prateek research project

8/6/2019 Prateek Research Project

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A RESEARCH

REPORT ON

“A COMPARATIVE STUDY OF CUSTOMER

SATISFACTION TOWARD PERFORMANCE OF

HEROHONDA, TVS AND BAJAJ BIKES”

(A CASE OF BAREILLY CITY)

SUBMITTED FOR APPROVAL FOR CONDUCT OF FIELDRESEARCH FOR PARTIAL FULLFILLMENT OF THE MASTER

IN BUSINESS ADMINISTRATION DEGREE FROM U.P.TECHNICAL UNIVERSITY, LUCKNOW

Under the K ind Guidance of: Su b mitted B y :

Mr. PANKAJ DIXIT DESH RAJ SINGH

Co-ordinator Management M.B.A. IV - SemR.B.M.I. Bareilly Roll No. :-0701670033

SUBMITTED T O:

DEPARTMENT OF BUSINESS ADMINISTRATION

RAKSHPAL BAHADUR MANAGEMENT INSTITUTE,

BAREILLY (U.P.)



DECLERATION

I, Desh Raj Singh, student of M.B.A IV sem (university roll no.0701670033)

at RBMI; hereby declare that I have completed my research report on the topic titled

“ A COMPARATIVE STUDY OF CUSTOMER SATISFACTION TOWARD

PERFORMANCE OF HERO HONDA, TVS AND BAJAJ BIKES ” as a compulsory

part of my course curriculum.

The information provided in the report is original and has not been copied

from anywhere.

This report is not submitted to any other university/institute for the award of

any other degree/diploma.

DESH RAJ SINGH

MBA IV Sem.

Roll No. 0701670033



ACKNOWLEDGEMENT

“NO MAN IS COMPLETE IN KNOWLEDGE BUT SINGLE

RAY OF KNOWLEDGE CAN BE HELPFUL TO MAN”.

The research on “ A COMPARATIVE STUDY OF CUSTOMER

SATISFACTION TOWARD PERFORMANCE OF HERO HONDA, TVS AND

BAJAJ BIKES ” has been given to me as part of the curriculum in Two-Years Masters

Degree in Business Administration.

I have tried my best to present this information as clearly as possible using

basic terms that I hope will be comprehended by the widest spectrum of researchers,

analysts and students for further studies.

I have completed this study under the able guidance and supervision of Mr.

Pankaj Dixit; I will be failed in my duty if I do not acknowledge the esteemed

scholarly guidance, assistance and knowledge. I have received from them towards

fruitful and timely completion of this work.

Mere acknowledgement may not redeem the debt I owe to my parents for their

direct/indirect support during the entire course of this project.

“GUIDANCE IS THE BEST IN THE

WAY PROGRESS”.

I also thankful to my friend who helped me a lot in the completion of this project.

DESH RAJ SINGH



CONTENTS

1. HISTORY OF BAJAJ

¬ Profile

¬ Key Person

¬ Bajaj Introduction

¬ Company History

¬ Timeline Of New Release

2. HISTORY OF HERO HONDA

¬ Board Of Directors

¬ Company Profile

3. HISTORY OF TVS

4. OBJECTIVES OF THE RESEARCH

5. RESEARCH METHODOLOGY

¬ Data Source

¬ Research Approach

¬ Sampling Unit

¬ Data Completion And Analysis

¬ Scope

6. LIMITATION OF RESEARCH STUDY

7. ANALYSIS AND INTERPRETATION

8. FINDINGS

9. CONCLUSION

10. RECOMMENDATION

11. BIBLIOGRAPHY

12.QUETIONNAIRE



Bajaj Auto limited is one of the largest two wheeler manufacturing company

in India apart from producing two wheelers they also manufacture three wheelers. The

company had started way back in 1945. Initially it used to import the two wheelers

from outside, but from 1959 it started manufacturing of two wheelers in the country.

By the year 1970 Bajaj Auto had rolled out their 100,000th vehicle. Bajaj scooters and

motor cycles have become an integral part of the Indian milieu and over the years

have come to represent the aspirations of modern India. Bajaj Auto also has a

technical tie up with Kawasaki heavy industries of Japan to produce the latest

motorcycles in India which are of world class quality The Bajaj Kawasaki eliminator

has emerged straight out of the drawing board of Kawasaki heavy industries. The core

brand values of Bajaj Auto limited includes Learning, Innovation, Perfection, Speed

and Transparency.

Bajaj Auto has three manufacturing units in the country at Akurdi, Waluj and

Chakan in Maharashtra, western India, which produced 2,314,787 vehicles in 2005-

06. The sales are backed by a network of after sales service and maintenance work

shops all over the country.

Bajaj Auto has products which cater to every segment of the Indian two

wheeler market Bajaj CT 100 Dlx offers a great value for money at the entry level.

Similarly Bajaj Discover 125 offers the consumer a great performance without

making a big hole in the pocket.



PROFILE:

Founder Jamnalal Bajaj

Year of Establishment 1926

Industry Automotive - Two & Three Wheelers

Business Group The Bajaj Group

Listings & its codes BSE – Code: 500490; NSE - Code: B AJAJAU T O

Presence Distribution network covers 50 countries.

Dominant presence in Sri Lanka, Bangladesh,

Columbia, Guatemala, Peru, Egypt, Iran and

Indonesia.

