Rajini Kanth

INTRODUCTION
Customer service
Customer service is the provision of service to customers before, during and after a
purchase.
According to J amier L. Scott. (2002), Customer service is a series of activities
designed to enhance the level of customer satisfaction that is, the feeling that a
product or service has met the customer expectation."
Its importance varies by product, industry and customer; defective or broken
merchandise can be exchanged, often only with a receipt and within a specified time
frame. Retail stores will often have a desk or counter devoted to dealing with returns,
exchanges and complaints, or will perform related functions at the point of sale.
Customer service may be provided by a person (e.g., sales and service representative),
or by automated means called self-service. Examples of self service are Internet sites.
However, In the Internet era, a challenge has been to maintain and/or enhance the
personal experience while making use of the efficiencies of online commerce. Writing
in Fast Company, entrepreneur and customer systems innovator Micah Solomon has
made the point that "Online customers are literally invisible to you (and you to them),
so it's easy to shortchange them emotionally. But this lack of visual and tactile
presence makes it even more crucial to create a sense of personal, human-to-human
connection in the online arena."
Customer service is normally an integral part of a companys customer value
proposition. In their book Rules to Break and Laws to Follow, Don Peppers and
Martha Rogers, Ph.D. write that "customers have memories. They will remember you,
whether you remember them or not." Further, "customer trust can be destroyed at
once by a major service problem, or it can be undermined one day at a time, with a
thousand small demonstrations of incompetence."
From the point of view of an overall sales process engineering effort, customer
service plays an important role in an organization's ability to generate income and
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revenue. From that perspective, customer service should be included as part of an
overall approach to systematic improvement.
Some have argued that the quality and level of customer service has decreased in
recent years, and that this can be attributed to a lack of support or understanding at the
executive and middle management levels of a corporation and/or a customer service
policy.

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NEED OF THE STUDY
Increasing competition, ever growing market, easy availability of the finances and
increasing population of young executives, with huge disposable incomes, over the
past few years has substantially increased the sales in the automobile industry. Also,
the competition among the dealers of the products has increased with each trying to
maximize their customer base. This makes it imperative for the dealers to provide the
best of the services and exceed the customer expectations to achieve customer delight
and loyalty.
The study tries to understand the key service parameters and reflect upon the
dysfunctional areas, thus providing the dealer with an insight into the level of
customer satisfaction and changing trends of the customer expectations.

3

SCOPE OF THE PROJECT
The study aims to measure satisfaction level of the dealers regarding Hero
Moto Corp Ltd. (Formerly Hero Honda Motors Ltd.) (Motors Pvt. Ltd).
The area within which the study was conducted regarding the information the
primary data is collected in the form of questionnaire collected from the
dealers in Karimnagar district.
To sum up the project had within the scope of the study in the area of
EFFECTIVENESS of SALES and SERVICE of Hero Moto Corp Ltd.
(Formerly Hero Honda Motors Ltd.) dealers in Karimnagar district for a
particular time (2012).
The research measures the experiences of customers. Defines and analyses the
experiences based on key deliverables. Gains insights into Customer
expectations

.

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OBJECTIVE OF THE STUDY
To study the key service parameters using Customer Satisfaction and reflect
upon the low performing areas in Hero Moto Corp Ltd.

To study about the customer satisfaction on the services provided by the
dealers.

To study the opinion of the customers regarding the availability and cost of
spare parts of Hero Moto Corp Ltd.

To study the opinion of the owners of bikes regarding its features like mileage,
price etc.

To study the effect of advertisement on the customers to promote the product.

To study the customer satisfaction with usage of their bikes.
To study the information resources that the customer using before purchasing
the bike.

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RESEARCH METHODOLOGY
Date Sources:
Primary Data:
The data is collected directly from each and every customer.
Pilot Survey
A pilot survey was conducted to understand the factors, which would
positively influence the customer. Personal Interviews totaling 20 were conducted for
the sales team, potential customers and the existing customers of Hero MotoCorp
Ltd. (Formerly Hero Honda Motors Ltd.) which finance: which finance:
(Bharadwaj Motors Pvt. Ltd). The factors scoring high in the interviews were
considered to be the key deliverables.
Survey Research:
The research was done to learn about peoples preferences and satisfaction of the
Hero MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.) customer.
Research Tool:
Questionnaire (primary tool- attachment 1)
Interview through questionnaire method was employed for the research purpose. The
questionnaires were individually administered to each customer to ensure minimum
scope for faulty data entry and error of understanding. This method also gave the
interviewer the scope of entering into a dialogue and understanding the customers
perception better.
The questionnaire tried to capture the responses of the customers mainly on the key
deliverables, derived from the pilot survey conducted, and a few questions have been
included to gauge the level of satisfaction and to gain insight into customer
expectations.
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Unstructured interview
The interview complemented the primary research tool and helped deliver into details
of responses provided by the customers. This not only validated the responses of the
customers but also helped the interviewer understand the expectations of the
customers.
Sampling Unit: In this study the sampling unit used is the existing customer base of
Hero MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.) (Bharadwaj Motors
Pvt. Ltd). Selection is made from the list of Customers during the last one year.
Sampling Size: Sample size was chosen to be 100.
Sampling Procedure: Simple Random Sampling.
In simple random sampling, each member of the target population has the
same chance of being selected for participation in the study. For a sample to truly be a
simple random sample we need to develop a list or sampling frame that includes
almost all of the population, then from this we randomly pull names from the
sampling frame using some kind of random method such as a random number table or
a random number generator. Finally, numbers are assigned to all members of the
population and pull the names of those members whose numbers are pulled from the
table or generator.
The biggest advantage to a simple random sample is that we get a pretty good
unbiased sample fairly easily. The biggest downside is that we may not get all
elements of the population that are of interest.

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LIMITATIONS OF THE STUDY
The study is restricted in scope of owing to the following limitations:

Due to constraint of time only city of karimnagar is selected and so it cannot
claim to be a comprehensive study of the population.
The sample size is restricted to 100 respondents.
When the buyers are busy we cant get accurate data from them.
According to the time limit of our project we can cover only the some area.
During survey some respondents may not give answer in a proper manner.

