distribution and service regulations as effective with 60-79% satisfaction level while its after-sales price policy was only ranked as partially effective with 40-59% satisfaction level.
Nissan rated its after-sales syndication policy as extremely effective with 80-100% satisfaction level; however its after-sales promotion, price and service regulations were rated as partially effective with only 40-59% satisfaction level.
A second area of the study attempted to rank Toyota and Ford on similar parameters, delineating the parts where the respective company's after-sales guidelines were poor.
Automotive After-Sales-Service Improvements - An Empirical Evaluation conducted by Dirlenbach uncovered that the hyperlink between your customer orientation and permanent success of a service innovation project was both validated in the quantitative as well as the qualitative research. It was deduced also from the results of the qualitative expert interviews that taking up customer needs by either actively collecting feedback on new features of after-sales services or by actually getting started with forces in the introduction of such features would boost the likelihood of an effective service innovation. An additional finding was the positive impact of IT-professionalism on the short term success.
A Research on Effect of After-Sales Service on Consumer Preferences and Satisfaction of "Honda Motors" was conducted by Jain to realize that there was a solid link between customer patronage and satisfaction with after-sales service offered by the company. After-sales services offered were researched in terms of dependability of warranties and warranties, car insurance, free services and customer education provided to drive the car.
Auto survey: Improving upon after-sales service helps retain customers, an in-depth article compiled by Lamure, Hoffmann, and Flees interprets the results of study conducted by Bain and Co. , a talking to major. It asserts that receiving clients would require car manufacturers to develop more reliable, thrilling, and fuel-efficient vehicles, a task that could take years. But the survey shows that automakers have opportunities to boost their business performance for a while by focusing more on the customers they already have by offering exceptional after-sales service. Excellent after-sales service provided by Lexus, Toyota and Honda were deemed as the reason why for repeat buys and recommendation to friends by customers, of the 1800 American car owners surveyed who had been asked to rate after-sales services provided by their car's brand and on the foundation were divided as promoters and detractors. The authors point out how supplier service is the key point of connection with customers at the critical time when many people are weighing their next vehicle purchase. Usually, the owners' brand passion will erode as the automobile age groups and the warrantee expires. But it is precisely at this point-about four years following the initial sales - that the market leaders should capitalize on their loyalty benefit by using maintenance trips as opportunities to reinforce their ties with promoters and make an impression on detractors. After-sales service is known as even more critical in China to make brand value as it is still a young market where many first-time purchasers have yet to develop brand loyalty.
Back-End Story, a particular report published by Sarkar and Verma and printed in Economic Times, delved in to the dissatisfaction of Indian customers of after-sales service proposed by luxury car brands through their seller partners, to say that luxury car-makers acquired a long way to travel before they could guarantee a service-support fitted the business image for consumers in India, concluding that "perhaps exclusivity has its constraints, and after-sales service is one of these. "
The extensive overview of the literature details to the severe absence of work done, to specifically determine customers' conception of the prices of after-sales service in the blissful luxury car section, world-over. The review also revealed a complete lack of any prior work aiming to investigate the importance and expectation associated with prices, distribution, advertising and quality of after-sales service of cars in India. Thus, the worthiness of the paper lies in the actual fact that it presents the first try to examine this matter empirically.
Luxury car owners in India pay exorbitant prices to acquire their car, but it isn't simply a huge one-time investment. Every tedious servicing is expensive, substitute of parts, even way more. Luxury car manufacturers do not have a very strong after-sales service network in India either, which limits customers' choice in service centers significantly and they are forced to stay bound to the few certified service stations, even if they're unhappy about some aspects of the center at which they get their servicing done.
This, combined with extremely strict norms regarding voiding of warrantee if repair is performed from anywhere apart from the authorized service center, is particularly unfair to customers of luxury autos in India. In the majority of the developed world, the conditions regarding after-sales service aren't as tight because of proactive consumer groups who have, over and over, elevated their voices against any unfair procedures utilized by car makers and their supplier networks.
This paper seeks to evoke such recognition, and also to encourage consequent work in the region, such that consumer communities here too, observe unfair practices undertaken by luxury car makers preying continuously on the customers having provided them not with a car, but with a declaration, that is very high maintenance.
To find the Indian luxury car owners' targets regarding Quality of After-Sales Support received by them
To determine if customers think the Pricing of After-Sales Service in the luxury car section is unjustified
To research if customers of luxury vehicles in India respond to promotion of products by service centers
To compare customers' understanding of after-sales services of 3 major luxury car brands (Audi, BMW and Mercedes-Benz) of these common parameters
Luxury vehicle is a marketing term for a vehicle that delivers luxury, that is, pleasant or appealing features beyond tight necessity at increased cost. The term suggests a car with increased equipment, performance, structure perfection, comfort, design ingenuity, know-how, or features that convey brand image, or prestige - or a mixture of such features.