Joint Venture Kawasaki Heavy Industries of Japan

Registered & Head Office Akurdi

Pune - 411035

India

Tel.: +(91)-(20)-27472851

Fax: +(91)-(20)-27473398

Works Akurdi, Pune 411035

Bajaj Nagar, Waluj Aurangabad 431136

Chakan Industrial Area, Chakan, Pune 411501

E-mail rahul b aj a [email protected] . in

Website w w w .bajajauto.c o m

KEY PERSONS:

Board of Directors

Rahul Baj a j Chairman

Madhur Bajaj Vice Chairman & Whole-Time Director

Rajiv Bajaj Managing Director

http://www.surfindia.com/finance/security-profile/bajaj-auto-finance-limited.html


mailto:[email protected]

http://www.bajajauto.com/

http://www.bajajauto.com/1024/aboutbajaj/rahul.asp

http://www.bajajauto.com/1024/aboutbajaj/rajiv.asp

mailto:[email protected]


http://www.bajajauto.com/1024/aboutbajaj/rahul.asp

http://www.bajajauto.com/1024/aboutbajaj/rajiv.asp




Sanjiv Baj a j Executive Director

D.S. Mehta Whole-Time Director

Kantik u m ar R. Podar Director

Shekhar B a jaj Director

D.J. Balaji Rao Director

J.N. Godrej Director

S.H. Khan Director

Mrs. S u man Kirloskar Director

Naresh Chandra Director

Nanoo P a mna n i Director

Manish Kejriwal Director

P M urari Director

Niraj Bajaj Director

Committees of the Board

Audit Committee

S.H. Khan Chairman

D.J. Balaji Rao

J.N. Godrej

Naresh Chandra

Nanoo P a mna n i

http://www.bajajauto.com/1024/aboutbajaj/sanjiv.asp

http://www.bajajauto.com/1024/aboutbajaj/kantikumar.asp

http://www.bajajauto.com/1024/aboutbajaj/shekhar.asp


http://www.bajajauto.com/1024/aboutbajaj/balajirao.asp


http://www.bajajauto.com/1024/aboutbajaj/suman.asp


http://www.bajajauto.com/1024/aboutbajaj/nanoo.asp

http://www.bajajauto.com/1024/aboutbajaj/pmurari.asp

http://www.bajajauto.com/1024/aboutbajaj/niraj.asp




http://www.bajajauto.com/1024/aboutbajaj/sanjiv.asp

http://www.bajajauto.com/1024/aboutbajaj/kantikumar.asp





http://www.bajajauto.com/1024/aboutbajaj/pmurari.asp

http://www.bajajauto.com/1024/aboutbajaj/niraj.asp





Shareholders’ & Investors’ Grievance committee

D.J. Balaji Rao Chairman

J.N. Godrej

Naresh Chandra

S. H. Khan

Remuneration committee

D.J. Balaji Rao Chairman

S.H. Khan

Naresh Chandra

Registered under the Indian Companies Act, VII of 1913

REGISTERED OFFICE Akurdi, Pune 411 035

WORKS Akurdi, Pune 411 035

Bajaj Nagar, Waluj Aurangabad 431 136

Chakan Industrial Area, Chakan, Pune 411 501









Bajaj Autos Ltd.

Bajaj Auto Limited

T ype Public

Founded 1945

Headquarters Pune, India

Key people Rahul Bajaj (Chairman)

Revenue R s . 1,01,063 billion (2006) or U SD 1.87 billion

Net inc o me R s . 17,016 billion

E m ploye e s ???

W ebsite w w w .baj a jauto . com

Bajaj Auto is a major Indian automobile manufacturer. It is India's largest and the

world's 4th largest two- and three-wheeler maker. It is based in Pune, Maharashtr a ,

http://en.wikipedia.org/wiki/Category:Types_of_companies

http://en.wikipedia.org/wiki/Public_company

http://en.wikipedia.org/wiki/India

http://en.wikipedia.org/wiki/Rahul_Bajaj

http://en.wikipedia.org/wiki/Revenue

http://en.wikipedia.org/wiki/Rs


http://en.wikipedia.org/wiki/USD


http://en.wikipedia.org/wiki/Net_income



http://en.wikipedia.org/wiki/Employment

http://en.wikipedia.org/wiki/Website



http://en.wikipedia.org/wiki/Maharashtra


http://en.wikipedia.org/wiki/Public_company






http://en.wikipedia.org/wiki/Net_income






http://en.wikipedia.org/wiki/Maharashtra



with plants in Waluj near Aurangabad, Akurdi and Chakan, near Pune. Bajaj Auto

mak es m o torscooter s , m o tor c y c l es and the auto rickshaw.

COMPANY'S HISTORY

Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading

Corporation Private Limited. It started off by selling imported two- and three-

wheelers in India. In 1959, it obtained license from the G over n m ent of India to

manufacture two- and three-wheelers and it went public in 1960. In 1970, it rolled out

its 100,000th vehicle. In 1977, it managed to produce and sell 100,000 vehicles in a

single financial year. In 1985, it started producing at Waluj in Aurangaba d . In 1986, it

managed to produce and sell 500,000 vehicles in a single financial year. In 1995, it

rolled out its ten millionth vehicle and produced and sold 1 million vehicles in a year.

Timeline of new releases

¬ 1971 - three-wheeler goods carrier

¬ 1972 - Bajaj Chetak

¬ 1976 - Bajaj S uper

¬ 1977 - Rear engine A uto r ickshaw

¬ 1981 - Bajaj M -50

¬ 1986 - Bajaj M -80, Kawasaki Bajaj K B100

¬ 1990 - Bajaj S un n y

¬ 1994 - Bajaj Classic

¬ 1995 - Bajaj S uper Excel

¬ 1997 - Kawasaki Bajaj Boxe r , Rear Engine Diesel Autorickshaw

¬ 1998 - Kawasaki Bajaj Calibe r , Legend(India's first four-stroke scooter)

