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OnCustomer Preference & Brand Awareness

With Reference To

Bajaj Auto Ltd.

TRAINING REPORT SUBMITTED TO

UNITED INSTITUTE OF MANAGEMENT

GREATER NOIDA

IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT OF

MBA PROGRAM

UNDERGUIDANCE: SUBMITTEDBY:

Mr. Bipin Srivastava Prashant Kr. Srivastava

UNITED INSTITUTE OF MANAGEMENT

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GREATER NOIDA

CONTENTS:-

1. Preface

. Acknowledgement

!. Introduction of topic

". Executive summary

#. Objective

$. Researc metodology

%. About te company

. !egment of bikes

'. "A# sare in different markets

1(.$arket analysis

11.%ompetitor analysis

1.$arketing !trategies

1!.Analysis of &uestionnaire

1".%onclusions

1#.!uggestions

1$.#imitations

1%.!'O( analysis

1#."ibliograpy1$.Annexure

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PRE)ACE:*

In present era people are looking for more speed at minimum cost)

tat*s wy tey are sifting temselves from scooter to bike+ !o) te company

needs to diversify er business as "A# as done successfully+

"ajaj auto as completed tis task but to increase te number of

customer tey two options eiter penetrate teir competitors market or use teir

customer data base to increase te number of customer+ !o tey are working

first time on ,referral sceme and my project was related on tat topic itself+

I ave done researc) under te able guidance of $r+ .....................

wo as very good professional skills+

(e process begins wit researcing te relevant market place to understand

its dynamics and to identify opportunities to meet existing or latent needs+ It

involves formulating strategies and seeing tat it works in line wit principles of

marketing mix) evaluating results) seeking areas of improvement+ It involves

preparing te &uestionnaires related to te researc objectives) collecting data

analy/ing tem and coming to some conclusions+

(e compiled project includes company profile) objective) researc metodology

marketing concepts used) structure of te &uestionnaire) analy/ing data collected

grapical representation) !'O( analysis) limitations) conclusions and

recommendations+

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AC+NOW,E-E/ENT

I take it a matter of great pleasure to submit my researc over %ustomer preference) buying

beavior analysis 0 "rand awareness of "A# in Executive segment of bike+ I am igly

indebted to $r+ "ipin !rivastava) 1nited Institute of $anagement) 2reater 3oida for guiding me

$y special 0 sincere tanks to $r+ !andeep !arma wo as always inspired me 0 guided

me trougout my project+

At last I am tankful to te library of te institution for providing me necessary material

0 all tose wo elped me in completion of my project+

0Prashant +umar Sriastaa2

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3NTRO-4CT3ON O) TOP3C:*

(oday*s in two weeler industries) bike as dominant role in comparison

to scooter+ In India tere are many companies wo are facing cut troat competitions+In wic "A#) is a major player and facing same tuff competition wit

44) #$#) (5!+

%ompanies are looking for new metodology by wic tey can increase

te no+ of customer+ (e new metodology adopted by "ajaj auto is-,Referral

sceme+

Referral sceme refers to increase te number of customer wit te elp

of existing customer data base+ (e project given by "ajaj was related to referral

sceme+ It was a kind of live project+ (e process of referral sceme followed as

6irstly talk wit existing customer 7wit te elp of customer data base8

and ask for satisfied customer and any ow convince tem to refer bike to tere

friends and relatives 7(is project was done on %A#-99:8+ In tis project I ave to look

for tat ow to introduce referral sceme and wat is te problem in implementing tis sceme+

"y searcing te net I was found tere are many referral sceme wic

elps companies to increase te number of customer+

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E5EC4T36E S4//AR7

"A#) te leading two weeler company of India ranks 9stin terms of

manufacturing wereas by te sales criteria it closely follows 4ero-4onda+

"A# as lion sare in entry and premium segments of bike) but it as

4ardly ;< in executive segments of bike in all over India and 99< in =eli

market+

"A#) as a image of scooter manufacturing industry in customer mind

and in modern era) wen people are looking for speed and mileage inteir veicle) specially commuters wo commute long distance every day in

metros wants to save money spend in fuel+ !o) tis kind of canging beaviorof customer is main reason for sift from scooter to bike+