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Automobile industry in India
The automobile industry in India is the ninth largest in the world with an annual
production of over 2.3 million units in 2008 In 2009, India emerged as Asia's fourth
largest exporter of automobiles, behind Japan, South Korea and Thailand.
Following economic liberalization in India in 1991, the Indian automotive industry
has demonstrated sustained growth as a result of increased competitiveness and
relaxed restrictions. Several Indian automobile manufacturers such as Tata Motors,
Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and
international operations. India's robust economic growth led to the further expansion
of its domestic automobile market which attracted significant India-specific
investment by multinational automobile manufacturers. In February 2009, monthly
sales of passenger cars in India exceeded 100,000 units.
bryonic automotive industry emerged in India in the 1940s. Following the
independence, in 1947, the Government of India and the private sector launched
efforts to create an automotive component manufacturing industry to supply to the
automobile industry. However, the growth was relatively slow in the 1950s and 1960s
due to nationalization and the license raj which hampered the Indian private sector.
After 1970, the automotive industry started to grow, but the growth was mainly driven
by tractors, commercial vehicles and scooters. Cars were still a major luxury.
J apanese manufacturers entered the Indian market ultimately leading to the
establishment of Maruti Udyog. A number of foreign firms initiated joint ventures
with Indian companies.
In the 1980s, a number of J apanese manufacturers launched joint-ventures for
building motorcycles and light commercial-vehicles. It was at this time that the Indian
government chose Suzuki for its joint-venture to manufacture small cars. Following
the economic liberalization in 1991 and the gradual weakening of the license raj, a
number of Indian and multi-national car companies launched operations. Since then,
automotive component and automobile manufacturing growth has accelerated to meet
domestic and export demands.

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HISTORY OF THE TWO WHEELERS:
The Britannica Encyclopedia a motorcycle as a bike or tricycle propelled by
an internal combustion engine (or, less often by an electric engine). The automobile
was the reply to the 19
th
century reams of self-propelling the horse-drawn bikeriage.
Similarly, the invention of the motorcycle created the self propelling bicycle. The
first commercial design was three-wheeler built by Edward Butler in Great Britain in
1884. This employed a horizontal single-cylinder gasoline engine mounted between
two steer able front wheels and connected by a drive chain to the rear wheel. The
1900s saw the conversion of many bicycles or pedal cycles by adding small, centrally
mounted spark ignition engine engines. There was then felt the need for reliable
constructions. This led to road trial tests and competition between manufacturers.
Tourist Trophy (TT) races were held on the Isle of main in 1907 as reliability or
endurance races. Such were the proving ground for many new ideas from early two-
stroke-cycle designs to supercharged multivalent engines mounted on aerodynamic,
bikebon fiber reinforced bodywork.
INVENTION OF TWO WHEELERS:
The invention of two wheelers is a much-debated issue. Who invented the
first motorcycle? May seem like a simple question, safety, bicycle, i.e., bicycle
with front and rear wheels of the same size, with a pedal crank mechanism to drive
the rear wheel. Those bicycles in turn described from high-wheel bicycles. The high
wheelers descended from an early type of pushbike, without pedals, propelled by the
riders feet pushing against the ground. These appeared around 1800, used iron
banded wagon wheels, and were called bone-crushers, both for their jarring ride,
and their tendency to toss their riders. Gottiiebi Daimler (who credited with the
building the first motorcycle in 1885, one wheel in the front and one in the back,
although it had a smaller spring-loaded outrigger wheel on each side. It was
constructed mostly of wood, the wheels were of the iron-banded wooden-spooked
wagon-type and it definitely had a bone-crusher chassis!

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FURTHER DEVELOPMENTS:
Most of the developments during the early phase concentrated on three and four-
wheeled design since it was complex enough to get the machines running with out
having to worry about them falling over. The next notable two-wheeler though was
the Hildebrand & Wolf Mueller, patented in Munich in 1894. In 1895, the French
firm of DeDion-button built and engine that was to make the mass production and
common use of motorcycle possible. The first motorcycle with electric start and a
fully modem electrical system; the Hence special from the Indian Motorcycle
Company astounded the industry in 1931. Before World War 1, IMC was the largest
motorcycle manufacturer in the world producing over 20000 bikes per year.
INCREASING POPULARITY:
The popularity of the vehicle grew especially after 1910, in 1916; the Indian
motorcycle company introduced the model H racer, and placed it on sale. During
World War 1, all branches of the armed forces in Europe used motorcycles principally
for dispatching. After the war, it enjoyed a sport vogue until the Great Depression
began in motorcycles lasted into the late 20
th
century; weight the vehicle being used
for high-speed touring and sport competitions. The more sophisticated of a 125cc
model. Since then, an increasing number of powerful bikes have blazed the roads.
HISTORICAL INDUSTRY DEVELOPMENTS:
Indian is the second largest manufacturer and producer to two wheelers in the
World. It stands next only to J apan and China in terms of the number of V produced
and domestic sales respectively. This destination was achieved due to variety of
reason like restrictive policy followed by the government of India towards the
passenger bike industry, rising demand for personal transport, inefficiency in the
public transportation system etc. The Indian two-wheelers industry made a small
beginning in the early 50s when Automobile products of India (API) started
manufacturing scooters in the country. Until 1958, API and Enfield were the sole
producers.

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The two wheelers market was opened were opened to foreign competition in
the mid-80s. And the then market leaders-Escorts and Enfield were caught unaware
by the onslaught of the 100cc bikes of the four Indo- J apanese joint ventures. With
the availability of fuel-efficiency low power bikes, demand swelled, resulting in Hero
Honda then the only producer of four stroke bikes (100cc category), gaining a top
slot.
The first J apanese motorcycles were introduced in the early eighties. TVS
Suzuki and Hero Honda brought in the first two-stroke and four-stroke engine
motorcycles respectively. These two players initially started with assembly of CKD
Kits, and later on progressed to indigenous manufacturing.
The industry had a smooth ride in the 50s, 60s and 70s when government
prohibited new entries and strictly controlled capacity expansion. The industry saw a
sudden growth in the 80s. The industry witnessed a steady of 14% leading to a peak
volume of 1.9 mn vehicles in 1990.
In 1990 the entire automobile industry saw a drastic fall in demand. This
resulted in a decline of 15% in 1991 and 8% in 1992, resulting in a production loss of
0.4mn vehicles. Barring Hero Honda, all the major producers suffered from recession
in FY93 and FY94. Hero Honda showed a marginal decline in 1992.
The reason for recession in the sector were the incessant rise in fuel prices, high
input costs and reduced purchasing power due to significant like increased production
in 1992, due to new entrants coupled with recession in the industry resulted in
companies either reporting losses or a fall in profits.