¬ 2000 - Bajaj S a f fi r e

¬ 2001 - Eliminator, Pulsar

¬ 2003 - Ca l iber 1 15, Bajaj W ind 125, Bajaj P ulsar

http://en.wikipedia.org/wiki/Motorscooters

http://en.wikipedia.org/wiki/Auto_rickshaw


http://en.wikipedia.org/wiki/Government_of_India

http://en.wikipedia.org/wiki/Aurangabad

http://en.wikipedia.org/wiki/Bajaj_Chetak

http://en.wikipedia.org/w/index.php?title=Bajaj_Super&action=edit

http://en.wikipedia.org/wiki/Autorickshaw

http://en.wikipedia.org/w/index.php?title=Bajaj_M-50&action=edit


http://en.wikipedia.org/w/index.php?title=Bajaj_Sunny&action=edit

http://en.wikipedia.org/w/index.php?title=Bajaj_Classic&action=edit

http://en.wikipedia.org/w/index.php?title=Bajaj_Super_Excel&action=edit

http://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_Boxer&action=edit

http://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_Caliber&action=edit

http://en.wikipedia.org/wiki/Bajaj_Saffire

http://en.wikipedia.org/w/index.php?title=Caliber115&action=edit

http://en.wikipedia.org/wiki/Motorscooters


http://en.wikipedia.org/wiki/Government_of_India

http://en.wikipedia.org/wiki/Aurangabad

http://en.wikipedia.org/wiki/Bajaj_Chetak

http://en.wikipedia.org/w/index.php?title=Bajaj_Super&action=edit

http://en.wikipedia.org/wiki/Autorickshaw



http://en.wikipedia.org/w/index.php?title=Bajaj_Sunny&action=edit

http://en.wikipedia.org/w/index.php?title=Bajaj_Classic&action=edit

http://en.wikipedia.org/w/index.php?title=Bajaj_Super_Excel&action=edit

http://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_Boxer&action=edit

http://en.wikipedia.org/w/index.php?title=Kawasaki_Bajaj_Caliber&action=edit

http://en.wikipedia.org/wiki/Bajaj_Saffire

http://en.wikipedia.org/w/index.php?title=Caliber115&action=edit



New Image

The company, over the last decade has successfully changed its image from a scooter

manufacturer to a two wheeler manufacturer, product range ranging from Scooterettes

to Scooters to Motorcycle. Its real growth in numbers has come in the last 4 years

after successful introduction of a few models in the motorcycle segment.The company

is headed by Ra h ul Bajaj w ho is worth more than US$1.5 billion.








India has the largest number of two wheelers in the world with 41.6 million

vehicles. India has a mix of 30 percent automobiles and 70 percent two wheelers in

the country. India was the second largest two wheeler manufacturer in the world

starting in the 1950’s with the birth of Automobile Products of India (API) that

manufactured scooters. API manufactured the Lambrettas but, another company,

Bajaj Auto Ltd. surpassed API and remained through the turn of the century

from its association with Piaggio of Italy (manufacturer of Vespa).

The license raj that existed between the1940s to1980s in India, did not allow foreigncompanies to enter the market and imports were tightly controlled. This regulatory

maze, before the economic liberalization, made business easier for local players to

have a seller’s market. Customers in India were forced to wait 12 years to buy a

scooter from Bajaj. The CEO of Bajaj commented that he did not need a marketing

department, only a dispatch department. By the year 1990, Bajaj had a waiting list

that was twenty-six times its annual output for scooters.

The motorcycle segment had the same long wait times with three manufacturers;

Royal Enfield, Ideal Jawa, and Escorts. Royal Enfield made a 350cc Bullet with the

only four-stroke engine at that time and took the higher end of the market but, there

was little competition for their customers. Ideal Jawa and Escorts took the middle and

lower end of the market respectively.In the mid-1980s, the Indian government

regulations changed and permitted foreign companies to enter the Indian market

through minority joint ventures. The two-wheeler market changed with four Indo-

Japanese joint ventures: Hero Honda, TVS Suzuki, Bajaj Kawasaki and Kinetic

Honda. The entry of these foreign companies changed the Indian market dynamics

from the supply side to the demand side. With a larger selection of two-wheelers on



the Indian market, consumers started to gain influence over the products they bought

and raised higher customer expectations. The industry produced more models, styling

options, prices, and different fuel efficiencies. The foreign companies new

technologies helped make the products more reliable and with better quality. Indian

companies had to change to keep up with their global counterparts.

BOARD OF DIRECTORS

No. Name of the Directors Designation

1 M r . Bri j mohan Lall Mu n jal Chairman & Whole-time Director

2 M r . Pawan Mu n jal Managing Director

3 M r . T oshiaki Nakagawa Jt. Managing Director

4 M r . T akao Eguchi Whole-time Director

5 M r . Sa t y a n and Mu n jal Non-executive Director

6 M r . O m Prakash Mu n jal Non-executive Director

7 M r . T atsuhiro O y a ma Non-executive Director

8 M r . Masahiro T akedagawa Non-executive Director

9 M r . Narinder Nath V ohra Non-executive & Independent Director

10 M r . Pradeep Dinodia Non-executive & Independent Director

11 Gen.(Retd.) V ed Prakash Malik Non-executive & Independent Director

12 M r . A n a l ji t Singh Non-executive & Independent Director

13 D r . Pri tam Singh Non-executive & Independent Director

14 Ms. Shobhana Bhartia Non-executive & Independent Director

15 D r . V ij a y La x man Kelkar Non-executive & Independent Director

http://www.herohonda.com/co_board_directors.htm#1





































Hero Honda Motorcycle Ltd.

T ype Public c o mpa n y BSE:HERO H ONDA M

Founded January 19, 1984 in G u r gao n , Ha r y a n a , India

Headquarters Ha r y a n a , India

Key people

Om Prakash Munjal, Founder

Mr. Brijmohan Lall Munjal, ChairmanMr. Toshiaki Nakagawa, Joint Managing Director

Mr. Pawan Munjal, Managing Director

I ndustry Automotive

P r oducts Motorcycles, Scooters

Reve n ue U$ 2.8 billion

W ebsite htt p ://ww w .herohonda.c o m /si t e/h o m e /h o me .asp

HERO HONDA HEADQUARTERS


http://en.wikipedia.org/wiki/Public

http://www.bseindia.com/price_finder/stockreach.asp?scripcd=500182

http://en.wikipedia.org/wiki/Gurgaon

http://en.wikipedia.org/wiki/Haryana

http://en.wikipedia.org/wiki/Industry

http://en.wikipedia.org/wiki/Product_(business)



http://www.herohonda.com/site/home/home.asp


http://en.wikipedia.org/wiki/Public

http://www.bseindia.com/price_finder/stockreach.asp?scripcd=500182

http://en.wikipedia.org/wiki/Gurgaon


http://en.wikipedia.org/wiki/Industry




http://www.herohonda.com/site/home/home.asp



Hero Honda Motorcycles Limited is an Indian manufacturer of motorcycles and

scooters. Hero Honda is a joint venture that began in 1984 between the Hero group of

India and Honda from Japan. It has been the world's biggest manufacturer of 2-

wheeled motorized vehicles since 2001, when it produced 1.3 million motorbikes in a

single year. Hero Honda's Splendor is the world's largest selling motorcycle. Its 2

plants are in Dharuhera and Gurgaon, both in Ha r y a n a , India. It specializes in dual use

motorcycles that are low powered but very fuel efficient.