(e above statement can be proved by current report of ,cairmanletter and management discussion and analysis report >"A# wic sows tat

wile te two- weeler market as grown at a compound annual report of 99+? @< LA$A4A-< (5!-9B< "AKAK-D9e *h"t I%.("%

co%$&mer$ *"%t It h"$ .e-e!oe. (mro-e. e%)(%e er/orm"%ce "%. ro.&ct $t!(%) th"t 'e$t /(t the

I%.("% m"r#et

"" ($ " h()h! (%%o-"t(-e com"% "%. h"$ 'ee% (%tro.&c(%) %e* ro.&ct$ re)&!"r! (% the m"r#e

"" h"$ #et (t$e!/ !e"% thro&)h o//er(%) FRS $cheme$ 4 t(!! ."teB

"" h"$ ece!!e%t IT (%/r"$tr&ct&re (% !"ce :

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The com"% ($ !"%%(%) to (%cre"$e the c""c(t "%. (/ the (%.&$tr )ro*th /"!!$ .o*% .&e to "% &%#%o*%

re"$o% (t *o&!. me"% " )re"ter !o$$ .&e to (.!e c""c(t /or "" th"% "%o%e e!$e

Future Plan!

"" !"%$ to (%tro.&ce t*o %e* '(#e$ (% Ar(!&%e 2005, o%e e"ch (% the e%tr "%. rem(&m

$e)me%t$

A %e* !"%t *(th " c""c(t &to 200,000 motorcc!e$ " mo%th $h"!! 'e $et& ' &! 2005

"" !"%$ to e%. ? 2005 *(th " $"!e o/ c!o$e to 15 m(!!(o% motorcc!e$, " )ro*th o/ "!mo$t 40+

"% (%.&$tr th"t ($ )ro*(%) "t "'o&t 20+ The "$t 9 mo%th tre%.$ re.(ct th"t (t $h"!! 'e "'!e to

"ch(e-e th($ t"r)et

"" ($ !"%%(%) to !"&%ch '(#e$ (% m"% co&%tr(e$ It *o&!. 'e /oc&$(%) o% emer)(%) m"r#et$ !(#e

A/r(c" (r$t o%e *o&!. 'e G()er(" Se!ect(o% o/ t"r)et co&%tr(e$ ($ '"$e. o% the /o!!o*(%) $tr"te):

o ,S- Seuent"al a))roa$&/ 0!"+"lar1 $ountr"e! ("r!t to +a2"+"3e or4an"3at"onal learn"n4

o ,T- Tar4et u))"e! a! t&e &a5e +ore +one

o ,P- "n5e!t (or )rodu$t d"((erent"at"on

o ,6P- In$rea!e )rodu$t +ar4"n!/ and *e$o+e 0lean and +ean1.

The !"te$t $"!e$ re$&!t$ /or the com"% "re:

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Sale! %o$B Act&"! E2tra)olated

Produ$t

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8996:9;

Q7

8997:

96

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>/696/@;; 7

EPORTS ,A$tual- E2tra)olated

Produ$t

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Q7

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#&an4e

9/;8 76.>

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TCS Motor! Ltd

TFS Motor ;om"% L(m(te., "rt o/ the TFS Hro&, ($ o%e o/ I%.("=$ !e".(%) t*o*hee!er

m"%&/"ct&rer$ ( Motor ;oror"t(o% o/ ""% (% 1983 "%.

ro.&ce. /(r$t 100cc '(#e The o(%t -e%t&re *"$ term(%"te. (% Setem'er 2001

To." TFS Motor ;om"% ho!.$ " co%$(.er"'!e m"r#et $h"re (% motorcc!e$ It h"$ the !"r)e$t

m"r#et $h"re (% the moe. c"te)or "%. ($ "!$o the &%.($&te. !e".er (% the $cooterette $e)me%t The

com"% m"%&/"ct&re$ (t$ motorcc!e$, $cooterette$ "%. moe.$ "t (t$ $t"teo/the"rt /"ctor(e$ (%

M$ore "%. o$&r The com"% 'o"$t$ o/ " $tro%) $"!e$ "%. $er-(ce %et*or# o/ 500 A&thor(>e.