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CONCLUSION:
The two-wheelers market has had a perceptible shift from a buyers market to a
sellers market with a variety of choice, players will have compete on various fronts
viz. pricing, technology product design, productivity after sale service, marketing and
distribution. In the short term, market shares of individual manufacturers are going to
be sensitive to capacity, product acceptance, pricing and competitive pressures from
other manufacturers.
As incomes grow and people grow and people feel the need to own a private
means of transport, sales of two-wheelers will rise. Penetration is expected to
increase to approximately to more than 25% by 2005.
The motorcycle segment will continue to lead the demand for two-wheelers in
the coming years. Motorcycle sale is expected to increase by 20% yoy as compared
to 1% growth in the scooter market and 3% by moped sales respectively for the next
two years.
The four-stroke scooters will add new dimension to the two-wheeler segment in the
coming future.
The Asian continent is that largest user of the two-wheelers in the world. This is due
to poor road infrastructure and low per capita income, restrictive policy on bike
industry. This is due to oligopoly between top five players in the segment, compared
to thirsty manufacturers in the bike industry.
Hero Honda motors LTd., is one of the leading companies in the two-wheeler
industry. At present it is the market leader in the motorcycle segment with around
47% the market share during FY 2000 01. During the year, company posted a
41.15% yoy rise in turnover to Rs.31, 686.5mn in motorcycles which driven by a
35.17% yoy rise in Motorcycle sales volumes. The company has emerged as one of
the most successful players, much ahead of its competitions an account of its superior
and reliable product quality complemented with excellent marketing techniques. The
company has been consistently addressing the growing demand for motorcycles and
has been cumulative customer base of over 4 million customers, which is expected to
reach 5min mark with rural and semi-urban segment being the new class of
consumers.
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COMPANY PROFILE

CORPORATE PROFILE
Hero Moto Corp Ltd. (Formerly Hero Motors Ltd.) is the world's largest manufacturer
of two - wheelers, based in India.
In 2001, the company achieved the coveted position of being the largest two-wheeler
manufacturing company in India and also, the 'World No.1' two-wheeler company in
terms of unit volume sales in a calendar year. Hero MotoCorp Ltd. continues to
maintain this position till date.
Today, every second motorcycle sold in the country is a Herobike. Every 30 seconds,
someone in India buys Heros top-selling motorcycle Splendor.
Vision
The Hero story began with a simple vision the vision of a mobile and an empowered
India, powered by Hero .This vision was driven by Hero Hondas commitment to
customer, quality and excellence, and while doing so, maintaining the highest
standards of ethics and societal responsibilities. Hero believes that the fastest way to
turn that dream into a reality is by remaining focused on that vision.
Strategy
Heros key strategy has been driven by innovation in every sphere of activity
building a robust product portfolio across categories, exploring new markets,
aggressively expanding the network and continuing to invest in brand building
activities.

Manufacturing
Hero bikes are manufactured across three globally benchmarked manufacturing
facilities. Two of these are based at Gurgaon and Dharuhera which are located in the
state of Haryana in northern India. The third and the latest manufacturing plant is
based at Haridwar, in the hill state of Uttrakhand.
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Technology
In the 1980s Hero pioneered the introduction of fuel-efficient, environment friendly
four-stroke motorcycles in the country. Today, Hero continues to be technology
pioneer. It became the first company to launch the Fuel Injection (FI) technology in
Indian motorcycles, with the launch of the Glamour FI in J une 2006.
Products
Hero 's product range includes variety of motorcycles that have set the industry
standards across all the market segments. The company also started manufacturing
scooter in 2006. Hero offers large no. of products and caters to wide variety of
requirements across all the segments.

Distribution
The company's growth in the two wheeler market in India is the result of an intrinsic
ability to increase reach in new geographies and growth markets. Hero Honda's
extensive sales and service network now spans close to 4500 customer touch points.
These comprise a mix of authorized dealerships, Service & Spare Parts outlets, and
dealer-appointed outlets across the country.
Brand
The company has been continuously investing in brand building utilizing not only the
new product launch and new campaign launch opportunities but also through
innovative marketing initiatives revolving around cricket, entertainment and ground-
level activation. Hero has been actively promoting various sports such as hockey,
cricket and golf. Hero was the title sponsor of the Hero FIH Hockey World Cup that
was played in Delhi during Feb-March 2010. Hero also partners the Commonwealth
Games Delhi 2010.

2010-11 Performance
Total unit sales of 54,02,444 two-wheelers, growth of 17.44 per cent Total net
operating income of Rs. 19401.15 Crores, growth of 22.32 per cent Net profit after tax
at Rs. 1927.90 Crores Total dividend of 5250% or Rs. 105 per share including Interin
15

Dividend of Rs. 70 per share on face value of each share of Rs. 2 each EBIDTA
margin for the year 13.49 per cent EPS of Rs. 96.54
2011-12 Performance
Total unit sales of 46,00,130 two-wheelers, growth of 23.6 per cent Total net
operating income of Rs. 15860.51 Crores, growth of 28.1 per cent Net profit after tax
at Rs. 2231.83 Crores, growth of 74.1 per cent Final dividend of 1500% or Rs. 30 per
share on face value of each share of Rs. 2 EBIDTA margin for the year 17.4 per cent
EPS of Rs. 111.77, growth of 74.1 per cent
HERO 'S MISSION
Heros mission is to strive for synergy between technology, systems and human
resources, to produce products and services that meet the quality, performance and
price aspirations of its customers. At the same time maintain the highest standards of
ethics and social responsibilities.
This mission is what drives Hero to new heights in excellence and helps the
organization forge a unique and mutually beneficial relationship with all its stake
holders.
HERO 'S MANDATE
Hero is a world leader because of its excellent manpower, proven management,
extensive dealer network, efficient supply chain and world-class products with cutting
edge technology from Honda Motor Company, J apan. The teamwork and
commitment are manifested in the highest level of customer satisfaction, and this goes
a long way towards reinforcing its leadership status

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BOARD OF DIRECTORS

No. Name of the Directors Designation
1 Mr. Brijmohan Lall Munjal Chairman & Whole-time Director
2 Mr. Pawan Munjal Managing Director & C.E.O.
3 Mr. Toshiaki Nakagawa J oint Managing Director
4 Mr. Sumihisa Fukuda Technical Director
5 Mr. Sunil Kant Munjal Non-Executive Director
6 Mr. Suman Kant Munjal Non-Executive Director
7 Mr. Takashi Nagai Non-Executive Director
8 Mr. Yuji Shiga Non-Executive Director
9 Mr. Pradeep Dinodia Non-executive & Independent Dir
10 Gen. (Retd.) V. P. Malik Non-executive & Independent Dir
11 Mr. Analjit Singh Non-executive & Independent Dir
12 Dr. Pritam Singh Non-executive & Independent Dir
13 Ms. Shobhana Bhartia Non-executive & Independent Dir
14. Mr. M. Damodaran Non-executive & Independent Dir
15. Mr. Ravi Nath Non-executive & Independent Dir
16. Dr. Anand C. Burman Non-executive & Independent Dir

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BRIEF PROFILE OF DIRECTORS
MR. BRIJMOHAN LALL MUNJAL
Mr. Brijmohan Lall Munjal is the founder Director and Chairman of the Company and
the $ 3.2 billion Hero Group. He is the Past President of Confederation of Indian
Industry (CII), Society of Indian Automobile Manufacturers (SIAM) and was a
Member of the Board of the Country's Central Bank (Reserve Bank of India). In
recognition of his contribution to industry, Mr. Munjal was conferred the Padma
Bhushan Award by the Union Government.

