INTRODUCTION

Satisfaction is a persons feelings of pleasure or disappointment resulting from

comparing the products perceived performance or outcome in relation to his or her expectations.
As this definition makes clear, satisfaction is function of perceived performance and
expectations. If the performance matches the expectations, the consumer is satisfied. If the
performance exceeds the expectations, the consumer highly satisfied delighted.
Man companies are aiming for high satisfaction because consumers who are just satisfied
still find it easy to switch when a better offer comes along. Those who are highly satisfied are
less ready to switch high satisfaction or delight an emotional bond with the brand. The result is
high consumer loyalty.
Some of todays most successful companies are raising expectations and delivering
performance to match. These companies are aiming to TCS total consumer satisfaction .The key
to generate high consumer loyalty is to deliver high consumer value products. In addition to
tracking consumer values, expectations and satisfaction, companies need to monitor their
competitors performance in their areas.
To be in track with the consumer can use .
I. Complaint and suggestion system
II. Consumer satisfaction surveys
III. Lost consumer analysis
Most of research on satisfaction has focused on products and service for which consumer
can make an evaluation in terms of both utilitarian dimensions (how the product / service
functions) and hedonic dimensions (how if makes one feel). The consumers make a conscious
comparison between expectation (what think will happen) and actual performance.
A positive evaluation results in satisfaction and negative one leads to dissatisfaction,
satisfaction can be associated with feelings are generally temporary mean the consumer will be
satisfied now does not necessarily mean the consumer will be satisfied the next time.

NEED AND IMPORTANCE OF THE STUDY

In the modern times, the business organizations are adopting new schemes and strategies
for the growth of their business. The organizations are giving better services to their customers to
face challenges posed by the competitors. For every business, it is not only important to retain
the present customers but also to attract the new customers. So there is a need to ascertain the
customers use regarding the services provided by a key organization like Honda. Without
cutthroat competition in the service sector, there is a strong need to concentrate on the new
strategies to get closer to the customer and to have a strong hold in the market. Hence this
situation necessitated to take up this study.

OBJECTIVES OF THE STUDY

The following are the important objectives of the study.
A. To evaluate the performance of Yamaha Motorcycles.
B. To find out product differentiation with other motor vehicles.
C. To find the suitability.
D. To find customers opinion towards the particular brand of Yamaha two wheelers
E. To evaluate dealer performance and services.
F. To find the availability of spare parts.
G. To suggest for the improvement in the product feature.

RESEARCH METHODOLOGY
The method adopted for collecting the data is market survey method. For collecting
there is a well structured questionnaire has been prepared with a view to as certain the
objectives of the study.
SOURCES OF DATA: This study is mainly based on the primary and secondary data.
PRIMARY DATA: Primary data was collected from respondents through questionnaires. After
collecting the questionnaires from the respondents the statistical tools and inferences are used for
tabulation and analyzing data.
SECONDARY DATA : Source of secondary data are some professional journals, publishing
respects, records of the sale order of the dealer and other business records, news papers,
magazines and library literature.
SAMPLE SIZE: For conducting the survey the sample size 150, which is selected randomly.

LIMITATIONS
1) The study is limited to khammam town and their nearest surrounding areas
2) The present study is based on a sample of 150 respondents.
3) The present study covers Yamaha motorcycle users only.
4) The sample is collected from businessmen, officers, employees and students.
5) The results cannot be universally applied but to some extent they may be useful.
6) Most of the buyers have limited knowledge about other brands.

INDUSTRY PROFILE
Automotive Industry
The automotive
sells motor

vehicles,

industry designs,
and

is

one

of

develops,
the

manufactures,

world's

most

markets,

and

important economic

sectors by revenue.
The term automotive industry usually does not include industries dedicated to
automobiles after delivery to the customer, such as repair shops and motor fuel filling
stations.
Worldwide production
In 2009, worldwide production reached a peak at a total of 73.3 million new motor
vehicles. In 2009, production dropped 13.5 percent to 61 million. Sales in the U.S.
dropped 21.2 percent to 10.4 million units; sales in the European Union (supported by
scrapping incentives in many markets) dropped 1.3 percent to 14.1 million units. China
became the world's largest motor-vehicle market, by both by sales and production. Sales
in China rose 45 percent in 2009 to 13.6 million units.
Consumption trends
About 250 million vehicles are in use in the United States. Around the world, there
were about 806 million cars and light trucks on the road in 2009, consuming over 260
billion gallons of gasoline and diesel fuel yearly.[3] In the opinion of some, urban transport
systems based around the car have proved unsustainable, consuming excessive energy,
affecting the health of populations, and delivering a declining level of service despite
increasing investments. Many of these negative impacts fall disproportionately on those
social groups who are also least likely to own and drive cars. The sustainable
transport movement focuses on solutions to these problems.

History
The first practical automobile with a petrol engine was built by Karl Benz in 1885
in Mannheim, Germany. Benz was granted a patent for his automobile on 29 January
1886, and began the first production of automobiles in 1888, after Bertha Benz, his wife,
had

proved

with

the

first

long-distance

trip

in

August

1888

from Mannheim to Pforzheim and back - that the horseless coach was absolutely suitable
for daily use. Since 2008 a Bertha Benz Memorial Route commemorates this event.
Soon after, Gottlieb Daimler and Wilhelm Maybach in Stuttgart in 1889 designed
a vehicle from scratch to be an automobile, rather than a horse-drawn carriage fitted with
an engine.
They also are usually credited as inventors of the first motorcycle in 1886,
but Italy's Enrico Bernardi, of the University of Padua, in 1882, patented a
0.024 horsepower (17.9 W) 122 cc (7.4 cu in) one-cylinder petrol motor, fitting it into his
son's tricycle, making it at least a candidate for the first automobile, and first
motorcycle; Bernardi enlarged the tricycle in 1892 to carry two adults.
Automotive industry in India
The "Indian Motorcycle Co." was founded as the Hendee Manufacturing Company
by George M. Hendee and Carl Oscar Hedstrm. Both Hendee and Hedstrm were
former bicycle racers who teamed up to produce a motorcycle with a 1.75 bhp, single
cylinder engine in Hendee's home town of Springfield. The bike was successful and sales
increased dramatically during the next decade.
In 1901, a prototype and two production units of the diamond framed Indian
Single were successfully designed, built and tested. The first Indian motorcycles,
featuring chain drives and streamlined styling, were sold to the public in 1902. In 1903,
Indian's co-founder and chief engineer Oscar Hedstrm set the world motorcycle speed
record (56 mph).