@e"!er$h($, 1018 A&thor(>e. Ser-(ce ;e%ter$ "%. o-er 864 ;ert(/(e. Ser-(ce o(%t$

TFS o//er$ " *(.e r"%)e o/ 'r"%.$ (% the motorcc!e (%.&$tr %"me! TCS #entra/ TCS

C"$tor/ TCS F"ero F8/ TCS Ma2 >99/ TCS Ma2 >99 R etc The com"% h"$ rece%t!

!"&%che. " >99$$ *"ke TCS Star "%.a >8;$$ *"ke TCS C"$tor GL>8;

TFS Motor$ h"$ m".e h&)e $tr(.e$ (% (m!eme%t"t(o% o/ &"!(t (%(t("t(-e$ !(#e TM,

TM etc "%. ro.&ct(o% tech%o!o)(e$ !(#e IT, e#"%'"%, MS etc /or "ch(e-(%) *or!.c!"$$

&"!(t TFS Motor ($ the th(r. I%.("% com"% to *(% the @em(%) r(>eJ (% /"ct (t ($ the *or!.=$

/(r$t motorcc!e com"% to 'e "*"r.e. the r(>e

The com"%$ (o%eer(%) e//ort$ (% the I%.("% motorcc!e (%.&$tr (%c!&.e:

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(r$t I%.("% ;om"% to (%tro.&ce 100cc I%.o""%e$e motorcc!e$ (% Set 1984

I%tro.&ce. I%.("=$ /(r$t c"t"!t(c co%-erter e%"'!e. motorcc!e, the 110cc Sho)&% (%

@ec 1996

L"&%che. I%.("=$ /(r$t 5$ee. motorcc!e, the Sh"o!(% (% Oct 1997

L"&%che. F(ctor (% A&)&$t 2001, " *or!.c!"$$ 4$tro#e 110 cc motorcc!e

L"&%che. ;e%tr" (% "%&"r 2004, " *or!.c!"$$ 4$tro#e 100 cc motorcc!e *(th FT

( E%)(%e$ /or 'e$t(%c!"$$ m(!e")e

Future Plan!

Sett(%) & o/ " m"%&/"ct&r(%) /"c(!(t /or t*o *hee!er$ (% I%.o%e$(" *(th "% (%(t("!

"%%&"! c""c(t o/ 120 !"#h$ t*o *hee!er$ E$t(m"te. (%-e$tme%t &to S 50 m(!!(o%

Sett(%) & o/ " m"%&/"ct&r(%) /"c(!(t /or three *hee!er$ (% the(r e($t(%) !"%t "t M$ore

*(th "% (%(t("! "%%&"! c""c(t o/ 100 !"#h -eh(c!e$ The e$t(m"te. co$t o/ the roect ($

R$100 crore$

Sett(%) & " t*o *hee!er m"%&/"ct&r(%) &%(t (% (m"ch"! r".e$h *(th "% (%(t("! "%%&"!

c""c(t o/ 300 !"#h$ -eh(c!e$ "t "% e$t(m"te. co$t o/ R$90 crore$

I%cre"$(%) eort$ to the So&thE"$t A$("% %"t(o%$

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#on$ern!

I%cre"$(%) co$t$ o/ r"* m"ter("!$ !(#e $tee!, %(c#e! "%. coer etc c"&$(%) the co$t$ to

(%cre"$e

Hoo. (%.&$tr )ro*th !e".(%) to cre"t(o% o/ ece$$ c""c(t, th&$ ro'"'(!(t o/ c""c(t

&%&t(!(>"t(o% (/ )ro*th $!o*$ Th($ m()ht (%cre"$e co$t$ "%. th&$ "//ect ro/(t"'(!(t

I%cre"$(%) thre"t /rom )!o'"! comet(t(o% (% *"#e o/ )!o'"!(>"t(o% "%. .ere)&!"t(o%

The !"te$t $"!e$ re$&!t$ /or the com"% "re:

Per"od Fe*96 Fe*9; Car < A)r97:Fe*96 A)r96:Fe*9; Car er, h"$ rece(-e. "% &'e"t re$o%$e (% the m"r#et T*o -"r("%t$ o/ ">er "re to 'e !"&%che. -er

$oo%

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Future Plan!