Mr. Brijmohan Lall Munjal is currently on the board of the following companies:
No. Name of Company Nature of Office
1 HeroMotors Limited Chairman and Whole-time Director
2 HeroFinlease Limited Chairman and Director
3 Munjal Showa Limited Chairman and Director
4 Easy Bill Limited Director
5 Rockman Industries Limited Director
6 Shivam Autotech Limited Director

KEY MILESTONES OF HERO
Year Event
1983 J oint Collaboration Agreement with Honda Motor Co. Ltd. J apan signed
Shareholders Agreement signed
1984 HeroMotors Ltd. incorporated
1985 First motorcycle "CD 100" rolled out
1987 100,000th motorcycle produced
1989 New motorcycle model - "Sleek" introduced
1991 New motorcycle model - "CD 100 SS" introduced 500,000th motorcycle
produced
1992 Raman Munjal Vidya Mandir inaugurated - A School in the memory of
founder Managing Director, Mr. Raman Kant Munjal
1994 New motorcycle model - "Splendor" introduced 1,000,000th motorcycle
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produced
1997 New motorcycle model - "Street" introduced Hero Honda's 2nd
manufacturing plant at Gurgaon inaugurated
1998 2,000,000th motorcycle produced
1999 New motorcycle model - "CBZ" introduced Environment Management
System of Dharuhera Plant certified with ISO-14001 by DNV Holland Raman
Munjal Memorial Hospital inaugurated - A Hospital in the memory of founder
Managing Director, Mr. Raman Kant Munjal
2000 4,000,000th motorcycle produced Environment Management System of
Gurgaon Plant certified ISO-14001 by DNV Holland Splendor declared
'World No. 1' - largest selling single two-wheeler model
"HeroPassport Programme" - CRM Programme launched
2001 New motorcycle model - "Passion" introduced One million production in one
single year
New motorcycle model - "J oy" introduced 5,000,000th motorcycle produced
2002 New motorcycle model - "Dawn" introduced New motorcycle model -
"Ambition" introduced
Appointed Virender Sehwag, Mohammad Kaif, Yuvraj Singh, Harbhajan
Singh and Zaheer Khan as Brand Ambassadors
2003 Becomes the first Indian Company to cross the cumulative 7 million sales
mark
Splendor has emerged as the World's largest selling model for the third
calendar year in a row (2000, 2001, 2002)
New motorcycle model - "CD Dawn" introduced
New motorcycle model - "Splendor +" introduced
New motorcycle model - "Passion Plus" introduced
New motorcycle model - "Karizma" introduced
2004 New motorcycle model - "Ambition 135" introduced
Herobecame the World No. 1 Company for the third consecutive year.
Crossed sales of over 2 million units in a single year, a global record.
Splendor - World's largest selling motorcycle crossed the 5 million mark
New motorcycle model - "CBZ*" introduced
J oint Technical Agreement renewed
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Total sales crossed a record of 10 million motorcycles
2005 Herois the World No. 1 for the 4th year in a row
New motorcycle model - "Super Splendor" introduced
New motorcycle model - "CD Deluxe" introduced
New motorcycle model - "Glamour" introduced
New motorcycle model - "Achiever" introduced
First Scooter model from Hero- "Pleasure" introduced

15 million production milestone achieved
New 'Splendor NXG' launched
New 'CD Deluxe' launched
New 'Passion Plus' launched
New motorcycle model 'Hunk' launched
2008 HeroHaridwar Plant inauguration
New 'Pleasure' launched
Splendor NXG lauched with power start feature
New motorcycle model 'Passion Pro' launched
New 'CBZ Xtreme' launched
CD Deluxe lauched with power start feature
New 'Glamour' launched
2009

2010

2011

Hunk' (Limited Edition) launched
Splendor completed 11 million production landmark
New motorcycle model 'Karizma - ZMR' launched
Silver jubilee celebrations
New model Splendor Pro launched
Launch of new Super Splendor and New Hunk

New licensing arrangement signed between Hero and Honda
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Launch of new refreshed versions of Glamour, Glamour FI, CBZ Xtreme,
Karizma
Crosses the landmark figure of 5 million cumulative sales in a single year
2012 Neemrana Plant Foundation Stone laid

Global Parts Centre Foundation Stone laid

50 Million cumulative 2 wheelers production

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PROMINENT AWARDS TO THE COMPANY
Year Awards & Recognitions
2012 Business Leader in Automobiles (two-wheelers) at the NDTV Profit
Business Leadership Awards 2012 (Conferred upon Mr. Pawan Munjal)
Best value for Money Bike Maker and Best Advertising in Two Wheelers
Category at the Auto India Best Brand Awards 2012
Digital Advertiser of the year at the Indian Digital Media Awards (IDMA)
2012
Three awards (Launch Event of the year, Rural Engagement Progamme and
Live Patron Award for Marketing Excellence) at the WOW Awards
organised by EventFAQs
Advertiser of the year 2012 by Indian Digital Media Awards 2012
Innovation in Loyalty Marketing Award (Initiative: Hero GoodLife Utsav)
by Colloquy Loyalty Awards
TPM Excellence Award 2012 by J IPM (J apan Institute of Plant
Maintenance)
Best Learning & Development Award
Asias Third Best Employer Brand Award
ET Now Talent & HR Leadership Award
8th Recruiting and Staffing Best-in-Class Award
Global HR Excellence Award
India Human Capital Award by Human Capital
Business Technology Excellence Awards 2012
Business Technology Innovation Awards 2012
Top Green IT Enterprise Award
IT Transformers Award
Quality Circle Excellence Award at National QC Convention - 2012