In 1904 the company introduced the deep red color that would become Indian's
trademark. Production of Indian motorcycles then exceeded 500 bikes annually, rising to
a peak of 32,000 in 1913.
The engines of the Indian Single were built by the Aurora Firm in Illinois under
license from the Hendee Mfg. Co. until 1906.
Competitive successes
In 1905, Indian built its first V-twin factory racer, and in following years made a
strong showing in racing and record-breaking. In 1907 the company introduced the first
street version V-twin and a roadster styled after the factory racer. The roadster can be
distinguished from the racers by the presence of twist grip linkages.
One of the firm's most famous riders was Erwin "Cannonball" Baker, who set
many long-distance records. In 1914, he rode an Indian across America, from San
Diego to New York, in a record 11 days, 12 hours and ten minutes. Baker's mount in
subsequent years was the Power plus, a side-valve V-twin, which was introduced in 1916.
Its 61ci (1000 cc), 42 degree V-twin engine was more powerful and quieter than previous
designs, giving a top speed of 60 mph (96 km/h). The Power plus was highly successful,
both as a roadster and as the basis for racing bikes. It remained in production with few
changes until 1924.
Competition success played a big part in Indian's rapid growth and spurred
technical innovation, as well. One of the American firm's best early results came in
the Isle of Man TT in 1911, when Indian riders Godfrey, Franklin and Morehouse
finished first, second and third. Indian star Jake DeRosier set several speed records both
in America and at Brook lands in England, and won an estimated 900 races on dirt and
board.

He left Indian for Excelsior and died in 1913, aged 33, of injuries sustained in a
board track race crash with Charles "Fearless" Balke, who later became Indian's top rider.
Work at the Indian factory was stopped while DeRosier's funeral procession passed.
Oscar Hedstrom left Indian in 1913 after disagreements with the Board of Directors
regarding dubious practices to inflate the company's stock values. George Hendee
resigned in 1916.
World War I
As the US entered World War I, Indian unnecessarily sold most of its Power plus
line in 1917 and 1918 to the United States government, starving its network of dealers.
This blow to domestic availability of the motorcycles led to a loss of dealers from which
Indian never quite recovered.
While the motorcycles were popular in the military, post-war demand was then
taken up by other manufacturers to whom many of the previously loyal Indian dealers
turned. While Indian shared in the business boom of the 1920s, it lost significant market
share to Harley-Davidson.
Inter-war era - Scouts, Chiefs, and Fours
The Scout and Chief V-twins, introduced in the early 1920s, became the
Springfield firm's most successful models. Designed by Charles B. Franklin, the
middleweight Scout and larger Chief shared a 42-degree V-twin engine layout. Both
models gained a reputation for strength and reliability.
In 1930, Indian merged with DuPont Motors Company. DuPont Motors founder E.
Paul DuPont ceased production of duPont automobiles and concentrated the company's
resources on Indian. DuPont's paint industry connections resulted in no fewer than 24
color options being offered in 1934. Models of that era featured Indian's famous headdress logo on the gas tank. Indian's huge Springfield factory was known as the Wigwam,
and native American imagery was much used in advertising.

COMPANY PROFILE
Company Name

Yamaha Motor Co., Ltd.

Founded

July 1, 1955

Capital

85,666 million yen (as of March 31, 2013)

President

Hiroyuki Yanagi

Employees(Consolidated)

54,677 (as of December 31, 2013)

Parent :

10,159 (as of December 31, 2013)

Sales

(Consolidated)

1,276,159 million yen

(from January 1, 2013 to December 31, 2013)

Parent: 463,292 million yen
(from January 1, 2013 to December 31, 2013)
Headquarters
Group Companies

2500 Shingai, Iwata-shi, Shizuoka-ken, Japan

Consolidated subsidiaries: 113
Non-consolidated subsidiaries: 4 (by the equity method)
Affiliates: 25 (by the equity method) (as of March 31, 2013)

Yamaha made its initial foray into India in 1985. Subsequently, it entered into a
50:50 joint-venture with the Escorts Group in 1996. However, in August 2001, Yamaha
acquired its remaining stake becoming a 100% subsidiary of Yamaha Motor Co., Ltd,
Japan (YMC). In 2008, Mitsui & Co., Ltd. entered into an agreement with YMC to
become a joint-investor in the motorcycle manufacturing company "India Yamaha Motor
Private Limited (IYM)".

IYM operates from its state-of-the-art manufacturing units at Surajpur in Uttar

Pradesh and Faridabad in Haryana and produces motorcycles for both domestic and
export markets. With a strong workforce of more than 2,000 employees, IYM is highly
customer-driven and has a countrywide network of over 400 dealers. Presently, its
product portfolio includes VMAX (1,679cc), MT01 (1,670cc), YZF-R1 (998cc),
FZ1(998cc), YZF-R15 version 2.0 (150cc), Fazer (153cc), FZ-S (153cc), FZ16 (153cc),
SZ-R(153cc), SZ & SZ-X (153cc), SS125 (123cc), YBR 125 (123cc), YBR 110 (106cc)
and Crux (106cc).
India Yamaha Motor inaugurated New Plant at Surajpur (Greater Noida) The new
Surajpur plant has been inaugurated by Mr. T.Kazikawa C.E.O & MD Yamaha Global on
6th July 2009, which have capacity to produce 6 lakh motorcycles annually including
Fazer followed by FZ-16, FZ-S, YZF-R15 and other models. The plant capacity can be
augmented up to 1 million units.
This fully integrated assembly plant is built on the lines of Yamahas globally
tried, tested and successfully implemented standards and meets the global quality
benchmarks. At the core are the 5-S and TPM activities that fuel its Manufacturing
Processes. The plant has 3 vehicle assembly lines and 4 engine assembly lines including
one dedicated for export engines. The engine and vehicle assembly lines are synchronized
and incorporate concepts of Unit Assurance i.e. Complete Product Assurance, Parts
Assurance through 100% kit supply on lines and synchronization of parts storage, supply
and production.
The innovative production processes along with high tech final assurance
processes are aimed to achieve Zero Claims at our dealers and thus, a highly satisfied
customer base.

VISION:
We will establish YAMAHA as the "exclusive & trusted brand" of customers by
"creating Kando" (touching their hearts) - the first time and every time with world class
products & services delivered by people having "passion for customers".
MISSION:
Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of
YAMAHA products, focusing on serving our customer where we can build long term
relationships by raising their lifestyle through performance excellence, proactive design
& innovative technology. Our innovative solutions will always exceed the changing
needs of our customers and provide value added vehicles.
Build the Winning Team with capabilities for success, thriving in a climate for action and
delivering results. Our employees are the most valuable assets and we intend to develop
them to achieve international level of professionalism with progressive career
development. As a good corporate citizen, we will conduct our business ethically and
socially in a responsible manner with concerns for the environment.
Grow through continuously innovating our business processes for creating value and
knowledge across our customers thereby earning the loyalty of our partners & increasing
our stakeholder value.
CORE COMPETENCIES:
Customer #1
We put customers first in everything we do. We take decisions keeping the customer in
mind.