The ;om"%$ /oc&$ ($ to co%$o!(."te (t$ o$(t(o% (% the I%.("% m"r#et A $()%(/(c"%t e!eme%t o/ th($

/oc&$ "re" ($ to tr"%$!"te the(r R@ e//ort$ (%to "% &%m"tche. -"!&e roo$(t(o% /or the I%.("% c&$tomer

It h"$ /orm&!"te. " three ro%)e. $tr"te) *h(ch (%c!&.e$, ;o%$o!(."t(o% "%. & )r"."t(o% o/ (t$ .e"!er

%et*or#, $tre%)the%(%) o/ $&! ch"(% "%. L"&%ch o/ Ge* mo.e!$ Some o/ the $te$ (% th($ re)"r.

(%c!&.e,

Tr(m co$t$ ' 30+ (% /o&r e"r$

I%-e$t(%) R$100 ;r to e"%. ro.&ct(o% c""c(t

T(e & *(th T"t" (%"%ce "$ the re/erre. /(%"%c(er o/ ?MI

Oe%(%) 100 %e*!oo# $ho*room$ (% I%.("

L"&%ch(%) " mo.e! (% the 3200035000 r(ce $e)me%t

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"net"$ Motor! Ltd

K(%et(c Motor ;om"% L(m(te. ($ "rt o/ the K(%et(c )ro& o/ com"%(e$, " !e".(%)

m"%&/"ct&rer o/ t*o *hee!er$ (% I%.(" K(%et(c Motor 'e)"% (% 1984 "$ " o(%t Fe%t&re *(th o%."

Motor o/ ""%, to m"%&/"ct&re "%. m"r#et ".-"%ce. $cooter$ (% I%.(" I% 1998, the "rr"%)eme%t *(th

o%." Motor *"$ re"!()%e. "$ " tech%(c"! co!!"'or"t(o%


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K(%et(c$ $tr"te) ($ co%$&mer/oc&$e. "$ (t "(m$ to h"-e " ro.&ct th"t $&(t$ the tr"%$ort

re&(reme%t$ /or e-ero%e 'e (t " $t&.e%t or "% eec&t(-e, $omeo%e !oo#(%) /or /&e! e//(c(e%c, or

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T&e late!t !ale! re!ult! (or t&e $o+)an are

Per"od Fe*96 Fe*9; Car < A)r97:

Fe*96

A)r96:Fe*9; Car e

The '(#e$ "re $t(!! m".e *(th h"%.(cr"/t te tech%(&e$, *h(ch m" %ot "!!o* (t to comete *(th oth

h()h e%. '(#e$ (% term$ o/ ro.&ct(o% -o!&me$

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Future )lan!

;o%ce%tr"t(o% o% m"r#et(%) e//ort$ $eem$ to 'e the %"me o/ the )"me The E%/(e!. h"$ !"%%e. "

$e)me%t '"$e. ret"(! $tr"te) *h(ch *o&!. "!!o* the &$er to eer(e%ce the 'r"%. ' t"r)et(%) to

.(//ere%t %ee.$ (% .(//ere%t re)(o%$ The "m'(e%ce o/ the '&(%) o&t!et *o&!. re/!ect the $"me

Te$t(%) %e*er h()h o*ere. e%)(%e$

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LML LIMITED

LML Lt. LMLB " @ee"# S(%)h"%(" )ro& ;om"% ($ " !e".(%) t*o*hee!er

m"%&/"ct&rer ;&rre%t! (t h"$ c""c(t to ro.&ce 63 !"#h t*o *hee!er$ It *"$ e$t"'!($he. (%

1972, "%. *e%t to &'!(c (% 1980 "%. h". /(-e .(-($(o%$ e%)(%eer(%), $%thet(c "r%

roce$$(%), t*($ter m"ch(%e$, %!o%6 ch($ "%. $cooter$ LML h"$ !"&%che. Se%$"t(o%=, "

h()h! /&e!e//(c(e%t 125cc t*o*hee!er (% "%)"!ore LML h"$ (%tro.&ce. ".-"%ce. /ro%t "%.

re"r $&$e%$(o% $$tem$ m"%&/"ct&re. (% co!!"'or"t(o% *(th (t&'o o/ It"!