2011

Two-wheeler Manufacturer of the Year award by Bike India magazine.
Adjudged the "Bike Manufacturer of the Year" at the Economic Times ZigWheels
Car and Bike Awards.
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2010
- CNBC Awaaz - Storyboard special commendation for "Effective rebranding of a
new corporate entity" by CNBC Awaaz Consumer Awards
- "Most Recommended Two-Wheeler Brand of the Year" award by CNBC
Awaaz Consumer Awards
- Colloquy Loyalty Awards "Innovation in Loyalty Marketing International
2011" for Hero GoodLife
- "Best Activity Generating Short or Long-Term Brand Loyalty" by the
Promotion Marketing Award of Asia Order of Merit for Hero GoodLife
- Ranked No 1 brand in the Auto (Two-Wheelers) category in the Brand Equity
"Most Trusted Brand" 2011 survey

Company of the Year awarded by Economic Times Awards for Corporate
Excellence 2008-09.
CNBC TV18 Overdrive Awards 2010 'Hall of Fame' to Splendor
NDTV Profit Car & Bike Awards 2010 -
Two-wheeler Manufacturer of the Year
CnB Viewers' Choice Two-wheeler of the Year (Karizma ZMR)
Bike Maker of the Year by ET-ZigWheels Car & Bike of the Year Awards 2009
2009 'Two-wheeler Manufacturer of the Year' by NDTV Profit Car & Bike Awards
2009 and Passion Pro adjudged as CNB Viewers' Choice two-wheeler
Top Indian Company under the 'Automobile - Two-wheelers' sector by the Dun &
Bradstreet-Rolta Corporate Awards
Won Gold in the Reader's Digest Trusted Brand 2009 in the 'Motorcycles' category
NDTV Profit Business Leadership Awards 2009 - two-wheeler category

2008 NDTV Profit Business Leadership Award 2008 - HeroWins the Coveted "NDTV
Profit Business Leadership Award 2008"
TopGear Design Awards 2008 - Hunk Bike of the Year Award
NDTV Profit Car India & Bike India Awards - NDTV Viewers Choice Award
to Hunk in Bike category
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IndiaTimes Mindscape and Savile Row ( A Forbes Group Venture ) Loyalty
Awards - Customer and Brand Loyalty Award in Automobile (two-wheeler)
sector
Asian Retail Congress Award for Retail Excellence (Strategies and Solutions of
business innovation and transformation) - Best Customer Loyalty Program in
Automobile category
NDTV Profit Car India & Bike India Awards - Bike Manufacturer of the year
Overdrive Magazine - Bike Manufacturer of the year
TNS Voice of the Customer Awards:
No.1 executive motorcycle Splendor NXG
No.1 standard motorcycle CD Deluxe
No. premium motorcycle CBZ Xtreme

2007 The NDTV Profit Car India & Bike India Awards 2007 in the following category:
Overall "Bike of the Year" - CBZ X-treme
"Bike of the Year" - CBZ X-treme (up to 150 cc category)
"Bike Technology of the Year" - Glamout PGM FI
"Auto Tech of the Year" - Glamout PGM FI by Overdrive Magazine.

"Bike of the Year" - CBZ X-treme by Overdrive Magazine.

Ranked CBZ X-treme "Bike of the Year" - by B S Motoring Magazine

Most Trusted Company , by TNS Voice of the Customer Awards 2006.

CD Deluxe rated as "No 1 standard motorcycle" by TNS Voice of the Customer
Awards 2006.
2006 Adjudged 7th Top Indian Company by Wallstreet J ournal Asia (Top Indian Two
Wheeler Company).

One of the 8 Indian companies to enter the Forbes top 200 list of worlds most
reputed companies.
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No. 1 in automobile industry by TNS Corporate Social Responsibility Award.
Best in its class awards for each category by TNS Total Customer Satisfaction
Awards 2006:
Splendor Plus (Executive)
CD Deluxe (Entry)
Pleasure (Gearless Scooters)
Splendor & Passion - Top two models in two wheeler category by ET Brand Equity
Survey 2006.
Adjudged 7th Top Indian Company by Wallstreet J ournal Asia (Top Indian Two
Wheeler Company).
Top Indian company in the Automobile - Two Wheeler sector by Dun & Bradstreet -
American Express Corporate Awards 2006.
HeroSplendor rated as India's most preferred two-wheeler brand at the Awaaz
Consumer Awards 2006.

Certificate of Export Excellence for outstanding export performance during 2003-04
for two-wheeler & three- wheelers - Complete (Non SSI) by Engineering Export
Promotion Council.
The NDTV Profit Car India & Bike India Awards 2006 in the following category:
Bike Maker of the Year
Bike of the Year - Achiever
Bike of the Year - Achiever (up to 150 cc category)
Bike of the Year - Glamour (up to 125 cc category)
NDTV Viewers' Choice Award to Glamour in the bike category

25

CORPORATE SOCIAL RESPONSIBILITY (CSR)
STAKEHOLDER TIES AT THE GRASSROOTS
Hero Motors takes considerable pride in its stakeholder relationships, especially ones
developed at the grassroots. The Company believes it has managed to bring an
economically and socially backward region in Dharuhera, Haryana, into the national
economic mainstream.
An Integrated Rural Development Centre has been set up on 40 acres of land along
the Delhi-J aipur Highway. The Centre-complete with wide approach roads, clean
water, and education facilities for both adults and children-now nurtures a vibrant,
educated and healthy community.
The Foundation has adopted various villages located within vicinity of the
Herofactory at Dharuhera for integrated rural development. This includes:
Installation of deep bore hand pumps to provide clean drinking water.
Constructing metalled roads and connecting these villages to the National
Highway (NH -8).
Renovating primary school buildings and providing hygienic water and toilet
facilities.
Ensuring a proper drainage system at each of these villages to prevent water-
logging.
Promoting non-conventional sources of energy by providing a 50 per cent subsidy
on biogas plants.
The Raman Munjal Vidya Mandir began with three classes (up to class II) and 55
students from nearby areas. It has now grown into a modern Senior Secondary, CBSE
affiliated co-educational school with over 1200 students and 61 teachers. The school
has a spacious playground, an ultra-modern laboratory, a well-equipped audio visual
room, an activity room, a well-stocked library and a computer centre.
The Raman Munjal Sports Complex has basketball courts, volleyball courts, and
hockey and football grounds are used by the local villagers. In the near future, sports
26

academies are planned for volley ball and basket ball, in collaboration with National
Sports Authority of India.
Vocational Training Centre
In order to help local rural people, especially women, Herohas set up a
Vocational Training Centre. So far 26 batches comprising of nearly 625 women have
been trained in tailoring, embroidery and knitting. The Company has helped women
trained at this centre to set up a production unit to stitch uniforms for Heroemployees.
Interestingly, most of the women are now self-employed.
Adult Literacy Mission
This Scheme was launched on 21st September, 1999, covering the nearby villages of
Malpura, Kapriwas and Sidhrawali. The project started with a modest enrolment of 36
adults. Herois now in the process of imparting Adult Literacy Capsules to another 100
adults by getting village heads and other prominent villagers to motivate illiterate
adults.