Challenging Spirit
We strive for excellence in everything we do and in the quality of goods & services we
provide. We work hard to achieve what we commit & achieve results faster than our
competitors and we never give up.
Team-work
We work cohesively with our colleagues as a multi-cultural team built on trust, respect,
understanding & mutual co-operation. Everyone's contribution is equally important for
our success.
Frank & Fair Organization
We are honest, sincere, open minded, fair & transparent in our dealings. We actively
listen to others and participate in healthy & frank discussions to achieve the
organization's goals.
Paving the Road to Yamaha Motor Corporation
"I want to carry out trial manufacture of motorcycle engines." It was from these words
spoken by Genichi Kawakami (Yamaha Motor's first president) in 1953, that today's
Yamaha Motor Company was born.
"If you're going to do something, be the best."

CUSTOMER SATISFACTION
Definition of market
A regular gathering of people for the purchase and sale of provisions, livestock,
and other commodities.

Definition of marketing
The action or business of promoting and selling products or services.

Difference between Market and Marketing

A market is any space within which trade takes place between buyers and sellers
for a well defined product. This space can be a produce market, a shop, internationally
between countries or over the internet.
Marketing is all those activities that facilitate trade. These include activities that
identify consumers needs such as market research and those activities that satisfy
consumers needs e.g., packaging and distribution. Marketing activities therefore support
the marketing of goods and services.
The management process through which goods and services move from concept to
the customer. It includes the coordination of four elements called the 4 P's of marketing:
(1) Identification, selection and development of a product,
(2) Determination of its price,
(3) Selection of a distribution channel to reach the customer's place, and
(4) Development and implementation of a promotional strategy.

For example, new Apple products are developed to include improved applications
and systems, are set at different prices depending on how much capability the customer
desires, and are sold in places where other Apple products are sold. In order to promote
the device, the company featured its debut at tech events and is highly advertised on the
web and on television.
Marketing is based on thinking about the business in terms of customer needs and
their satisfaction. Marketing differs from selling because (in the words of Harvard
Business School's retired professor of marketing Theodore C. Levitt) "Selling concerns
itself with the tricks and techniques of getting people to exchange their cash for your
product. It is not concerned with the values that the exchange is all about. And it does not,
as marketing invariable does, view the entire business process as consisting of a tightly
integrated effort to discover, create, arouse and satisfy customer needs." In other words,
marketing has less to do with getting customers to pay for your product as it does
developing a demand for that product and fulfilling the customer's needs.
A term frequently used in marketing, is a measure of how products and services supplied
by a company meet or surpass customer expectation. Customer satisfaction is defined as "the
number of customers, or percentage of total customers, whose reported experience with a firm,
its products, or its services (ratings) exceeds specified satisfaction goals." In a survey of nearly
200 senior marketing managers, 71 percent responded that they found a customer satisfaction
metric very useful in managing and monitoring their businesses. It is seen as a key performance
indicator within business and is often part of a Balanced Scorebiked. In a competitive
marketplace where businesses compete for customers, customer satisfaction is seen as a key
differentiator and increasingly has become a key element of business strategy.
Within organizations, customer satisfaction ratings can have powerful effects. They focus
employees on the importance of fulfilling customers expectations. Furthermore, when these
ratings dip, they warn of problems that can affect sales and profitability. . . . These metrics
quantify an important dynamic. When a brand has loyal customers, it gains positive word-ofmouth marketing, which is both free and highly effective."

Therefore, it is essential for businesses to effectively manage customer satisfaction. To be

able do this, firms need reliable and representative measures of satisfaction. In researching
satisfaction, firms generally ask customers whether their product or service has met or exceeded
expectations. Thus, expectations are a key factor behind satisfaction. When customers have high
expectations and the reality falls short, they will be disappointed and will likely rate their
experience as less than satisfying. For this reason, a luxury resort, for example, might receive a
lower satisfaction rating than a budget moteleven though its facilities and service would be
deemed superior in 'absolute' terms." The importance of customer satisfaction diminishes when a
firm has increased bargaining power. For example, cell phone plan providers, such as AT&T and
Verizon, participate in an industry that is an oligopoly, where only a few suppliers of a certain
product or service exist.
As such, many cell phone plan contracts have a lot of fine print with provisions that they
would never get away if there were, say, a hundred cell phone plan providers, because customer
satisfaction would be way too low, and customers would easily have the option of leaving for a
better contract offer.
PURPOSE
Customer satisfaction provides a leading indicator of consumer purchase intentions and
loyalty." "Customer satisfaction data are among the most frequently collected indicators of
market perceptions. Their principal use is twofold:"
1. "Within organizations, the collection, analysis and dissemination of these data send a
message about the importance of tending to customers and ensuring that they have a
positive experience with the companys goods and services."
2. "Although sales or market share can indicate how well a firm is performing currently,
satisfaction is perhaps the best indicator of how likely it is that the firms customers will
make further purchases in the future. Much research has focused on the relationship
between customer satisfaction and retention. Studies indicate that the ramifications of
satisfaction are most strongly realized at the extremes." On a five-point scale,

"individuals who rate their satisfaction level as '5' are likely to become return customers
and might even evangelize for the firm.
"Individuals who rate their satisfaction level as '1,' by contrast, are unlikely to return.
Further, they can hurt the firm by making negative comments about it to prospective
customers.Willingness to recommend is a key metric relating tocustomer satisfaction."

CONSTRUCTION
Organizations need to retain existing customers while targeting non-customers.
Measuring customer satisfaction provides an indication of how successful the organization is at
providing products and/or services to the marketplace.
"Customer satisfaction is measured at the individual level, but it is almost always
reported at an aggregate level. It can be, and often is, measured along various dimensions. A
hotel, for example, might ask customers to rate their experience with its front desk and check-in
service, with the room, with the amenities in the room, with the restaurants, and so on.
Additionally, in a holistic sense, the hotel might ask about overall satisfaction 'with your stay.'"

As research on consumption experiences grows, evidence suggests that consumers

purchase goods and services for a combination of two types of benefits: hedonic and utilitarian.
Hedonic benefits are associated with the sensory and experiential attributes of the product.
Utilitarian benefits of a product are associated with the more instrumental and functional
attributes of the product (Batra and Athola 1990)
Customer satisfaction is an ambiguous and abstract concept and the actual manifestation
of the state of satisfaction will vary from person to person and product/service to product/service.
The state of satisfaction depends on a number of both psychological and physical variables
which correlate with satisfaction behaviors such as return and recommend rate. The level of
satisfaction can also vary depending on other options the customer may have and other products
against which the customer can compare the organization's products.
Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988
provides the basis for the measurement of customer satisfaction with a service by using the gap
between the customer's expectation of performance and their perceived experience of
performance. This provides the measurer with a satisfaction "gap" which is objective and
quantitative

in

nature.

Work

done

by

Cronin

and

Taylor

propose

the

"confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman,

Zeithaml and Berry as two different measures (perception and expectation of performance) into a
single measurement of performance according to expectation.

"Customer satisfaction data can also be collected on a 10-point scale."

"Regardless of the scale used, the objective is to measure customers perceived
satisfaction with their experience of a firms offerings." It is essential for firms to effectively
manage customer satisfaction. To be able do this, we need accurate measurement of satisfaction.