[ Models ]

Bikes

¬ Hero Honda Splendor Plus

¬ Hero Honda Pa s sion Plus

¬ Hero Honda Kari z ma

¬ Hero Honda CBZ

¬ Hero Honda Super Splendor

¬ Hero Honda CD Dawn

¬ Hero Honda CD Deluxe

¬ Hero Honda Achiever

¬

Hero Honda Glamour ¬ Hero Honda Ambition

Hero Honda "Splendor" Model


http://en.wikipedia.org/wiki/Honda


http://en.wikipedia.org/w/index.php?title=Hero_Honda_Pleasure&action=edit

http://en.wikipedia.org/w/index.php?title=Hero_Honda_Passion_Plus&action=edit

http://en.wikipedia.org/wiki/Hero_Honda_Karizma



http://en.wikipedia.org/wiki/Honda


http://en.wikipedia.org/w/index.php?title=Hero_Honda_Pleasure&action=edit

http://en.wikipedia.org/w/index.php?title=Hero_Honda_Passion_Plus&action=edit

http://en.wikipedia.org/wiki/Hero_Honda_Karizma



COMPANY PROFILE

“Hero”, is the brand name used by the Munjal brothers in the year 1956 with the

flagship company Hero Cycles. The two-wheeler manufacturing business of bicycle

components had originally started in the 1940’s and turned into the world’s largest

bicycle manufacturer today. Hero, is a name synonymous with two-wheelers in India

today. The Munjals roll their own steel, make free wheel bicycle critical components

and have diversified into different ventures like product design. The Hero Group

philosophy is: “To provide excellent transportation to the common man at easily

affordable prices and to provide total satisfaction in all its spheres of activity”. The

Hero group vision is to build long lasting relationships with everyone (customers,

workers, dealers and vendors). The Hero Group has a passion for setting higher

standards and “Engineering Satisfaction” is the prime motivation, way of life andwork culture of the Group.

In the year 1984, Mr. Brijmohan Lal Munjal, the Chairman and Managing Director of

Hero Honda Motors (HHM), headed an alliance between the Munjal family and

Honda Motor Company Ltd. (HMC). HHM Mission Statement is: “We, at Hero

Honda, are continuously striving for synergy between technology, systems, and

human resources to provide products and services that meet the quality, performance,

and price aspirations of our customers. While doing so, we maintain the highest

standards of ethics and societal responsibilities, constantly innovate products and

processes, and develop teams that keep the momentum going to take the company to

excellence in the new millennium”. This alliance became one of the most successful

joint ventures in India, until the year 1999 when HMC had announced a 100%

subsidiary, Honda Motorcycle & Scooter India (HMSI). This announcement caused

the HHM stock price to decrease by 30 percent that same day. Munjal had to come up

with some new strategic decisions as, HMSI and other foreign new entry companies

were causing increased intensity of rivalry for HHM.

GROWT HThe business growth of Hero Honda has been phenomenal throughout its

early days. The Munjal family started a modest business of bicycle components. Hero

Group expanded so big that by 2002 they had sold 86 million bicycles producing

16000 bicycles a day. Today Hero Honda has an assembly line of 9 different models

of motorcycles available. It holds the record for most popular bike in the world bysales for Its Splendor model. Hero Honda Motors Limited was established in joint

venture with Honda Motors of Japan in 1984, to manufacture motorcycles. It is



currently the largest producer of Two Wheelers in the world. It sold 3 million bikes in

the year 2005-2006. Recently it has also entered in scooter manufacturing, with its

model PLEASURE mainly aimed at girls. The Hero Group has done business

differently right from the start and that is what has helped them to achieve break-

through in the competitive two-wheeler market. The Group's low key, but focused,

style of management has earned the company plaudits amidst investors, employees,

vendors and dealers, as also worldwide recognition.The growth of the Group through

the years has been influenced by a number of factors:

Just -in-Time

The Hero Group through the Hero Cycles Division was the first to introduce the

concept of just-in-time inventory. The Group boasts of superb operational efficiencies.Every assembly line worker operates two machines simultaneously to save time and

improve productivity. The fact that most of the machines are either developed or

fabricated in-house, has resulted in low inventory levels. In Hero Cycles Limited, the

just-in-time inventory principle has been working since the beginning of production in

the unit and is functional even till date.. This is the Japanese style of production and in

India; Hero is probably the only company to have mastered the art of the just-in-time

inventory principle.

Ancillarisation

An integral part of the Group strategy of doing business differently was providing

support to ancillary units. There are over 300 ancillary units today, whose production

is dedicated to Hero's requirements and also a large number of other vendors, which

include some of the better known companies in the automotive segment. Employee

Policy:

Another Striking feature within the Hero Group is the commitment and dedication of

its workers. There is no organized labor union and family members of employees find

ready employment within Hero. The philosophy with regard to labor management is

"Hero is growing, grow with Hero." When it comes to workers' benefits, the Hero

Group is known for providing facilities, further ahead of the industry norms. Long

before other companies did so, Hero was giving its employees a uniform allowance,as well as House Rent Allowance (HRA) and Leave Travel Allowance (LTA). Extra



benefits took the form of medical check-ups, not just for workers, but also for the

immediate family members.

Dealer Network

The relationship of Hero Group with their dealers is unique in its closeness. The

dealers are considered a part of the Hero family. A nation-wide dealer network

comprising of over 5,000 outlets, and have a formidable distribution system in place.

Sales agents from Hero travels to all the corners of the country, visiting dealers and

send back daily postcards with information on the stock position that day, turnover,

fresh purchases, anticipated demand and also competitor action in the region. The

manufacturing units have a separate department to handle dealer complaints and

problems and the first response is always given in 24 hours.

Financial Planning

The Hero Group benefits from the Group Chairman's financial acumen and his grasp

on technology, manufacturing and marketing. Group Company, Hero Cycles

Limited has one of the highest labor productivity rates in the world. In Hero

Honda Motors Limited, the focus is on financial and raw material management and

a low employee turnover.