Marriages of underprivileged girls
Marriages are organized from time to time, particularly for girls from backward
classes, by the Foundation by providing financial help and other support to the
families.
Rural Health Care
Besides setting up a modern hospital, the Foundation also regularly provides
doorstep health care services to the local community. Free health care and medical
camps are now a regular feature in the Hero Group's community outreach program

KEY POLICIES AN ENVIRONMENTALLY AND SOCIALLY, AWARE
COMPANY
At Hero, our goal is not only to sell you a bike, but also to help you every step of the
way in making your world a better place to live in. Besides its will to provide a high-
27

quality service to all of its customers, Hero takes a stand as a socially responsible
enterprise respectful of its environment and respectful of the important issues.

Hero has been strongly committed not only to environmental conservation
programmers but also expresses the increasingly inseparable balance between the
economic concerns and the environmental and social issues faced by a business. A
business must not grow at the expense of mankind and man's future but rather must
serve mankind.
"We must do something for the community from whose land we generate our
wealth."
A famous quote from our Worthy Chairman Mr.Brijmohan Lall Munjal.

Environment Policy

We at Hero are committed to demonstrate excellence in our environmental
performance on a continual basis, as an intrinsic element of our corporate
philosophy.
To achieve this we commit ourselves to:
Integrate environmental attributes and cleaner production in all our business
processes and practices with specific consideration to substitution of
hazardous chemicals, where viable and strengthen the greening of supply
chain.
Continue product innovations to improve environmental compatibility.
Comply with all applicable environmental legislation and also controlling our
environmental discharges through the principles of "alara" (as low as
reasonably achievable).
Institution alise resource conservation, in particular, in the areas of oil, water,
electrical energy, paints and chemicals.

28

Quality Policy
Excellence in quality is the core value of Hero Honda's philosophy.
We are committed at all levels to achieve high quality in whatever we do, particularly
in our products and services which will meet and exceed customer's growing
aspirations through:
Innovation in products, processes and services.
Continuous improvement in our total quality management systems.
Teamwork and responsibility.
Safety Policy
Hero is committed to safety and health of its employees and other persons who
may be affected by its operations. We believe that the safe work practices lead to
better business performance, motivated workforce and higher productivity.
We shall create a safety culture in the organization by:

Integrating safety and health matters in all our activities.
Ensuring compliance with all applicable legislative requirements.
Empowering employees to ensure safety in their respective work places.
Promoting safety and health awareness amongst employees, suppliers and
contractors.
Continuous improvements in safety performance through precautions besides
participation and training of employees.

29

CUSTOMER SATISFACTION
Concept Identification-
As organizations become increasingly customer focused and driven by demand, the
need to gain customer loyalty and retain their loyalty is critical. Customer satisfaction
is the most effective way to achieve customer loyalty. Customer satisfaction and
customer loyalty share many similar traits. Customer value is the customers
perception of the ratio of benefits to what he or she gives to obtain those benefits. The
customer Value Triad is a framework used to understand what it is that customers
want. The framework consists of three parts: (1) perceived product quality, (2) value-
based pricing, and (3) perceived service quality.
Customers are satisfied, when value meets or exceeds expectations. If their
expectations of value are not met, there is no chance of satisfying them. Figuring out
what the customers want, however, is a difficult and complex process. To be able to
create and deliver customer value is important to understand its components. On the
most basic level, value from a customers perspective is the ratio of benefits to the
risks being taken while buying the product.
UNDERTAKING THE KEY DELIVERABLES
Human interaction
Customer service is a task, other than proactive selling, that involves interactions with
customers in person, by telecommunications, or by mails. It is designed, programmed
and communicated with two goals in mind: operational efficiency and customer
satisfaction.
A typical categorization of the services based on who performs the action within the
services cape can be
1. Self-service (customer only)- ATM, Movie Theater
2. Interpersonal services-banks, restaurants
3. Remote services (employee only) telephone mail order desk.
30

The superiority of the product has to be complemented with a high quality of services,
which gives a competitive edge to the organization. A high standard of service is what
sets apart one organization from another, and ultimately attracts the customer to the
doorsteps.
Services at the showroom fall in the second category where there is a high complexity
of interaction and hence it becomes necessary for the personnel to be adept in
responding to the customer cognitively, emotionally and psychologically.
The various aspects and characteristics of service provision, which have been taken
into consideration of a customer bikee team/ sales consultant are
1. Politeness
2. Courteousness
3. Product knowledge
4. Process knowledge
5. Communication skills
6. Responsiveness and supportiveness.
Product information
Consumers obtain information about products and services from personal sources
(friends and experts) and from the non-personal sources (mass and selective media).
When purchasing goods, consumers employ both personal and non-personal sources
since both effectively convey information about search qualities.
This is especially true for high involvement products such as bikes, two-wheelers,
durables etc.
Mass media can convey information about search qualities but can convey a little
about experience qualities. Also, mass media cannot elaborate on the finer aspects and
hence it becomes imperative for a showroom to provide the complete information
about the product, pricing and the offers.
The showroom can provide information by adopting the below mentioned list
31

1. Broachers, leaflets and pricelists easy reference and handy.
2. Sales consultant
3. Test drive hands-on experience.
Broachers, leaflets and pricelist are the basic sales tools, which elaborately give the
product specifications, promotional offers and schemes at hand and the pricing of
various models at display.
Sales consultant has to be knowledgeable to understand the nuances of the
specification and should be able to convey the same to the prospective customers. The
sales consultants handle the various queries (technical and commercial) and clears the
impending doubts of the inquisitive customer.
Test drive the last part in providing information to the customer and gives the
customer a hands on experience of the product performance
Time and Promptness.
One of the factors, which has to match the eagerness and the enthusiasm of the
customer is quick and prompt delivery of the service.
After the customer has made a decision to go ahead with the purchase the next logical
sequence of steps would be a process the required documents, book the order, confirm
the order, inform the customer about the date of delivery and prepare the required
documents for the delivery of the vehicle.
Order booking-This is the process where the onus lies completely on the personnel
dealing with the customer. The customer has to be given the right information
regarding the documents, time taken to process the documents and close the deal.
It is also the responsibility of the various departments involved to provide a quick
service to ensure that the customer has a good and satisfying experience.
Delivery on date and time- once the product is delivered it can be assumed that a sale
has been done. The paper work to be bikeried out has to be done at a quick pace. This
can be observed in the responses of those 25% of customers who reported a slack in
32