The third best scale was single-item percentage measure, a one-item 7-point bipolar scale
(e.g., Westbrook 1980). Again, the respondents were asked to evaluate their experience on both
ATM services and ice cream restaurants, along seven points within delighted to terrible.
It seems that dependent on a trade-off between length of the questionnaire and quality of
satisfaction measure, these scales seem to be good options for measuring customer satisfaction in
academic and applied studies research alike. All other measures tested consistently performed
worse than the top three measures, and/or their performance varied significantly across the two
service contexts in their study. These results suggest that more bikeeful pretesting would be
prudent should these measures be used.
Finally, all measures captured both affective and cognitive aspects of satisfaction,
independent of their scale anchors. Affective measures capture a consumers attitude
(liking/disliking) towards a product, which can result from any product information or
experience. On the other hand, cognitive element is defined as an appraisal or conclusion on how
the products performance compared against expectations (or exceeded or fell short of
expectations), was useful (or not useful), fit the situation (or did not fit), exceeded the
requirements of the situation (or did not exceed)
METHODOLOGIES
American Customer Satisfaction Index (ACSI) is a scientific standard of customer
satisfaction. Academic research has shown that the national ACSI score is a strong predictor of
Gross Domestic Product (GDP) growth, and an even stronger predictor of Personal Consumption
Expenditure (PCE) growth. On the microeconomic level, academic studies have shown that
ACSI data is related to a firm's financial performance in terms of return on investment (ROI),
sales, long-term firm value (Tobin's q), cash flow, cash flow volatility, human capital
performance, portfolio returns, debt financing, risk, and consumer spending.
The Kano model is a theory of product development and customer satisfaction developed
in the 1980s by Professor Noriaki Kano that classifies customer preferences into five categories:
Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano model offers some
insight into the product attributes which are perceived to be important to customers.

SERVQUAL or RATER is a service-quality framework that has been incorporated into

customer-satisfaction surveys to indicate the gap between customer expectations and experience.
J.D. Power and Associates provides another measure of customer satisfaction, known for its topbox approach and automotive industry rankings. J.D. Power and Associates' marketing research
consists primarily of consumer surveys and is publicly known for the value of its product awards.
Other research and consulting firms have customer satisfaction solutions as well. These include
A.T. Kearney's Customer Satisfaction Audit process, which incorporates the Stages of Excellence
framework and which helps define a companys status against eight critically identified
dimensions.

CUSTOMER SATISFACTION INDEX

The Customer Satisfaction Index (CSI) is an economic indicator that measures the
satisfaction of consumers across the

economy. It is produced by the American Customer

Satisfaction Index, a private company based in Ann Arbor, Michigan.

The CSI interviews about 80,000 Americans annually and asks about their satisfaction
with the goods and services they have consumed. Potential respondents are screened prior to
interviewing to guarantee inclusion of customers of a wide range of business-to-consumer
products and services, including durable goods, services, non-durable goods, local government
services, federal government services, and so forth.

CUSTOMER SATISFACTION DIMENSIONS

One of the indicators of a companys health, customer satisfaction, can be found through
market analysis. Satisfied customers usually lead to more sales and profit, making it a strong
indicator of company performance.
Kekre, Krishnan, and Srinivasan conducted as study with focus groups and over 2500
responses from a questionnaire to discover what factors customers drive their satisfaction for
software products. They analyzed the results to develop seven dimensions of customer
satisfaction for product software:

1.
2.
3.
4.
5.
6.
7.

Capability
Usability
Performance
Reliability
Install ability
Maintainability
Documentation

CUSTOMER SATISFACTION RESEARCH

Customer satisfaction research is that area of marketing research which focuses on customers'
perceptions with their shopping or purchase experience.Many firms are interested in
understanding what their customers thought about their shopping or purchase experience,
because finding new customers is generally more costly and difficult than servicing existing or
repeat customers.
Many people are familiar with "business to customer" (B2C) or retail-level research, but
there are also many "business to business" (B2B) or wholesale-level projects commissioned as
well.
TYPES OF RESEARCH
Descriptive or documentary research
Many customer satisfaction studies are intentionally or unintentionally only "descriptive"
in nature because they simply provide a snapshot in time of customer attitudes. If the study
instrument is administered to groups of customers periodically, then a descriptive picture of
customer satisfaction through time can be developed (this is a type of "tracking" study).
INFERENTIAL OR MODELS-BASED RESEARCH
Beyond documentary types of work are studies that attempt to provide an understanding
of why customers have the perceptions they do and what may be done to change those
perceptions. While models-based studies also provide snapshots of customer attitudes, the results
of these studies are more powerful because they present the firm with recommendations on how

to improve customer satisfaction. Frequently, these studies also provide firms with a
prioritization of the various recommended actions. Inferential studies can also be conducted as
tracking studies. When this is done, the firm can gain insight into how the drivers of customer
satisfaction are changing in addition to documenting the levels and areas of customer
satisfaction.
METHODS
QUANTITATIVE RESEARCH STUDIES
Quantitative studies allow a firm to develop an understanding of the "big picture" of their
customers' experiences based upon a relatively small number of interviews. This "sample" of the
firm's customers must be bikeefully designed and drawn if the results of the study are to be
considered representative of the customer population as a whole. In most cases, the results of
quantitative studies are based upon the responses of a relatively "large" number of interviews.
Depending upon the size of the population and the amount of segmentation desired, "large" can
be as few as 50 responses or range from several hundred to thousands of interviews. Mail-based,
telephone-based, and (more recently) Internet-based surveys and related data collection.
QUALITATIVE RESEARCH STUDIES
Qualitative studies are used by firms to provide a more detailed and/or
unconstrained understanding of customer experiences. In most cases, the results of qualitative
studies are based upon dozens of interviews. Qualitative studies are not designed to provide
insights that are projectable to the customer population: qualitative studies are used for initial
exploration of experiences and topics or to probe more deeply the reasons behind customer
perceptions. Focus groups (group depth interviews) and "one-on-ones" (individual depth
interviews) are common examples of qualitative studies.

IMPORTANCE OF MARKETING RESEARCH IN CUSTOMER SATISFACTION

When we say marketing research this is the research where we can elaborate more about
the satisfaction of customer. Marketing research ultimately is satisfying the needs and wants of
the people in a certain community. The research is finding viable markets suitable for your

company's products to be distributed and in finding these markets where there is demand, you
satisfy a consumer need.

FUNCTIONALITY
With our Customer Service Tracking you can:

Track current customer attitudes 24/7 with advanced online reports

Discover the customer impact of your new technology, training or staffing

Reward customer bikee staff and teams based on customer satisfaction

Allocate CRM or other service investments according to customer priorities

Improve satisfaction by identifying previously unreported customer problems

BENEFITS OF OUR APPROACH

High quality actionable information from Survey Value, an independent third party
research firm

Statistical validity from properly sized and structured samples

Your choice of web or phone methodology

(If you choose phone) highly experienced Research Telephone Interviewers

Customized questionnaire provides information for your unique needs

Timely accurate customer feedback

Flexible online reporting allows interactive queries for filtering, crosstabs and charts

Quality controlled process assures accurate cost effective results

This customer satisfaction process diagram illustrates the satisfaction process and has tips

on process improvement. Click on each process step below for additional information about
that step. Our services include customersatisfaction and loyalty surveys and satisfaction process
consulting.