Automobile manufacturers market specific models that are targeted at the 'creamy' socio-economic classes and so, luxury vehicles are status icons for conspicuous ingestion. Luxury cars have a tendency to give a higher amount of comfort than their mainstream counterparts. While a higher price is the most frequent factor, it is styling, engineering, and the consequent public thoughts and opinions that determine which vehicles have such a position associated with them.
In India, away from the perceptual plethora of mass amounts and discounts, the blissful luxury car segment thrives on the statements: ability, style, quickness and the heavy price tags that often range from several lakhs to crores. India's top 10 luxury car models dominated by Mercedes Benz, BMW and Audi have seen a 57% surge in their sales in the period June, 2009 to May, 2010. Audi A6, Mercedes Benz E - Course and BMW 3 Series models saw more than 100% progress from 2009, in 2010 2010.
Luxury car section in India is one of the fastest-growing, with BMW retaining its authority position for the two consecutive years in 2009 2009 and 2010, exceeding its goal sales of 4200 devices this year 2010, even while Mercedes-Benz and Audi prolonged to record excellent development, with Mercedes -Benz offering 5, 819 automobiles this year 2010, the highest-ever sales physique registered by the company and Audi reselling 3003 models, growing at 81%.
Their strategy for the Indian market has been, as stated by business minds at Mercedes-Benz and Audi, focusing on offering a complete product portfolio, providing the highest value to the customer as well as guaranteeing top notch sales, after sales and vehicle possession experience. These initiatives coupled with aggressive product launches and network enlargement to smaller towns and places to reinforced the strong traction with the Indian market.
It is at such an environment, where extreme marketing initiatives are being deployed for increasing luxury car utilization in India that the importance of After-Sales Service made available from these very brands could end up being a source of dissatisfaction or a differentiator in the competitive Indian market. Such is the domain of the present paper.
The present newspaper examines the value of after-sales service to Indian luxury car owners, their anticipations from the automobile brands they relate themselves with and will try to identify the significant reasons for dissatisfaction with the after-sales service provided by the brand.
As the notion of customers of varied areas of after-sales service made available from their vehicle brand is being sought, the chosen research design is a descriptive using quantitative research. Through the use of research tools such as rating scales that allow ascribing quantitative prices to qualitative data to help statistical analysis, today's quantitative research seeks to confirm certain developed hypotheses.
The present research has been conducted by administering organized questionnaires to a total of 30 customers of luxury car brands in Delhi region.
A pilot survey of 7 respondents was conducted in the first week of data-collection. It had been discovered that male owners of luxury cars in this group of 30 to 40, drive their own vehicles and possessed it serviced themselves at the approved service centers. These were, therefore, more educated on the procedures involved and could measure the quality of servicing received. Thus all respondents because of this research are men between the age ranges of 30 to 40 years who get their automobiles serviced themselves.
In the job the info from different sources about top luxury car brands in India and work done on after-sales servicing of automobiles in India and elsewhere have been accumulated from:
Research accounts in journals
Articles on the Internet
This research contains both principal and supplementary data. The primary data is required to fulfill the purpose of describing the belief of customers of luxury car brands in India regarding the after-sales service proposed by their brands. These details was accumulated using questionnaires which thus played an essential part in the collection of the data required for the research.
The secondary data was accumulated from existing information sources such as publications and articles published in online databases. The body of guide was mainly built upon secondary data.
The formulation of the questions for the research tool used, and the analysis of the accumulated data were facilitated by the secondary data, which made the results better to interpret and conclusions to be easily attracted. The comparative examination of the 3 major car-brands on after-sales service support as perceived by their customers on various parameters is shown in the research part of this thesis.
The data was procured by the method of a two webpage questionnaire where questions were devised to reduce ambiguity, paying particular attention to the wording and the series of questions and making sure a specialist style and format.
Research tools such as Likert type ranking scales that allow ascribing quantitative principles to qualitative data to facilitate statistical research, were used to permit methods such as chi-square trials to confirm designed hypotheses.
Thus, in the present research on "Comparative Evaluation of After-Sales Service in the blissful luxury Car Section in India", Structured Non-Disguised Questionnaire has been used.