The com"% ($ " !"te e%tr"%t (% the motorcc!e$ m"r#et The com"% m"%&/"ct&re$ t*o

-er$(o%$ o/ " /o&r$tro#e, 100cc '(#e E%er)= "%. A.re%o= (% tech%(c"! co!!"'or"t(o% *(th

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;o%$&mer &%.er$t"%.(%) "%. S$tem$ /or '&(!.(%) (%$()ht$ (%to m"r#et 'eh"-(or

R@ c""'(!(t *e!! !(%#e. *(th '&$(%e$$

Stro%) .e"!er %et*or# (% Gorth, ;e%tr"! E"$ter% m"r#et$

Stro%) -e%.or $&! ch"(%

Str"te)(c !oc"t(o% o/ the !"%t

()h !e-e! o/ (%.()e%($"t(o%

eakne!!e!

;o%t(%&e. '&r.e% o/ A$$et$er-(c(%) co$t$ re!"t(%) to )e"re. $cooter '&$(%e$$

L"te e%tr (%to motorcc!e m"r#et

Lo* %et*or# e%etr"t(o%

Lo* ro.&ct(o% c""c(t "%. ro.&ct r"%)e motorcc!e$B

O))ortun"t"e!

M"r#et )ro*th thro&)h (%cre"$e. e%etr"t(o% e$ec("!! (% $em(&r'"% "%. r&r"! "re"$

I%/!&e%c(%) co%$&mer$ re/ere%ce thro&)h (%%o-"t(o%, "%. *(th h()h !e-e! o/ &"!(t "%.

c!"$$, .e/(%(%) ro.&ct er/orm"%ce

L"te e%tr )(-e$ /!e('(!(t (% h"-(%) " ro.&ct !(%e& re$o%.(%) to re$e%t ."

co%$&mer re/ere%ce$

S&'$t"%t("! co$tre.&ct(o% oort&%(t(e$ *(th (%cre"$e (% -o!&me$

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T&reat!

Lo* -o!&me$ "$ com"re. to eer$

Shr(%#(%) m"r#et /or )e"re. $cooter$

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Future Plan!

The ;om"% ($ t"#(%) $te$ (% the "re" o/ e"%$(o% o/ the ro.&ct ort/o!(o /or the

%e* motorcc!e$ It eect$ to !"ce (% the m"r#et %e* o//er(%)$, *h(ch *o&!. )(-e the

;om"% the re&(re. $"ce (% the motorcc!e $e)me%t to oer"te The ;om"% ($ "!$o t"#(%)

$te$ /or (%cre"$e (% c""c(t, *h(ch to)ether *(th the e($t(%) "%. %e* r"%)e o/ -eh(c!e$, *o&!.

)(-e (t the re&(re. !(%e & "%. .eth o/ motorcc!e$ (% the m"r#et, *h(ch h"$ rem"(%e.

re$tr(cte. to o%! o%e $e)me%t @e!&e ;omm&terB thro&)h ree.om LML ($ !"%%(%) /or "

comrehe%$(-e re$tr&ct&r(%) o/ (t$ '&$(%e$$ /(%"%c("!, .e"!er %et*or#, (%.&$tr("!, ro.&ct

ort/o!(o, co$t, etcB

LML ($ "!$o "..(%) " ho$t o/ ro.&ct$ to (t$ r"%)e, (%c!&.(%) -eh(c!e$ o/ 2$tro#e "%. 4$tro#e

e%)(%e$, h"-(%) )e"re. -"r(om"t(c tr"%$m($$(o% It !"%$ to /!o"t " /(%"%ce com"% to ro-(.e

e"$ /&%.(%) to the '&er$ o/ (t$ t*o*hee!er$ It !"%$ to o//er .($c 'r"#e$J .()(t"! ()%(t(o% "%.