CUSTOMER SATISFACTION PROCESS ITEM 1: BE PRACTICAL

Create a flourishing customer satisfaction process by fitting it into the way your company
actually operates and by recognizing what types of customer information your company can
assimilate. Connect the satisfaction process to your company's existing customer oriented
programs. Configure your satisfaction process to discover why customers buy your product and
what improvements they would appreciate. Connect to Your Existing Customer Oriented
Programs
Among the many popular programs that require or benefit from customer satisfaction
measurements are Balanced Scorebiked, quality, lean management, strategic planning, customer
service initiatives, and new product programs. Balanced Scorebiked
QUALITY
Modern quality management systems nearly always require input about customer
satisfaction. From the Baldrige National Quality Program to ISO 9001:2000, quality is being
increasingly defined through "the eyes of the customer."
The customer satisfaction process can be connected to quality by being mindful of the
types of information quality managers need. In addition to "how satisfied are you" questions,
quality systems may require tracking of:

Customer Perceived Problems (PP100)

Voice of Customer (verbatim comments)

Total Product Offering (all customer touchpoints, not just product)

MARKETING PLANNING, PRODUCT PLANNING, STRATEGIC PLANNING

Don't overlook the annual planning and product planning methodologies your company
practices. These planning processes can always benefit from the right kinds of input about
customer attitudes. Most business problems addressed by these plans ultimately come down to
creating or protecting sales, and sales revenue is always driven by customer attitudes.
Other Popular Customer-Oriented Programs

Lean Management

Customer Value (Customer Value Analysis)

Customer Service (Improving customer service)

Customer Retention (Customer loyalty programs)

New Products (All types of new product programs and product design efforts)

CUSTOMER SATISFACTION PROCESS ITEM 2: INVOLVE MANAGERS

IDENTIFY MANAGERS
Your customer satisfaction process will be robust when the right people are involved.
Ultimately, the process must help managers do their jobs better, so involve the managers who can
benefit most from satisfaction information and improvement. These are the managers of
processes that "touch" customers.
Managers of customer touchpoint processes include, for example, managers of customer
service, tech support, sales, engineering and product design, marketing and advertising, and
quality. Customer service people spend all day trying to keep customers happy, but in what
ways do the other functions relate?

Tech support is in the problem solving business - customers are happy when problems
are solved. Track problem resolution.

Sales people retain their customers by keeping them happy - they need information on
likelihood of repurchase.

Engineering and product design people create successful products only if customers
like the new products. They need information on what improvements customers want.

Marketing and advertising people create more convincing communications if they

know what customers like about the current product and what customers view as
important.

Quality managers seek to improve processes by reducing variation and raising customer
satisfaction. They manage process improvement in part by tracking key metrics. Many
types of customer satisfaction information can be useful to them. Quality managers may
be especially interested in tracking customer perceived problems.

CUSTOMER SATISFACTION PROCESS ITEM 3: DO CUSTOMER RESEARCH

MAKE RESEARCH ACTIONABLE
In the customer satisfaction process, actionable research is valued because it helps
improve the company's products, services or brands, leading to greater sales and profits. Here are
some things to look for in customer satisfaction research that will make it come to life as a
management tool. This is market research 101, that's why it needs to be done. Without it the
information may not be useful or actionable.
Collect customer information that is appropriate to the decision at hand. Understand what
business problem the information is intended to help solve. Clarify the research problem(s)
associated with the business problem. Be sure the chosen research solution is appropriate and
cost effective in solving the specified research problem.
Make sure information is collected in an appropriate way, and that the customers selected
for the study are appropriate for the problem at hand. Develop questionnaires bikeefully so they
flow well, are of proper length and are not subject to misinterpretation. Manage data accurately.
Analyze Results Statistically
If your customer satisfaction information is derived from a sample of customers, follow
accepted sampling procedures so statistical conclusions can be drawn about your customer
population. Determine margins of sampling error and identify statistically significant differences

among results. These practices will help managers interpret the findings and decide how much
weight to give them in business decisions.
REPORT RESULTS CLEARLY AND QUICKLY
When customer satisfaction information is "on stage" with managers, be sure it is
presented in a manner that can be quickly grasped. Use charts and bullet points to highlight
methodologies, key findings and conclusions. Present the answers to the questions key manager
raised earlier in the customer satisfaction process. Present reports to the managers of customer
touch point processes, since it is these managers who will benefit most from better customer
satisfaction.
CUSTOMER SATISFACTION PROCESS ITEM 4: SELECT LEVERAGE POINTS
LEVERAGE POINTS
There is an old story about a plumber who came to unclog a sink. He crawled under the
sink, hit a pipe once with his hammer, and the clog washed away. He immediately wrote up an
invoice for $150. When the homeowner asked how he could possibly charge $150 for a five
minute house call the plumber said, "The house call was only $50. The other $100 was for
knowing where to hit."
Strategy Matrix :-Customer satisfaction systems often report findings in a "quadrant
chart" based on the following type of strategic matrix. In the chart below, satisfaction has been
measured on a ten point scale, but none of the items averaged less than 5.0. The horizontal axis,
"Impact on Satisfaction," is quantified in various ways that go beyond the scope of this
document.

The

strategy

matrix

can

be

Strength/Weakness/Opportunity/Threat) in this manner:

Strengths are in the upper left quadrant

Weaknesses are in the lower left quadrant

Opportunities are in the upper right quadrant

Threats are in the lower right quadrant

related

to

SWOT

analysis

Also, even though it says "don't waste resources," items that fall in the lower left
quadrant may require some improving if they appear to be causing some degree of customer
defection.

CUSTOMER SATISFACTION PROCESS ITEM 5: INITIATE PROJECTS

PROJECT MANAGEMENT
After selecting "leverage points" (item 4), the satisfaction satisfaction process must lead
to action or it will short-circuit and fail. PROJECTS keep the customer satisfaction process
flowing rather than short-circuiting. Learn more about project management at Project
Management Institute (PMI) website.
A PORTFOLIO OF PROJECTS
Each leverage point can lead to one or more satisfaction projects. The successful
satisfaction process assures that these projects are coordinated, producing coherent, ongoing,
customer-driven improvement in the company's product, service or brand.
SELECT TEAMS
After root causes are identified one or more projects are selected for initiation. Team
members are selected, budgets and time-lines are drawn up, project milestones are identified, and
authority to proceed is sought.