the delivery process. Deviation from promised date and time can lead to a lot of
inconvenience to the customers, thereby leading to a bad experience.
Consistency
Nothing is consistent by change.
Consistency is a matter of experience. The expectation of service grows from every
experience the customer has during the sales process. For eg., the customer would
expect the same responsiveness from the sales person during the order processing as it
was during the pre-sales, any aberration would create a sense of insecurity and would
thereby breach the bond of trust established between them.
Inconsistency in service is caused by ever changing expectations of the
customer. This poses a challenge of maintaining the quality of service in every
encounter. The expectations are not just related to the profile of the customer but
also to the occasion and moods, service firms find it difficult to meet the expectations
of the customers all the time without affecting the quality of service.
Furthermore, the characteristic of perish ability makes the service non-storable. They
exist while they are being delivered / consumed. This poses the management, problem
of managing the match and capacity planning.
In the analysis we have chosen to analyze the consistency maintained in offering
services relating to the human interaction as well as the processing of the
documents. This becomes important in the light of these services being offered in pre-
sales and post sales scenario, and gauging the consistency levels at these two stages
gives a fair idea of the consistency maintained in the services offered.
Consistency in human interaction is observed in the pre-sales, order processing and
post sale stages.
Convenience
The objective of the customer bikee personnel is to provide convenient and
comfortable service and not to push the customer to make the purchase. While basic
33

facilities are made available, the customer bikee personnel have to make sure that
customer doesnt feel any inconvenience while the sales process is on.
Convenience does not only refer to the physical comforts such as seating, availability
of rest rooms etc. but also to mental convenience a in helping out the customer to
reach a decision, providing relevant information to the customer for evaluating the
various options, making sure that it is one-stop shop (additional accessories being
made available like stereo systems, reverse gear buzzers etc.) explain the basic
functionally of the product etc.
It is helpful to offer customers information in printed form; good signing is very
important at service delivery points and on self-service equipment. The customer
bikee personnel have to make the first move and approach the visitors instead of
making the visitors ask for some guidance. The visitors have to be communicated how
to use and how not to use the facilities at offer.
The concentration has been focused on checking the convenience of the customers on
aspects such as
1. Timings
2. Test drive
3. Availability of accessories
4. Sufficient fuel to reach the nearest petrol station
5. Wide range of finance options made available at the showroom
6. Imparting the basic mechanical functionalities of the bike.
CUSTOMER SATISFACTION
AN INSIGHT
According to Harold E Edmondson Customer Satisfaction seems to appear in print
more frequently than any other catch phrase used to describe a new found magic for
industrial success. Before we proceed in to the study of the dynamics of Customer
Satisfaction it is important to know about, who a customer is and what satisfaction
really means.
34

Who really is a Customer?
The question of defining who your customers are seems fairly easy particularly if you
have segmented your market properly and understand who you are trying to
satisfy. However subtlety that frequently goes undetected by many firms is that is that
customer set can be divided into two parts, the apparent customer and the user. The
apparent customer is the person or group of people who decide what product to buy
and basically have control over the purse strings. The user is a person or group who
physically uses the product or is the direct recipient of a service.
What does satisfaction really mean?
As in defining customer above, defining satisfaction also appears simple. However as
with customer there is a subtlety that needs addressing. Satisfaction by most
definitions simply means meeting the customers requirement.
Customer satisfaction is a concept that more and more companies are putting at the
heart of their strategy, but for this to be successful theyre needs to be clarity about,
what customer satisfaction means and what needs to happen to drive improvement.
Without this, there is a risk that customer satisfaction becomes little more than a good
intention, with confused objectives failing to address the real issues for customers,
one helpful way to look at the problem is to rephrase the objectives: set the sights on
helping the customers meet their goals.
Customer satisfaction can be defined in many different ways. Finding the right way
for a company depends on understanding your customer and on having a clear vision
of the role that customer satisfaction is to play in the strategy. For example, a focus on
customer satisfaction can work alongside existing segmentations to support revenue
generation from high value customers or it can be a company-wide objective rooted in
the brand values. For the former, it may be sufficient to focus on improving customer
service, but for the latter a broader definition of customer satisfaction is necessary,
closer akin to corporate reputation.
Whatever the strategy for customer satisfaction, it must at least include getting the
basics right. Failing to achieve this can destroy the reputation as well as losing
35

valuable customers. Every customer, regardless of their economic worth to the
business, has the power to influence positively or negatively a companys
reputation. Once the objectives for the customer satisfaction strategy are defined there
are a number of steps we can take to make sure the focus on customer satisfaction is
effective.
Building a company around Customer Satisfaction -
With the increase in customers demands and competition it has become a lot more
important to base the entire company on customer service. When doing this one must
first realize that every member of an organization plays an active role in customer
service. This includes both external customers and internal customers within a
company.
Customer focused organizations focus both on customer satisfaction and
profit. Achieving customer satisfaction generates the profit. In these organizations top
management has frequent contacts with external customers. The top management uses
consultative, participative, and supportive management styles to get through to the
customer. The staff focuses all of its attention on satisfying the customers
needs. However, the managements job is to provide the staff with support necessary
to achieve these goals. The other department and staff in the organization that do not
have direct contact with the external customers deal exclusively with internal
customer satisfaction.
The Influence of the salesperson in Customer Satisfaction-
In an article titled, The influence of salesperson selling behavior on customer
satisfaction with products, Brent G.Goff and James S. Boles examine the effects of
non-product related construct on customer satisfaction with major retail purchases
such as automobiles. The article states that salespersons selling orientation- customer
orientation (SOCO) will affect not only consumer satisfaction with the salesperson
and dealer, but also indirectly, satisfaction with the product or manufacturer.
In the perspectives of both the retailer and the manufacturer, customer satisfaction
represents an important issue because it relates to several desirable
36