Quality

Quality at Hero is attained not just by modern plants and equipment and through latest

technology, but by enforcing a strict discipline. At the Group factories, attaining

quality standards is an everyday practice - a strictly pursued discipline. It comes from

an amalgamation of the latest technology with deep-rooted experience derived fromnearly four decades of hard labor. It is an attitude that masters the challenge of growth

and change - change in consumers' perceptions about products and new aspirations

arising from a new generation of buyers. Constant technology up gradation ensures

that the Group stays in the global mainstream and maintains its competitive edge.

With each of its foreign collaborations, the Group goes onto strengthen its quality

measures as per the book. The Group also employs the services of independent

experts from around the world to assist in new design and production processes.



Diversi fication

Throughout the years of enormous growth, the Group Chairman, Mr. Lall has actively

looked at diversification. A considerable level of backward integration in its

manufacturing activities has been ample in the Group's growth and led to the

establishment of the Hero Cycles Cold Rolling Division, Munjal and Sunbeam

Castings, Munjal Auto Components and Munjal Showa Limited amongst other

component-manufacturing units.

Then there were the expansion into the automotive segment with the setting up of

Majestic Auto Limited, where the first indigenously designed moped, Hero Majestic,

went into commercial production in 1978. Then came Hero Motors which introduced

Hero Puch, in collaboration with global technology leader Steyr Daimler Puch of Austria. Hero Honda Motors was established in 1984 to manufacture 100 cc

motorcycles.

The Hero Group also took a venture into other segments like exports, financial

services, information technology, which includes customer response services and

software development. Further expansion is expected in the areas of Insurance and

Telecommunication.

The Hero Group's phenomenal growth is the result of constant innovations, a close

watch on costs and the dynamic leadership of the Group Chairman, characterized by a

culture of entrepreneurship, of right attitudes and building stronger relationships with

investors, partners, vendors and dealers and customers



TVS MOTOR COMPANY

The TVS group was established in 1911 by Shri. T. V. Sundaram Iyengar.

As one of India’s largest industrial entities it epitomizes Trust, Value and Service.

It all began way back in 1984 when Sundaram Clayton Limited (A TVS Group

company) introduced its 50 CC mopeds in the arena of road racing, notching up

unbelievable speeds of 105 kmph. Since then, there has been no looking back for TVS Motor Company. TVS Racing was established in 1987 with the objective of

improving the performance of its bikes. Over the years it has provided valuable data,

design inputs, development of reliable motorcycle models, excellent vehicle

dynamics & handling etc. The true evidence of it is seen in today's TVS Victor and

TVS Fiero. Today, there are over thirty companies in the TVS Group, employing

more than 40,000 people worldwide and with a turnover in excess of USD 2.2 billion.

With steady growth, expansion and diversification, TVS commands a strong

presence in manufacturing of two-wheelers, auto components and computer

peripherals. We also have vibrant businesses in the distribution of heavy commercial

vehicles passenger cars, finance and insurance.

TVS Motor Company Limited, the flagship company of the USD 2.2 billion

TVS Grou p, is the third largest two-wheeler manufacturer in India and among the top

ten in the world, with an annual turnover of over USD 650 million.

The year 1980 is one to be remembered for the Indian two-wheeler industry,

with the roll out of TVS 50, India's first two-seater moped that ushered in an era of

affordable personal transportation. For the Indian Automobile sector, it was a

breakthrough to be etched in history. TVS Motor Company is the first two-wheeler

manufacturer in the world to be honoured with the hallmark of Japanese Quality –

The Deming Prize for Total Quality Management.

http://www.tvsmotor.in/article.asp?id=8&aid=1





M ANY F I RSTS T O T HE A U TOMOTIVE INDUST R Y IN

INDIA

TVS has been at the forefront in bringing a revolution in the way personalcommutation was happening, way back in the 1980s. Beginning with launching a

simple, easy-to-use moped for the middle class in India in the 1980s to launching 7

new bikes in a single day (first time in the history of the automotive industry in the

world), TVS has often taken the unbeaten path to innovation.

Ushering in the personal transportation revolution

1980 Launched TVS 50, India's first 2 seater 50 cc moped

1984 First Indian company to introduce 100 cc Indo - Japanese motorcycles

1994Launched India's First indigenous scooterette (sub - 100 cc variomatic) -

TVS Scooty

1996Introduced India's first catalytic converter enabled motorcycle, the 110 cc

Shogun

1997 Introduced India's first 5 speed motorcycle, Shaolin

2000 Launched India's first 150 cc, 4 stroke motorcycle - The Fiero

2001Launched India's first fully indigenously designed and manufactured

motorcycle.

2004Launched the revolutionary VT-I engine for the best in class mileage in

TVS Centra

2006 Launched TVS Apache - first bike to win 6 awards in a row

2007Apache RTR - first two wheeler in India to have racing inspired engine and

features.

2008TVS Flame, TVS Scooty Electric Vehicle and Three wheeler TVS King

launched.



TVS MOTO RS LIMITED.

TVS Motors

T ype Priva t e Conglomerate (BSE)

Founded in 1911 by Shri.T V Sundaram I y engar

Headquarters Chenn a i, T a m ilnad u , India

Key people M r .V enu Srinivasan Chairman

P r oducts Motor c y c l es,Moped s ,U ngea r ed scooter s , Automotive components

Revenue U S D 2.2 billion ( F Y 2006)

E m ploye e s 5,633 (2007)

W ebsite w w w .tv s m o to r .in

TV Sundaram Iyengar and Sons Limited (TVSs) is the holding company for the

TVS Group of companies engaged in the manufacturing of almost all kinds of

automotive components, best two wheelers and a few other industrial products. They

are also into the financial services sector. The turnover of the entire group was close

to $2 billion in 2003.TVS was founded by T . V . Sundar a m I y en g ar in 1911.

It is the only automotive manufacturer in India to get the prestigious D e ming Prize.