FUND PROJECTS
When project authority is granted, and the project is funded, the satisfaction process is
also proceeding. The company is now doing something positive, designed to increase customer
satisfaction.
TRACK PROGRESS
The successful satisfaction process collects and reports expenditures, progress and results
of the various satisfaction projects. A uniform system is utilized so projects can be efficiently
monitored. The satisfaction process collects satisfaction project progress data so the entire
satisfaction effort can be understood.
CUSTOMER SATISFACTION PROCESS ITEM 7: MANAGE PROGRAM
FROM PROJECTS TO PROGRAM
The process monitors satisfaction project data so the ongoing satisfaction effort can be
understood. Use a uniform reporting system for all projects as this helps organize a collection of
projects into a managed PROGRAM, also referred to as "portfolio management." In becoming
customer-driven, a program or portfolio approach is beneficial because it coordinates efforts.
DASHBOARD REPORTS
Dashboard reports help executives, product managers, brand managers, engineers and
others in understanding the evolution of the entire product offering as perceived by the customer.
Dashboard reports show at a glance the satisfaction metrics and trends, the leverage points, the
teams assigned for corrective action, the status of current projects and the benefits that have been
achieved in the past year or two as a result of action on customer perceptions. It is important that
changes are coordinated, so the character and continuity of the product offering or brand are
managed coherently.

CUSTOMER SATISFACTION PROCESS ITEM 8: CONTINUE

EVOLUTION OF THE PRODUCT OR BRAND
When the successful customer satisfaction process is unleashed, the product offering and
brand begin to evolve in ways customers appreciate. This leads in new directions. Successful
change typically means greater sales and greater market share. These come about through
improved customer retention, which in turn is the direct result of customer-driven innovation.
MOVING TARGET
The need for a successful customer satisfaction process never stops, because progress is
only temporary. Changing market conditions, tougher competition and escalating customer
expectations are unavoidable. The satisfaction process must be managed in order to maintain and
grow market share and profitability.
MANAGE LOYALTY
When a successful satisfaction process is in place it may be beneficial to make a
concerted effort at managing customer loyalty. Loyalty efforts can be out of place if the
price/value relationship is not attractive, if the product does not have high quality, or if the brand
is not being well managed.
After the customer satisfaction process is being well managed, loyalty can be addressed
by adding it to the satisfaction process. First, include loyalty metrics in the measurement system.
Then look not only for leverage points that improve satisfaction but also loyalty. For example,
customers may be satisfied by a warranty, but made loyal by a lifetime guarantee. Loyalty often
comes from customer "delight" which can only be reached by passing through progressively
higher degrees of customer satisfaction.

CUSTOMER SATISFACTION PROCESS GUIDELINES

The properly operating customer satisfaction process creates value by adapting the
organization to its customers. This produces a prosperous win-win situation. Make your
customer satisfaction process operate at full strength by following these guidelines.
1. BE PRACTICAL ADDRESS THE EXISTING SITUATION
a. Connect the customer satisfaction process to existing goals and priorities
i. Strategic plan, strategic marketing plan, brand or product plan
ii. Lean management
iii. Balanced scorebiked
iv. Total quality, customer driven quality, ISO quality, Baldrige quality
v. Customer value, customer focus, customer service, customer retention
vi. New products, product design, engineering, product usability
b. Learn what problem customers are expecting your product to solve for them
c. Learn what improvements customers would most appreciate
2. INVOLVE MANAGERS
a. Identify managers of each company process that touches your customers
b. Ask touchpoint managers what they want or need to know about customers
3. CONDUCT ACTIONABLE RESEARCH
a. Design and bikery out the study so it produces reliable, accurate information
b. Analyze results statistically so they can be relied upon
c. Report results clearly and quickly to the touchpoint managers

4. SELECT LEVERAGE POINTS

a. Protect (improve): important or strategic items that have low satisfaction
b. Differentiate (promote): important or strategic items with high satisfaction
5. INITIATE SATISFACTION PROJECTS
a. Develop project charters, missions and rationales
b. Compute benefit/cost estimates
c. Establish success metrics
d. Gain authorization to proceed with specific projects
6. COORDINATE SATISFACTION PROJECTS
a. Select teams and project managers
b. Fund projects
c. Bikery out projects and provide progress reports
7. MANAGE A SATISFACTION PROGRAM
a. Link projects using an overall Satisfaction Program Report or Dashboard
b. Track project benefits, costs and success metrics with post completion audits
c. Note the programs overall effect on your product, service or brand
OVERVIEW: CUSTOMER FOCUS AND CUSTOMER RELATIONS
This paper summarizes the "customer focus" approach to business management, and has
links to various resources about customer focus. Other terms that mean about the same thing
as customer focus are customer-centric, customer-driven, customer relations and simply
customer service.
CONSUMER BEHAVIOR :
Consumer differ not only in the usual ways by age and gender, by education and
occupation, by marital status and living arrangements - but also in their activities and interest,
their preferences and opinions, the food they eat and the product they buy.
DEFINITION :
The term cosumer behaviour refers to the behaviour that consumers display in searching
for purchasing; using, Evaluating and disposing of products and services thet they expect wil
satisfy their needs.

The study of consumer behaviour is the study of how individuals make decisions to spend their
available resources (time, money, effort) on consumption related items. It includes the study of
What they buy,
Why they buy it,
When they buy it,
Where they buy it,
How often they use it
For Instance, we can take the simple product - Toothpaste.
What types of tooth paste do consumer buy -Regular, gel, Floride triped, herbal,
What brand

- National, Private, generic, Local, International.

Why they buy it

- To Prevent Cavities,
- To remove stains.
- To brighten or writen teeth mouthwash
- To attract romance

Where they buy it

- Super Market, Drug store, Convenience Store

How often they use it

- When they wake up,

- After each meal,
- When they go to bed or any combination

How often they buy it

- Weekly, Bi-weekly, monthly, daily,

IMPORTANCE OF CONSUMER BEHAVIOR FOR MARKETING

Consumer behavior is helpful in understanding the purchase behavior and preference or
different consumers. As consumer, we differ in terms of our sex education, occupation, income,
family set up, religion, nationality and social status. Because of these different background
factors we have different needs and we only buy those brands and services, which we think will
satisfy our needs. In todays, work of rapidly changing technology - changing firms has to be
constantly innovating and understand he latest consumers trends and testes consumer behavior
provides invaluable clues and guidelines to marketing on new technological frontiers, which they
should explore.