"% "&to !&'e $$tem The com"% ($ "!$o !"%%(%) to (%tro.&ce /o&r$tro#e $cooter$ "%. ($

*or#(%) to*"r.$ .e-e!o(%) e%)(%e$ '"$e. o% "!ter%"te /&e!$ $&ch "$ LHB

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MARKETING STRATEGIES

MARKETING

Marketing is challenging and exciting. The solving of marketing problems

required insight, experience and analytical ability. Take the case of a company

faced with the problem of increasing its sales. Increase in the sales at the expense

of profits may not be a desirable objective. gain there are many ways in which

sales can be increased, e.g. by finding new customers or selling more to existing

customers, by increasing advertising and by reducing the price. The marketing

manger must decide which strategy or combination of methods he should adopt for

increasing his sales profitably. !e must also keep in touch with the changing needs

and desires of the consuming public as well as his competitors" activities. Thus

marketing is interesting, as it required the marketing manger to be dynamic and

not complacent for continuous prosperity of his organi#ation.

THE MARKETING FUNCTION

!owever the meaning of marketing is not often clear to people who use the

word. To a salesman it means selling whereas to an advertising manger it means

advertising. high$sounding definitions have also been advanced. %or example, &aul

Ma#ur defined it as 'the delivery of a standard of living of society(. Thus was

expanded by &rof. Malcolm Mc)air to 'the creation and delivery of a standard of

living.

'Marketing is the primary management function which organi#es and directs the

aggregate of business activities involved in converting customer purchasing power

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into effective demand for a specific product or service and in moving the product or

service to the final consumer or user so as to achieve the company$set or other

objectives(.

*+--/)T M0-TI)1 %23-4

3onsumer habits.

3onsumer attitudes and motivations.

Trade structures and practices.

Trade attitudes and motivation.

Types of competition.

elation of supplies and price to demand.

&osition and share of the market.

Trends of competitive behaviour.

1overnment controls, which are applicable.

PRODUCT

&roduct is something of value that is offered for sale or hire with the aim of

satisfying customer needs. It is a bundle of satisfaction that the customer buys.

product may be a tangible offer to the market, which includes product quality,

variety, design, features, branding etc. It may also be intangible such as provision

of a service like training or education etc. Many products may have tangible as well

as intangible attributes. %or example 5aewoo 3ielo car is the tangible product and

after sale services and mobile repair anywhere is an intangible service.

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Product Line

product line refers to a group of product clubbed together because they

have one of the above described characteristics in common. The number of product

lines carried by a firm at a given point in time is a function of its resources and

competitive position.

Product Width

This refers to the number of different product lines marketed by a firm.

Product Depth

This refers to the numbers of product items and their variations *like si#e,

packaging, colours, etc+ offered in each product line.

Product Conitenc!

This is the degree of similarity between product line in end use, technology

and production techniques, distribution channel etc.

The ideal product mix is an issue that varies from firm to firm and may be

hard to define and come by.

POSITIONING OF THE PRODUCT

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&ositioning concerns what is in the minds of consumers, in particular in the

minds of your target group*s+ of consumers. It is what the consumers think of the

product or the firm or there perception of the product offerings of a firm.

It is about the position your firm, the product, and the brand occupy in the

minds of particular group of consumers, the attributes they associate with your

product, and they have concerning the product. &ositioning is something that goes

on in the consumers mind.

"RANDING

brand is a name, term sign, symbol, or design, or a combination of them,

intended to identify the goods or services of one seller or group of sellers and to

differentiate them form those of competitors.

6randing is a way of labeling your particular product offering to distinguish it from

other competitors product offering.