One of its subsidiaries Sundaram Clayton was the first company in India to receive

the Deming allowed by Sundaram Brake Linings also getting the Deming Prize. This

http://en.wikipedia.org/wiki/Types_of_business_entity

http://en.wikipedia.org/wiki/Private_Company

http://en.wikipedia.org/wiki/T._V._Sundaram_Iyengar


http://en.wikipedia.org/wiki/Chennai

http://en.wikipedia.org/w/index.php?title=Mr.Venu_Srinivasan&action=edit&redlink=1


http://en.wikipedia.org/wiki/Motorcycle


http://en.wikipedia.org/wiki/US_Dollars

http://en.wikipedia.org/wiki/Fiscal_year



http://www.tvsmotor.in/


http://en.wikipedia.org/wiki/Deming


http://en.wikipedia.org/wiki/Types_of_business_entity

http://en.wikipedia.org/wiki/Private_Company


http://en.wikipedia.org/wiki/Chennai

http://en.wikipedia.org/w/index.php?title=Mr.Venu_Srinivasan&action=edit&redlink=1


http://en.wikipedia.org/wiki/Motorcycle


http://en.wikipedia.org/wiki/US_Dollars

http://en.wikipedia.org/wiki/Fiscal_year



http://www.tvsmotor.in/





prize is "given to organizations or divisions of organizations that have achieved

distinctive performance improvement through the application of TQM in a designated

year." Sundaram Clayton went on to be awarded the Japan Quali t y Meda l.

The TVS group of companies is mainly situated in Padi, Tamil Nadu, in the outskirts

of Chennai (formerly Madras).

TVS MOTORS

TVS Motor Company has its origin in SUndaram CLayton Limited, Moped Division,

started in 1980. The factory was started in Hosur, Tamilnadu in southern India. The

first product launched was a 50 cc moped, which appealed to the masses because of

its capability to carry two people. In the same location, the same promotors started

another company in 1984, in collaboration with Suzuki Motor Corporation of Japan,

for the manufacture of 100 cc motorcycles under the brand name of Ind-Suzuki

Motorcycles. Subsequently in the moped division was bought by Ind Suzuki

Motorcycles in 1987 and the company changed its name to TVS Suzuki Ltd. Even

though the company started producing all kinds of two wheelers like mopeds, scooters

and motorcycles, the collaboration with Suzuki continued for the motorcycles only.

The collaboration with Suzuki Motor Corporation ended in 2001 and since then the

name of the company changed to TVS Motor Company. The company now develops

all types of two-wheelers through its own in house R&D facility and manufactures in

three locations in India, Hosur in Tamlnadu, Mysore in Karnataka and Baddi in

Himachal Pradesh. It has recently started a new manufacturing plant in Indonesia to

cater to the South east Asian market. The Chairman and Managing Director of the

Company is Mr. Venu Srinivasan who is the grandson of TV Sundaram Iyengar.

TVS G r oup C o m panies

http://en.wikipedia.org/w/index.php?title=Japan_Quality_Medal&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=Japan_Quality_Medal&action=edit&redlink=1



¬ Sundaram Brake Linings

¬ Sundaram Fastners

¬ Southern Roadways

¬ Sundaram Finance

¬ Sundharams Private Limited

¬ Brakes India Limited

TH E MAJOR PRODUCTS

Motorcycles

¬ TVS Ind Suzuki AX 100

¬ TVS MAX 100

¬

TVS MAX R 100¬ TVS Supra

¬ TVS Suzuki Samurai

¬ TVS Suzuki Shogun

¬ TVS Suzuki Shaolin

¬ TVS Suzuki Fiero

¬ TVS Fiero

¬ TVS Star

¬ TVS Star City

¬ TVS Star city deluxe

¬ TVS Star Sport

¬ TVS Fiero F2

¬ TVS Fiero FX

¬ TVS Centra

¬ TVS Victor (110 cc)

¬ TVS Victor GLX (125 cc)

¬ TVS Victor EDGE (125 cc)

¬ TVS Flame (125 cc,ccvti technology)

¬ TVS Apache (150 cc,13.7 Ps @8500r p m)

¬ TVS Apache RTR 160

¬ TVS Apache RTR 160 EFI (Electronic Fuel Injection)

¬ TVS Fl a me

http://en.wikipedia.org/wiki/TVS_Apache

http://en.wikipedia.org/wiki/TVS_Flame

http://en.wikipedia.org/wiki/TVS_Apache

http://en.wikipedia.org/wiki/TVS_Flame



Scooterettes

¬ TVS Scooty ES (60 cc)

¬ TVS Scooty KS (60 cc)

¬ TVS Scooty Pep (75 cc)

¬ TVS Scooty Pep + (90 cc)

¬ TVS Teenz

¬ TVS Teenz Electric

Mopeds

¬ TVS XL 50(50 cc)

¬ TVS XL (60 cc

¬ TVS Eco

¬ TVS Astra

¬ TVS XL Super (60 cc)

¬ TVS XL Super Heavy Duty

¬ TVS Champ (60 cc)

¬ TVS Super Champ (60 cc)



BAJAJ PULSAR 150

Price (ex-showroom, Mumbai)

Rs 49,400-53,000

Top speed 107kph

0-60kph 6.25sec

Kpl 59.6 (overall)

HERO HONDA CBZ X-TREME

Price Rs 56000

Displace ment 150 cc

Weigh t: 141 Kgs (Kick Start) /

143 Kgs (Elec tric Sta r t)

4-st roke single cylinder

Idle engine speed 1400 rpm

TVS APACHE

Price: Rs.58,600/- (Pune)

Displace ment 150 cc

Good Bala nce, Good bra k es

4-st roke single cylinder

Electr ic start & kick startoption

Six-spo ke black alloy wh eels



OBJECTI VES OF THE RESE ARCH

1. To analyze the customer satisfaction.

2. To analyze the customer preference.

3. To know which manufacturer is providing better services.

4. To analyze after sales services of bikes.

5. To study the behavioral factors of consumers in motor bikes.

6. To suggest various factors to improve sales.



RESEARCH METHODOLOGY

It is well known fact that the most important step in marketing research

process is to define the problem. Choose for investigation because a problem well

defined is half solved. That was the reason that at most care was taken while defining

various parameters of the problem. After giving through brain storming session,

objectives were selected and the set on the base of these objectives. A questionnaire

was designed major emphasis of which was gathering new ideas or insight so as to

determine and bind out solution to the problems.