In this research the following steps have been adopted:
Target Population: The mark population used for test selection was from Dept. of Traffic databases
Geographical Get spread around of the target population (Sampling Structure): The area of research is Delhi for principal data collection through Questionnaires, as Mr. Manjit Singh Bala (Controlling Director, Tai-Pan Merchants, traders for Mercedes-Benz) within an article explained that the company annually records maximum sales from Delhi
Sampling Method Used: Non-Probability Sampling methods that is, Convenience Sampling and Snowball Sampling was used.
Sample size: the test size is 30.
Their break-up is as follows:
10 are Mercedes-Benz owners
10 are Audi owners
10 are BMW owners
SPSS Figures 17. 0
In this section the info gathered by way of administering the questionnaire to an example size of 30 luxury car-owners in Delhi, has been analyzed to attain the stated aims.
Statements 2, 3 and 13 were contained in the questionnaire to find out the importance of After-Sales Service to Indian Luxury Car Owners.
A majority (53%) of the test admitted never to having conducted satisfactory research about the after-sales service proposed by the brand of car before they purchased it. Only 23% of the individuals agreed that they had conducted any research about the after-sales service. Indeed, it is for that reason very reason that customers feel somewhat cheated when they get after-sales service that is incongruent with the costs charged for the same.
A clear bulk, that is 93% of the respondents highly agreed and the remaining arranged that after-sales service support would unquestionably affect if they recommend the brand or model with their relatives and buddies. That is in complete correspondence with the review of 1800 customers, as conducted by Bain and Co. in the United States which found that good after-sales service possessed a strong and direct effect on whether the customers would be willing to recommend it to their friends and family or not.
As expected, an mind-boggling majority (93%) of the respondents arranged that customers wouldn't normally re-purchase from a brandname that they'd got a bad experience with, with respect to after-sales service received by them. This specific study is particularly important for luxury car brands to learn, as they expect that customers of expensive cars buy the car limited to brand value and would still continue to get from the brand if the clients are not completely content with the after-sales service received by them. However, evidently such customers do are present, considering that 6% of the customers strongly disagreed with the declaration.
Statements 4, 5, 6, 7 and 12 were contained in the questionnaire to know what Indian Luxury Car Owners expected from the after-sales service offered by their make of vehicle.
As evident, most of the customers, about 86% receive timely posts and notifications from the service-center when their vehicles are credited for servicing.
On this parameter, most customers seem satisfied with their service centers.
A whopping 86% of respondents feel that there is indeed a dependence on more service stations in the same city. Most luxury car brands in India have companions looking after their after-sales service and in regards to to after-sales service, their network and distribution are weakened. This question was integrated in the questionnaire to verify this very assertion.
43% of the respondents said they do not receive adequate on-road support using their company service centers, if their car broke-down instantly. Only 36% of the respondents arranged that they received good on-road support form their service centers, indicating that there is much room for improvement on this front.
Only 13% of customers were dissatisfied with the average time taken for servicing of the vehicles. However, only 46% arranged that they were happy with enough time used for the same. This means that that most customers so not feel highly about time taken, as a parameter to evaluate after-sales service received by them.
It is important to note that absolutely none of the respondents disagreed even marginally with the affirmation that customers wished the service centre to go over problems, causes and solutions how to avoid same and common problems with their vehicles in future. Also important, is the level with that your respondents strongly arranged with the present statement indicating just how important this factor is becoming for customers.
Statements 9, 10 and 11 were designed in the questionnaire to find if customers of Luxury Automobiles in India thought believed that rates of after-sales service offered by the company is unjustified.
A routine servicing is given to the automobile every 90 days or after they have run a specific range of kilometers, whichever happens first. As deduced from the reactions, maximum customers pay from Rs. 20, 000 - 30, 000 per service. This differs from model to model but after-sales service of luxury automobiles in India costs ranging from Rs. 15, 000 - 50, 000 per servicing, which is quite steep.
This assertion was contained in the questionnaire to confirm the principal assertion and reason for conducting this research. As evident, the majority of the respondents decided (with 40% agreeing strongly) that they really did think that service centers take advantage of them, because of their prevalent assumption in the industry that a person who owns an expensive luxury car would not mind spending money on expensive after-sales service. Important to take note: only 16% of the respondents disagreed with the statement.
50% of the respondents agreed that prices for paint jobs or part substitutes etc were unjustified. Others preferred to not comment on this factor. Again, only 13% of the clients disagreed with the statement, obviously indicating that none were really happy with the prices charged for servicing received by them.