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ANALYSIS

OF

QUESTIONNAIRE

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(e &uestionnaire consists of five &uestions and te response was based on #ickert type of

scale) it means Excellent) 2ood) Average) Poor and bad+

6or better analysis I ave taken &uestions one by one+

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ANA,7S3S O) O4EST3ON NO. 1

=4EST3ON:9ow ha>> are ou with the >ower de;ier of ?i@e

ANA,7S3S:

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3NTERPRETAT3ON: As we see from te above grap tat) te responses of

customers related to power delivery is in favour of %A#-99: 0 Pulser) as te percentage of

response of poor and bad is only C;


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ANA,7S3S O) O4EST3ON NO.

=4EST3ON: 9ow satisfied are ou with mi;eae ?i@e de;iers

ANA,7S3S:

(e analysis of second &uestion we can see in pie cart as-

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3NTERPRETAT3ON:As we see from above cart) it sows tat te responses

Of customer related to mileage in favour of Pulser) te percentage of Excellent

response is only 9< and good response is BD


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Bajaj auto lt

ANA,7S3S O) =4EST3ON NO *!

=4EST3ON: 9ow do ou rate the to> s>eed

ANA,7S3S: (e analysis of tird &uestion we can see in pie cart as-

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3NTERPRETAT3ON:As we see in above response we find tat te response

Of customer in speed is very nice for speed+ "ecause te response given by

customers is B;< for excellent and DB< for good wic itself sows tat te

customers is very satisfied in terms of speed+

(e average response of customer in terms of speed is

B


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ANA,7S3S O) =4EST3ON NO*"

=4EST3ON: Are ou satisfied with oera;; >erformanceof the ?i@e

ANA,7S3S:(e analysis of te above &uestion can be sown by pie cartas-

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3NTERPRETAT3ON:It is very clear from above pie cart tat te

responses of customer for tis &uestion is very nice

for Pulser+ (e responses of customer sow tat B9< of customer says excellent and B< of

customer gives responses for good+ (e percentage of response sows only D< and 99< as poo

and and C;< as bad respectively+

!o) we can say tat te overall performance of bike is at a satisfactory

level+ 3ow we can say tat te company wic claims for speed) mileage) power seems to be ne

about complete) except in case of mileage+

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ANA,7S3S O) =4EST3ON NO*#

=4EST3ON: Wi;; ou recommend this ?i@e to our friend

re;aties

ANA,7S3S:(e analysis of above &uestion can be sown by bar diagram as

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3NTERPRETAT3ON:(e sample si/e of 9CC; 7pone no+ available8) wic I ave got in w

;9D customer as responses yes) it means tey were ready to refer tis bike to tere customer an

friends+ D@D customers as say no for referral+

It means we can say tat near about ;9< of customer are ready to ref

tis bike+ !o) it is good percentage of people wo are igly satisfied+

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CONC,4S3ON

(is project was a kind of live project) it means in te project we can get te result wile

doing te project+ In tis project I got different-B kind of responses of customer on te basis of

&uestionnaire) wic I ave prepared+ It was really surprising tat) few customers were igly

satisfied wit %A#-99: 0 Pulser*s performance) few were satisfied and a few oters were

dissatisfied+

In te process of teleponic interview) I found tat it is better way to detect te actual

customer need+

!o) wat I found tat) if we are going for referral sceme) we sould look for satisfaction of

customer+ "ecause) satisfaction is te base for referral sceme+

(ose customers wo is igly satisfied or satisfied only tey will go for referral list+

(en matter arises tat wat makes a customer satisfied+ (e first ting is tat a person pre

purcase beavior sould be matc wit is post purcase beavior+

#ike for tis product I can say tat customer pre purcase beavior i+e+ looks for tis bike >

better mileage) power and economical bike+ In analysis of teleponic interview I found tat few

customers were satisfied wit speed and power but tey were not fully satisfied wit mileage+

(ere is many oter problems wic te customer were facing like Bnd gear sifting

problem) sound in cain+

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$any customer complaints about poor after sales service+

After found satisfied customer list I was looking for referral sceme+ I found tat customer

gave good response but instead of reference tey want some rebate or some preference kind

of ting+

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S4EST3ONS

After te analysis and interpretation of te data collected I reaced to certain

conclusions) based on wic I give following suggestions to te companyG

98 !ervice after sales needs to be bettered sould provide satisfaction to te customer+