DATA SOURCE

Research included gathering both Primary and Secondary data. Primary data

is the first hand data, which are selected a fresh and thus happen to be original in

character. Primary Data was crucial to know various customers and past consumer

views about bikes and to calculate the market share of this brand in regards to other

brands.

Secondary data are those which has been collected by some one else and

which already have been passed through statistical process. Secondary data has been

taken from internet, newspaper, magazines and companies web sites.

RESEARCH APPROACH

The research approach was used survey method which is a widely used

method for data collection and best suited for descriptive type of research survey

includes research instrument like questionnaire which can be structured and

unstructured. Target population is well identified and various methods like personal

interviews and telephone interviews are employed.

SAMPLING UNIT

It gives the target population that will be sampled. This research was carried in

Bareilly (Distt Bareilly).

These were 90 respondents.



DATA COMPLETION AND ANALYSIS

After the data has been collected, it was tabulated and findings of the project

were presented followed by analysis and interpretation to reach certain conclusions.

SCOPE

My project was based on the A COMPARATIVE STUDY OF

CUSTOMER SATISFACTION TOWARD PERFORMANCE OF HERO

HONDA, TVS AND BAJAJ BIKES and data was taken in the City Bareilly only.



LIMITATIONS

• Research work was carried out in DELHI & NCR.

• Satisfaction level may not be applicable to the other parts of the country

because of social and cultural differences.

• The sample was collected using convenience-sampling techniques. As such result

may not give an exact representation of the population.

• Shortage of time is also reason for incomprehensiveness.

• The views of the people are biased therefore it doesn’t reflect true picture.

• Lack of resources: Lack of time and other resources as it was not possible to conductsurvey at large level.

• Small no. of respondents: Only 90 respondents have been chosen which is a smallnumber

• Unwillingness of respondents: While collection of the data many consumers wereunwilling to fill the questionnaire. Respondents were having a feeling of wastage of time for them.



Q1) Which bike do you have?

Hero Honda 30

Bajaj 30

Any other 30

INTERPRETATION: - Out of the sample size of 90 customers, 30 customers are

of Hero Honda, 30 are of Bajaj and 30 customers of TVS bikes are taken into

consideration.



Q2) Which Model do you Have?

Hero Honda Bajaj TVS

Splender 13 CT 100 5 Flame 4

Passion 5 Discover 11 Star City 9

Karizma 2 Pulsar 10 Apache 7

Any other 10 Any other 4 Any other 10

BAJAJ



INTERPRETATION:

In Hero Honda mostly the customers are having splendor while the ratioof the customers using Passion, Karizma and other bikes arecomparatively low.

In Bajaj the customers are giving more preference to Discover andPulsar models.

In TVS Bikes the customers are giving more preference to the other

models rather than Flame, Starcity and Apache.



Q3) In which family Income level do you Fall?

100000-200000 22

200000-300000 45

300000-400000 23

above 400000 10



INTERPRETATION: -

The maximum numbers of customers that are using these bikes fall in the

income group of 200000-300000. While this ratio is minimum in case of customers

whose income level fall between 300000-400000.



Q4) For how long do you own a bike?

0-1 year 34

1-2 year 29

2-3 year 26

above 3 year 11



INTERPRETATION: - It is observed that mostly the customers are

having new bikes.

Q5) For what purpose do you use your Motor Bike?


Office Purpose 13 42 38

Personal purpose 17 15 27



Joy Purpose 10 18 10

Other 40 15 15

INTERPRETATION:- The customers are using their bikes mostly for official

and personal purpose.



Q6) How do you come to know about this Motor Bike?


Newspaper 28 33 22

Television 22 28 18

Magazine 8 16 28

Friends & Relative 37 13 22

INTERPRETATION: - It is observed that the awareness of Hero Honda

bikes mostly comes from friends while of Bajaj and TVS the awareness comes from

newspapers and televisions.



Q7) Does Advertisement Influence your decision in choosing a Motor

Bike?

Yes 65

No 15

Can’t say 10

INTERPRETATION: - Out of the sample size of 90 customers, 65 customers agrees

with the fact that advertisements play a very significant role in influencing their

behavior to choose the bike. On the other hand 15 customers do not agree to this fact.

While remaining 10 customers are not sure about it.



Q8 Are you satisfied with the performance of the bike that you arecurrently havin?

Yes 55

No 28

Can’t say 7

INTERPRETATION:- Out of the sample size of 90 customers, 55 customers says thatthey are satisfied with the performance of their bikes. On the other hand 28 customers

are not satisfied with the performance of the bikes that they are having. While the

remaining 10 customers are unable to say anything.



Q9) Do you have full knowledge about Bikes before buying?

Hero Honda Bajaj

TVS

Yes

42 34

37

No

37 27

22

Can’t Say 11 29

31



INTERPRETATION:- It is observed that most of the customers are having full

knowledge of the bike before purchasing.

Q10) Which Factor below Influence your decision?


Price 17 22 28

Mileage 28 15 15

Quality 11 20 16

Resale Value 12 14 17

Status symbol 32 19 14

HERO HONDA



INTERPRETATION:- In Hero Honda bikes the mileage of the bike and the value that

it adds to the status symbol of the customers influences the decision criteria of most of

the customers.

BAJAJ



INTERPRETATION:- In Bajaj bikes customers gets more influenced by the price

and quality of the bike and also they think that it adds value to their prestige.

TVS

INTERPRETATION: - In TVS bike the economic price of the bikes influences

the buying behavior of the customers.

Q11) How would you rate the following factors of Bikes with respect to different

company?


74% 72%



Mileage 68%

Price 68% 65% 47%

Pick up 70% 80% 62%

Maintenance 58% 62% 74%

Look & Shape 85% 80% 72%

Brand Image 53% 55% 69%



INTERPRETATION: - It is observed that in rating of different features of different

bikes people give maximum rating to the look and shape of the bike. At the second

level they give their rating to the pick up. At the third level they rate mileage. And at

the fourth level they give points to maintenance. At last they rate price and brand

image.