A consumer decision to purchase a particular brand to services is the result is the

complex interplay of a consumer of variables. The starting point for the company provides of
decision process marketing, stimuli in the shape of brands, promotion, price, and distribution
strategy. The potential consumer along with the other stimuli already existing receives the
marketing stimuli in the environment. These stimuli may be social, economic, cultural,
psychological and political in nature. At the point of receiving the marketing stimuli, the
consumer already has a certain mental, emotional and psychological frame of mind developed
over the years by his cultural, religious, social, family and psychological background.
CONSUMER SATISFACTION
All Business firms have realized that marketing is a core element of management
philosophy and the key its success lies in focusing more and more on the customer. That is, it
will be the customer who will decide where the firm is headings. Thus the challenge before the
marketer is to ensure that they satisfy every customer. Adam smith in his, The Wealth of Nations,
has said Consumption is the sole end purpose of all production and the interests of the product
ought to be attended to, only so far as it may be necessary for promoting those of the consumer.
This quotation only reiterates that the purpose of production is consumption and ones
own purpose will be served only if the consumers interests are attended to. Here then arises a
very vital question. How can a marketer ensure that his/her firm is able to respond to their
customers requirement quickly? The answer to this question lies in the quality of service it is
offering to its customers. This again will depend upon the consumer expectations from the
product or service. No doubt the quality of the product or service will decide whether it matches
the consumer expectations or not, but the firm and marketer must make all efforts to ensure that
consumer satisfaction is achieved.
CUSTOMERISATION
Today consumer is looking out for value for money. The challenge before the marketer to
identify what values would appeal and convince the consumer. Marketers are trying to enhance
the concept of value through unique delivery methods. They have realized that product service
characteristics, customers aspirations and perceptions and the availability of competing
alternatives can be used to enhance customer value.But the focus and challenge before every

firm is to rebuild itself around its customer. It should be able to perceive, interpret, serve and
satisfy the customer with the type of products and services he/she desires and arm itself so as to
gain a competitive edge of customerisation.
Customerisation refers to the process wherein all the employees of the firm are required
to interact directly with the customer and end user. They can have access to every person and
function within the organization, be involved in designing and fine turning key products and
processes, and turn every interaction with in customer in to a platform of interactive
communication so as to add value and increase customer satisfaction.
Customerisation will help a firm in:

Providing the quality of services to match the customer requirement.

Help to focus on consumers needs so as to add value and offer benefits to the customer.

To identify new customers, new market segments and new application for existing
products.

Work towards total customer satisfaction maximum customer delight.

The above figure shows how a customerised chain could be formed by a firm so as to increase its
operational efficiency also add to its customer delight. Such an exercise will increase the
employee level of motivation and involvement and help them to work towards consumer
satisfaction. However, if may be noted that consumer satisfaction is a relative rather than an
absolute measure. Further, very often satisfaction after satisfaction after the purchase is
dependent on expectations held before the purchase of the product or service.

DATA ANALYSIS
1. How do you know about YAMAHA Bikes?
S.N
o
1
2
3
4

Awareness
Advertisement in TV
Advertisement in newspapers
Through Dealer
Through Friends
Total

No. of

% of Responds

Responds
35
15
20
30

35%
15%
20%
30%

100

100%

Interpretation:

From the collected data it is observed that 35% of the respondents have come to know
through Advertisement in TV, 15% of the respondents through Advertisements in Newspaper,
20% of the respondents through Dealer and 30% of the respondents through friends.

2. Who influenced you to buy the YAMAHA Bikes?

S.No
1
2
3
4

Opinion
Family
Friends
Advertisement
Dealers
Total

No. of Responds
40
30
20
10
100

% of Responds
25%
35%
30%
10%
100%

Data analysis graph 4.2

Interpretation:
From the above pie chart it is observed that 30% of the respondents were motivated by
friends, 20% of the respondents were motivated by Advertisement, 40% of the respondents were
motivated family, and 10% of the respondents were motivated by Dealers.

3. How do you compare price of the YAMAHA bikes compare to other brands?

S.No

Opinion

No. of Responds

% of Responds

Low

20

15%

Moderate

40

25%

High

40

60%

Total

100

100%

Interpretation:
From the above data if concluded that 40% of respondents feel High price, 40% of
respondents feel Reasonable price and 20% of respondents feel Low price.

4. How do you feel about the price of the spare ports?

S.N
o
1
2
3
4

Opinion
Low
Reasonable
High
Very High
Total

No. of

% of Responds

Responds
15
70
10
5

15%
70%
10%
5%

100

100%

Interpretation:

From the collected data it is observed that 70% of the respondents feel that the price of
the spare parts in reasonable, 15% of the respondents feel low, 10% of the respondents feel high
and 5% of the respondents feel very high.

5.How the bikes design?

S.N

Opinion

No. of

% of Responds

o
1
2
3

Very nice
Good
Average
Total

Responds
55
30
15

55%
30%
15%

100

100%

Interpretation:

From the above table it is observed that 55% of the respondents say that the design is
very nice, 30% of the respondents say that if is good and 15% of the respondents say that it is
average.

6.Are you satisfied with the performance of YAMAHA?

S.N

Opinion

No. of

% of Responds

o
1
2

Yes
No
Total

Responds
85
15

85%
15%

100

100%

Interpretation:

From the above chart it is observed that 85% of them said there are satisfying with his
bike and 15% of them said there are not satisfying with his bike.

7.Which sales promotion tool do you think would work best in the market?

S.N

Opinion

No. of

% of Responds

Responds

Price of

30

30%

Product warranty

35

35%

Lucky draws

25

25%

Exchange ofers

10

10%

Total

100

100%

Interpretation:

From the above data it is concluded that 35% of respondents says that sales privation is
product warranty, 30% of respondents says that price off, 25% of respondents says that lucky
draws and 10% of respondents says exchange offers.
8.Do you think brand ambassador will effect on sales promotions? Yes/ No, if yes, according to
you an ambassador should be.

S.No

Opinion

No. of Responds

% of Responds

Film star

45

45%

Sports person

40

40%

Politician

10

10%

Other

5%

Total

100

100%

Interpretation:
From the collected data it is observed that 45% of respondents have says film star, 40%
of respondents have says parts person, 10% of respondents have says so politician and 5% of
respondents have says others.
9.Which features do you think need improvement?
S.N
o
1
2
3
4

Opinion

No. of

% of Responds

Responds

Price
Mileage
Comfort
Design

0
30
40
15

0%
30%
40%
15%

Safety

15
100

Total

15%
100%

Interpretation:

From the above data it is observed that 40% of respondents say that to improve comfort,
30% of respondents say that mileage, 15% of respondents gays that design and 15% of
respondents says that safety.

10Which mode of payment would you prepare?

S.N
o
1
2

Opinion
Cash down
Finance
Total

No. of

% of Responds

Responds
65
35

65%
35%

100

100%

Interpretation:
From the above pie chart it is observed that 65% of respondents have purchased in cash
down and 35% of respondents have perchance in finance.

11.It is YAMAHA giving after sales services?

S.N
o
1
2
3
4

Opinion
Very good
good
Average
poor
Total

No. of

% of Responds

Responds
35
50
10
5

50%
25%
15%
10%

100

100%

Interpretation:

Indicates whether YAMAHA conduct consumer Behaviour out of total 100 samples 50%
of the said that YAMAHA is giving as for sales service and 10% of the said that YAMAHA is not
giving as for sales service.

12.Are you satisfied with YAMAHA Services?

S.No

Opinion

No. of Responds

% of Responds

Yes

85

85%

No

15

15%

Total

100

100%

Interpretation:
Indicates whether YAMAHA conduct consumer Behaviour out of total 100 samples 85%
of the said that YAMAHA is giving as for sales service and 15% of the said that YAMAHA is not
giving as for sales service.