B8 (e customer souldn*t feel ceated by unsatisfactory after sales service and un-

friendly and non-cooperative beavior of te service and maintenance people+

D8 (e people associated wit te after sale service sould be provided wit special

camps to train tem ow to beave wit te customers in a polite and friendly manner+

After it is going to affect te company*s goodwill wit te customers drastically+

8 6inance facility sould be easy+ One benc facility sould be provided and tereby

saving customers from running ere and tere+

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:8 (e referral customers sould be providing wit some added advantage likeG -: free

services or a gift+

;8 %amp for te customers too) is re&uired to train about all te features of te bikes)

especially for tose wo sifted from scooter to bike+

?8 (e referral sceme sould be taken under te direct control by te company and

proper inspection from time to time is re&uired to maintain efficient functioning of te

sceme+

8 Referral sceme sould involve customer satisfaction+

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,3/3TAT3ONS:*

Every researc is done in certain condition) but all conditions are not controllable+ (ese

conditions affect te researc at some extent+ In te same way tis researc also as some

uncontrollable factor) wic are limitations of tis researc+ (e few important limitations are-

1. 6or teleponic interview te customer profile provided by company ad

many wrong numbers and some were witout telepone+

. All customers were not reacable by pone in working ours+

!. %ustomer feels irritation wen call many times+

". 6ew customer could not get ranking scale response so tey ave taken

response very ligtly+

#. 5ery ot summer was also a limitation) because our project time was

Kuly+

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Bajaj auto lt

$. (e topic was subjective so) tat no statistical tolls can not be used+

%+ =uration of summer training was so least tat it was little difficult to take proper respons

of tis big sample+

. 6ew customer were not able to understand my &uestionnaire) it also

affect te overall response+

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STRENT9S:

1. 2ood brand name of "ajaj group+

. !econd largest two 'eeler %ompany in India+

!. "etter model of bike for different segment at different price range+

". "ajaj as improved R 0 = center in India+

#. An emerging $3%) exported many country including Peru) %olombia)

1!A) "anglades+

$. 2ood supply cain management) so tat "ajaj brand is available

everywere in country+

%. #ow maintenance cost of motorcycle+

. "eing a Indian company) it can understand domestic customer demand+

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Bajaj auto lt

WEA+NESSES:

1. #ack of prompt after sales service+

. 'it progressive new models te manufacturing of older versions is stopped) e+g+ %aliber)

%aliber croma)

!. 3o proper follow up of company rule by te dealers+

". !ome minor tecnical problem exist in "ajaj model) but no focus on tese issues+

#. (ere is no customer care center in bajaj auto) were customer can

complaint teir problem+

$. #ess resale value of "ajaj bike+

%. 3on-availability of spare parts of older version bikes+

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OPPO4RT4N3T7:

1. People are looking for speed and mileage) so tey are sifting from

scooter to bike+

. "etter infrastructure can elp to fulfill te increasing demand of market+

!.4iger disposable urban incomes for progressively younger people

and teir desire to ride in style+

". Increasing number of commuters in metros is also a opportunity for two

weeler industry because commuters are looking for teir own veicle

and in tis case motorcycle is best substitute for middle class income

people+

#. Increasing no+ of professionals and students is also an opportunity for

two-weeler industry+

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THREATS

1. 2ood brands like 44 and (5! are major treat for "ajaj because tey

are offering good models and features at a very less price+

. 'it te break up of 4ero $otors and 4onda) 4onda will be soon

entering in te market wit proper expertise+

!. 6ast canging consumer buying beavior is also a treat for two-weeler+

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B3B,3ORAP97

A oo#$

1B Re$e"rch Metho.o!o)

;S Koth"r(

2B M"r#et(%) M"%")eme%t h(!!( Kot!er

M")">(%e$

1B CO-er.r(-eDJ Ar(! 2005

2B ;h"(rm"%$ Letter "%. M"%")eme%t @($c&$$(o% "%. A%"!$($

o/ "" A&to Lt. 2005

;

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65 Bajaj Auto Updated