Q12) If new Bike with good features comes in, then would you like to change your bike?


Yes 10 16 14

No 16 11 11

Can’t say 4 3 5

INTERPRETATION:- It is observed that the customers of Hero Honda bikes are

not ready to change their bikes even if a new bike comes in with good features.

While majority of the customers of Bajaj and TVS are ready to change their bikes if

new bike provides some good features to them.



FINDINGS

During this research project I came in to contact with many customers who are

having bikes. It has been found that in Hero Honda mostly the customers are having

splendor while the ratio of the customers using Passion, Karizma and other bikes are

comparatively low. In Bajaj the customers are giving more preference to Discover and

Pulsar models and in case of TVS Bikes the customers are givig more preference tothe other models rather than Flame,Starcityand Apache. The maximum numbers of

customers that are using these bikes fall in the income group of 200000-300000.

It has been observed that the customers are using their bikes mostly for

official and personal purpose. It is observed that the awareness of Hero Honda bikes

mostly comes from friends while of Bajaj and TVS the awareness comes from

newspapers and televisions. Out of the sample size of 90 customers, 65 customers

agree with the fact that advertisements play a very significant role in influencing their

behavior to choose the bike. On the other hand 15 customers do not agree to this fact.

While remaining 10 customers are not sure about it.

When the customers are asked that are they satisfied with the performance of

their bikes then most of them agrees to the fact. Out of the sample size of 90

customers, 55 customers says that they are satisfied with the performance of their

bikes. On the other hand 28 customers are not satisfied with the performance of the

bikes that they are having. While the remaining 10 customers are unable to say

anything. It is observed that most of the customers are having full knowledge of the

bike before purchasing



It has been seen that In Hero Honda bikes the mileage of the bike and the

value that it adds to the status symbol of the customers influences the decision criteria

of most of the customers. In Bajaj bikes customers gets more influenced by the price

and quality of the bike and also they think that it adds value to their prestige. While in

case of TVS bike the economic price of the bikes influences the buying behaviour

of the customers.

It is observed that in rating of different features of different bikes people give

maximum rating to the look and shape of the bike. At the second level they give their

rating to the pick up. At the third level they rate mileage. And at the fourth level they

give points to maintenance. At last they rate price and brand image.

It is observed that the customers of Hero Honda bikes are not ready to change

their bikes even if a new bike comes in with good features. While majority of the

customers of Bajaj and TVS are ready to change their bikes if new bike provides

some good features to them.



RECOMMENDATIONS

1. Bajaj should introduce some more models having more engine power.

2. Hero Honda should think about fuel efficiency in case of upper segment

bikes.

3. More service centers should be opened.

4. Maintenance cost and the availability of the spare parts should also be given

due importance.

5. They also introduce some good finance/discount schemes for students.

6. The price should be economic.



Conclusion

1. Most of the Flame, Apache, Pulsar, CBZ & Karizma are purchased by young

generation 18 to 30 years because they prefer stylish looks and rest of the models

of Hero Honda, TVS and Bajaj are purchased more by daily users who needs

more average of bikes than looks.

2. Hero Honda is considered to be most fuel-efficient bike on Indian roads.

3. Service & Spare parts are available throughout India in local markets also.

4. While buying a motorcycle, economy is the main consideration in form of

maintenance cost, fuel efficiency.

5. Majority of the respondent had bought their motorcycle more than 3 years.



LIMITATIONS

Various hindrances occurred while carrying out the research. They have acted as limitation of the study and afew of them are:-

Research work was carried out in DELHI & NCR.Satisfaction level may not be applicable to the other parts of the country because of social and culturaldifferences.

The sample was collected using convenience-sampling techniques. As such result may not give an exactrepresentation of the population.

Shortage of time is also reason for incomprehensiveness.

The views of the people are biased therefore it doesn’t reflect true picture.

Lack of resources: Lack of time and other resources as it was not possible to conduct survey at large level.

Small no. of respondents: Only 90 respondents have been chosen which is a small number

Unwillingness of respondents: While collection of the data many consumers were unwilling to fill thequestionnaire. Respondents were having a feeling of wastage of time for them.



BIBL IOGRAPHY

1. ww w .he r ohonda.com

2. ww w .google.com

3. ww w .bajaj.com

4. ww w .twowheele r .com

5. ww w .ext r e memachines.com

http://www.herohonda.com/

http://www.google.com/

http://www.bajaj.com/

http://www.twowheeler.com/

http://www.extrememachines.com/

http://www.herohonda.com/

http://www.google.com/

http://www.bajaj.com/

http://www.twowheeler.com/

http://www.extrememachines.com/



QUESTIONNAIRE

NAME: - ………………………………………………

CONTACT NO ……………………………………….

AGE:- 15-20 20-25

25.30 Above 30

OCCUPATION:- Businessman Employee

Student Other

Q1) Which Bike do you have?


Q2) Which Model do you have?

Hero Honda: - Splendor Passion

Karizma Other

Bajaj: - CT 100 Discover

Pulsar Other

TVS:- Flame Apache

Star city Other

Q3) In which Family Income do you Fall?

100000-200000 200000-300000

300000-400000 Above 400000

Q4) For how long do you own a Bike?

0-1 year 1-2 year

2-3 year above 3 years

Q5) For what purpose do you use your Motor Bike?

Office Purpose Personal Purpose

Joy Purpose Other



Q6) How do you come to know about this Motor Bike?

Newspaper Television

Magazines Friends/Relatives

Q7) Are you satisfied with the performance of the bike that you are currently having?

Yes No Can’t say

Q8) Does Advertisement Influence your decision in choosing a Motor Bike?

Yes No Can’t say

Q9) Do you have full knowledge about Bikes before buying?

Yes No Can’t say

Q10). Which factor below influence your decision?

Price Mileage Quality

Resale Value Status Symbol

Q11) How would you rate the following factors of bikes with respect to different companies?

TVS

Mileage

Price

Pick up

Maintenance

Look/Shape

Brand Image

Hero Honda Bajaj

Q12) If new bike with good feature comes in, then would you like to change your bikes?

Yes No Can’t say



Q13) Any Suggestions for Company

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………

Date: (Signature)

prateek research project

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