13.How many services giving for your bike?

S.No

Opinion

No. of Responds

% of Responds

3 services

80

80%

5 services

20

20%

Total

100

100%

Interpretation:
From the above data it is concluded that 80% of them said YAMAHA is giving 3
services, 20% of them said that YAMAHA is giving 5 services.

14 . Please rank the mileage of the bike compared to the other segment of bikes?
Options
Excellent
Good
Average
Fair
Poor
Total

No of respondents
69
21
6
3
1
100

Percentage
69%
21%
6%
3%
1%
100%

INTREPRETATION:
The above chart explains the mileage of YAMAHA in comparison to other bikes that
people feel - 69% excellent, 21% good, 6% average, 3% fair and 1% poor.

15. Do you get information about the free service offered by the company from time to time?
Options

No of respondents

percentage

Yes

95

95%

No

5%

Total

100

100%

INTREPRETATION:
The above chart explains that the company providing free service from time to time those
who purchased YAMAHA is 95% positive and 5% are negative.

16. Do you think the company should increase any other service?

Options

No of respondents

Percentage

Yes

80

80%

No

15

15%

Cant Say

5%

Total

100

100%

INTREPRETATION:
The above graph explains the company should increase other services for the people who
purchase YAMAHA. People who agree to it amount to 80%, people who do not agree to it amount
to 15% and those could not come to any conclusion amount to 5%.

17. You own YAMAHA bike for

Options

No of respondents

Percentage

Long Drives

15

15%

Business Purpose

50

50%

Picnic

10

10%

Any others

25

25%

Total

100

100%

INTREPRETATION:
This graph explains that YAMAHA is owned more for business purpose. The number of
respondents who owns for business purpose is 50%, for long drives 15%, for picnic 10% and for
other activities are 25%.
18. How do you rate the attitude of the sale person at the showroom?
Options

No of respondents

Percentage

Polite

54

54%

Kind & Soft

23

23%

Informative

12

12%

Excellent

8%

Rude

3%

Total

100

100%

INTREPRETATION: The number of respondents feels the attitude of the sales person in
showroom is 54% polite, 23% kind & soft, 12% informative, 8% excellent and 3% rude.

19. How do you rate the price of the bike when compared to other bikes of the same segment?
Options
Expensive
Moderate
Economic
Total

INTREPRETATION:
The above graph explains the response of the people regarding the price of YAMAHA
with other brands of bikes are 55% of people feel that the price of YAMAHA is expensive,
25% feel moderate and 20% people feel that the price is economic.

FINDINGS:
1)

The TV Advertisement plays a vital role in the market compare to other Medias.

2)

The main motivating factor of customer to buy the YAMAHA Bikes is friends and
advertisement.

3)

It was found that most of the respondents have not purchase the YAMAHA Bikes
because of its high price.

4)

Maximum no. of people felt that price of the spare parts are reasonable.

5)

The consumer felt that YAMAHA Bikes are good in quality, performance and design
when compare with other brands.

6)

Most of the respondents said that to be providing exchange offers and other offers.

7)

Maximum no.of people felt that brand ambassadors will effect at the time of
purchasing the product.

8)

Most of the respondents said that to be improving the comfort and mileage.

9)

Maximum no. of people said that to be providing financial facility.

10)

The consumers want that more services.

SUGGESTIONS:
1) Increasing the frequency of the advertising of the product in TV and Newspapers, it better
understands.
2) Most of the respondents have not purchased the YAMAHA Bikes because of its high
price. So companies decrease the price mean while increasing the sales.
3) Dealer must make the availability of Spare parts at all times.
4) The company should give exchange offers and other offers once in a year at least.
5) People are more attracted by the film stars and sports person, so the companies are
concentrating available resources and to be increasing the sales.
6) Also the company concentrates and improves Comfort and Mileage of the bike for the
convenience of the rider.
7) The company should provide finance facilities to its customers. It is wants them to
purchase the bikes.
8) Dealer must increase their Service to the customer.
9) The company concentrates and improves quality, performance and design of the bike for
the convenience of the customer to buy the bike.

CONCLUSION:
1. The Purchase of investment by the company is up to mark.
2. The company not raising additional capital shares is same.
3. The company allows has funds from operations
4. Company experienced both increased & decreased in capital work in progress.
5. Equipment required for profits under constructions but not installed by end of year is
shown under capital work in progress.
6. Depreciation is calculated from year to year. That is already given in the balance sheet.
7. The department verity fixed assets annually.
8. Investment is carried at cost less provisions where ever necessary.

QUESTIONNAIRE
Name: ________________________________
Age: ____________________________________
Occupation: ____________________________
Address: ________________________________
Phone no: _______________________________
1. How do you know about YAMAHA Bikes?
a.
b.
c.
d.

Advertisement in TV
Advertisement in newspapers
Through Dealer
Through Friends

2. Who influenced you to buy the YAMAHA Bikes?

a. Family
b. Friends
c. Advertisement
d. Dealers
3. How do you price of the YAMAHA bikes compare to other brands?
a. Low
b. Moderate
c. High
4. How do you feel about the price of the spare ports?

a.
b.
c.
d.

Low
Reasonable
High
Very High

5. How the bikes design?

a. Very nice
b. Good
c. Average
6. Are you satisfied with the performance of YAMAHA?
a. Yes
b. No
7. Which sales promotion tool do you think would go best in to the market?
a. Price off
b. Product warranty
c. Lucky draws
d. Exchange offers
8. Which features do you think need improvement?
a. Price
b. Mileage
c. Comfort
d. Design
e. Safety
9. Which model of payment would likes to go fair?
a. Cash down
b. Finance
10. It is YAMAHA giving after sales services?
a. Yes

b. No

11. Are you satisfied with YAMAHA Services?

a. Yes
b. No
12. Please rank the mileage of the bike compared to the other segment of bikes?
a) Excellent
b) Good
c) Average
d) Fair
e) Poor
13. Do you get information about the free service offered by the company from time to time?
a) Yes
b) No
14. Do you think the company should increase any other service?
a) Polite
b) Kind & Soft
c) Excellent
d) Rude
15. How do you rate the price of the bike when compared to other bikes of the same segment?
a) Expensive
b) Moderate
c) Economic
16. If any suggestions
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------(Customer satisfaction)

BIBLIOGRAPHY
TEXT BOOKS:
Kotler Philip, Marketing Management, Pearson Education.
Beri G.C, Marketing Research, Third Edition.
Cooper Donald R. & Shindler Pamela S, Business Research Methods
Schiff man Leon G. & Kaunk Leslie Lazar, Consumer Behaviour Pearson
Education, Eighth Edition.

News Papers:
Economic Times
Business Standard
Magazines:
Business India
Business World
Websites:
www.Mutualfund.com
www.Investors.com
www.amfiindia.com
www.kotakmutual.com
www.reliancemutual.com
www.hdfcfund.com