Statement 8 was designed in the questionnaire to find if Luxury Car Owners in India were attentive to products which were marketed by service centers
World-over, service centers employees are incentivized to market auxiliary items to customers who come in to get their autos serviced. However, India still has a long way to move before customers trust the service center employees to provide them with options for auxiliary items, as confirmed by responses to this affirmation. 73% of the respondents disagreed outright that they'd never in the past and are not inclined to in future, to buy items on tips of service centre employees.
Comparative analysis has been done using crosstabulation, to find customers' understanding of After-Sales service received by them off their brand of vehicle, over the next common variables:
Owners of most 3 popular brands of luxury vehicles in India almost unequivocally agreed that they would like for the service centre network to be bigger and better. They want more choices in service centers for their brand of vehicle, so if they are unsatisfied with any aspect of a particular center, they could easily transition to another. That is especially important now as increasing numbers of people are opting for luxury autos in tier-1 and tier-2 cities.
In this regard, it is simple to observe that Audi's after-sales centers possess the best record of intimating its customers whenever their next service is due. BMW and Mercedes-Benz service centers can work on bettering this.
Again, Audi's service centers seems to have the best record in offering good on-road support if customer's car reduces suddenly. Mercedes has the worst record with most respondents stating that they did not receive any on-road support whatsoever. BMW too has its quantity of dissatisfied customers in this respect.
Again Audi gets the highest volume of customers who decided strongly that these were happy with enough time taken to service their cars. BMW came soon after. Mercedes however experienced lots of customers who have been unhappy with enough time taken to service the automobile as it inconvenienced the car owners.
Although the prices change from model to model, evidently, servicing of Mercedes automobiles is most affordable than Audi and BMW. Perhaps this is why that their after-sales service lags behind after-sales offered by the other two. However, this gain will be lost if customers continue receiving insufficient after-sales support, which would definitely lead them to move to brands offering better support.
As expected, more range of Audi owners agreed that prices costed for paint jobs and parts replacement unit etc are unjustified. A good number of BMW owners too feel the same way. It is interesting to note that a high number of Mercedes owners, most of whom were paying least for routine after-sales service, strongly decided that prices costed on such special services were unjustified, indicating that Mercedes might be overcharging the clients to replace the initial low-cost of the tedious servicing in comparison to its competition.
Based on the findings as per research of the info collected, the next suggestions and advice have been created:
Customers of luxury vehicles in India should perform some research of after-sales service provided by their brand in the united states and especially in the location to ensure they are not at the getting end of unpleasant shocks after purchasing the autos. In this manner, they'd be able to manage their prospects and also exert some control on the grade of after-sales service offered to them by the brand.
It is visible that customers feature high importance to the after-sales support received by them and they have a direct and strong effect on whether they'll recommend the brand to others, and for a luxury car brand with an edge over its opponents, it is vital to understand this fact and capitalize on it by providing after-sales service that is fitted to the purchase price recharged or better.
The study obviously indicated the necessity for all the popular luxury brands to increase and better their after-sales service network.
Only customers of Audi experienced that they received good after-sales service
The study underlined the necessity for service station employees to go over problems, causes, their alternatives and how to avoid them in future, with customers rather than just quoting the purchase price for fixing it.
Responses to a number of questions included in the questionnaire confirmed the assertion that customers thought that the after-sales servicing received by them was not justified for the purchase price these are being charged for this.
Upon executing comparative analysis of the popular luxury car brands by looking at customers' satisfaction levels on various common parameters, it is evident that Audi's customers are most pleased with the support they receive, on basis of timely notifications, time used for servicing and on-road support. Mercedes has among the cheapest prices per servicing, but has more dissatisfied customers being that prices billed for changing parts and jobs are unjustified, indicating that any price benefits they have got on after-sales support leading will be lost, if overall degree of servicing is not increased to be at par with competition or indeed better than them. Thus, these brands would be well-advised to focus on these guidelines, and identify more to improve satisfaction of the customers.
The research also indicated the necessity for after-sales service commensurate with the prices incurred, need for better distribution and on-road support, and recommended that right now there is certain indifference regarding performing research on after-sales service of brands before purchasing them.
A particular finding also mentioned that Indian Luxury Car customers don't yet trust their service centers enough to consider buying auxiliary items that are advised by the guts.
To conclude, the findings of the research are in concurrence with the assertions manufactured in this article for Economic Times by Sarkar and Verma which explained that with respect to after-sales support offered to customers of luxury autos in India - "exclusivity has its limits, and after-sales service is one of these. "
With more and more people from tier-1 and tier-2 towns opting for luxury cars, it's important for the customers to analyze and emphasize on dependence on better after-sales service provided by brands, and in this manner exert certain pressure on these brands to offer after-sales service that is in keeping with the prices recharged by the brand for the same.