outcomes. Customer satisfaction leads to future purchases, and repeated purchases of
the same product from the same source. In other words, it helps a firm retain its
present customers and build loyalty. By helping a buyer obtain product information
and providing guidelines about what should be expected during the buying process
and use of a product, a salesperson may influence customer expectations concerning
the product. Thereby this may reduce the likelihood of dissatisfaction (Grewal and
Sharma, 1991). A successful salesperson tailors to the needs of each individual
customer. By being customer-oriented, a salesperson is likely to identify with needs of
the customer, enabling the salesperson to match his or her presentation to those
requirements of the customer.
Internal Marketing how it affects Customer Satisfaction
Successful companies make every effort to ensure satisfaction to their customer by
focusing all organizational efforts of the company on providing superior customer
service. By doing this these companies hope to retain their existing customers and
attract new ones. Only angle of customer satisfaction commonly overlooked is the
internal aspect.
The internal customer or employee plays a vital role in achieving customer
satisfaction and loyalty. Some firms do not understand that the treatment of internal
customers becomes the external customers perception of the company. A firms
employees or other departments within the organization make up its internal
customers. Their job performance affects the firms ability to deliver superior product
and customer service (Boone and Kurtz, 1999). When a firms employees are happy
at work, their overall attitude and performance towards the customer enhances
tremendously. Internal marketing helps members or employees of an organization
understand and fulfill their roles in implementing its marketing strategy. Internal
marketing not only keeps employees happy, it also shows them how their actions
affect the firms ability to achieve customer satisfaction.

37

Customer Satisfaction as part of Service Profit Chain:
A Harvard Business Review article outlines the internal process required to drive
growth and increase profitability. The article describes the ways in which service
quality contributes to success, outlining the steps in the Service-profit chain:
Profitability / Growth
Customer Loyalty
Customer Satisfaction
Value
Employee Productivity
Employee Loyalty
Internal Quality
Leadership
Customer service is the provision of service to customers before, during and after a
purchase.
According to J amier L. Scott. (2002), Customer service is a series of activities
designed to enhance the level of customer satisfaction that is, the feeling that a
product or service has met the customer expectation."
Its importance varies by product, industry and customer; defective or broken
merchandise can be exchanged, often only with a receipt and within a specified time
frame. Retail stores will often have a desk or counter devoted to dealing with returns,
exchanges and complaints, or will perform related functions at the point of sale.
Customer service may be provided by a person (e.g., sales and service representative),
or by automated means called self-service. Examples of self service are Internet sites.
However, In the Internet era, a challenge has been to maintain and/or enhance the
personal experience while making use of the efficiencies of online commerce. Writing
in Fast Company, entrepreneur and customer systems innovator Micah Solomon has
made the point that "Online customers are literally invisible to you (and you to them),
38

so it's easy to shortchange them emotionally. But this lack of visual and tactile
presence makes it even more crucial to create a sense of personal, human-to-human
connection in the online arena."
Customer service is normally an integral part of a companys customer value
proposition. In their book Rules to Break and Laws to Follow, Don Peppers and
Martha Rogers, Ph.D. write that "customers have memories. They will remember you,
whether you remember them or not." Further, "customer trust can be destroyed at
once by a major service problem, or it can be undermined one day at a time, with a
thousand small demonstrations of incompetence."
From the point of view of an overall sales process engineering effort, customer
service plays an important role in an organization's ability to generate income and
revenue. From that perspective, customer service should be included as part of an
overall approach to systematic improvement.
Some have argued that the quality and level of customer service has decreased in
recent years, and that this can be attributed to a lack of support or understanding at the
executive and middle management levels of a corporation and/or a customer service
policy.

Instant feedback
Recently, many organizations have implemented feedback loops that allow them to
capture feedback at the point of experience. For example, National Express, one of the
UK's leading travel companies invites passengers to send text messages whilst riding
the bus. This has been shown to be useful as it allows companies to improve their
customer service before the customer defects, thus making it far more likely that the
customer will return next time.
Setting the right KPIs
A challenge working with Customer Service is to ensure that you have focused your
attention on the right key areas, measured by the right Key Performance Indicator.
39

There is no challenge to come up with a lot of meaningful KPIs, but the challenge is
to select a few which reflects your overall strategy. In addition to reflecting your
strategy it should also enable staff to limit their focus to the areas that really matter.
The focus must be of those KPIs, which will deliver the most value to the overall
objective, e.g. cost saving, service improving etc. It must also be done in such a way
that staff sincerly believe that they can make a difference with the effort.
One of the most important aspects of a customer service KPI is that of what is often
referred to as the "Feel Good Factor". Basically the goal is to not only help the
customer have a good experience, but to offer them an experience that exceeds their
expectations. Several key points are listed as follows:
1. Know your product - Know what products/service you are offering back to front. In
other words be an information expert. It is okay to say "I don't know", but it should
always be followed up by... "but let me find out" or possibly " but my friend knows!"
Whatever the situation may be, make sure that you don't leave your customer with an
unanswered question.
2. Body Language/Communication - Most of the communication that we relay to
others is done through body language. If we have a negative body language when we
interact with others it can show our lack of bikee. Two of the most important parts of
positive body language are smiling, and eye contact. Make sure to look your
customers in the eye. It shows that we are listening to them, not at them. And then of
course smiling is just more inviting than someone who has a blank look on their face.
3. Anticipate Guest Needs - Nothing surprises your customer more than an employee
going the extra mile to help them. Always look for ways to serve your customer more
than they expect. In doing so it helps them to know that you bikee and it will leave
them with the "Feel Good Factor" that we are searching for.
Standardization
There are few standards on this topic. ISO and The International Customer Service
Institute (TICSI) have published the following ones:

40

ISO 9004:2000, on performance improvement
ISO 10001:2007, on customer service conduct
ISO 10002:2004, on quality management in handling customer complaints
ISO 10003:2007, on dispute resolution
The International Customer Service Standard (TICSS)
There is also an Information Technology service management standard: ISO/IEC
20000:2005. Its first part concerns specifications and its second part the code of
practice.
Sales
A sale is the pinnacle activity involved in selling products or services in return for
money or other compensation. It is an act of completion of a commercial activity.
A sale is completed by the seller or the provider of the goods or services to an
acquisition or appropriation or request followed by the passing of title (property or
ownership) in the item and the application and due settlement of a price, the douche of
or any claim upon the item. The purchaser, though a party to the sale, does not
execute the sale, only the seller does that. To be precise the sale completes prior to the
payment and gives rise to the obligation of payment. If the seller completes the first
two above stages (consent and passing ownership) of the sale prior to settlement of
the price, the sale is still valid and gives rise to an obligation to pay.
Sales techniques
The sale can be made through
Direct sales, involving person to person contact
Pro forma sales
Agency-based
o Sales agents (real estate, manufacturing)
o Sales outsourcing through direct branded representation
o Transaction sales
o Consultative sales
o Complex sales
41

o Consignment
o Telemarketing or telesales
o Retail or consumer
Traveling salesman
o Door-to-door
o To tourists on crowded beach
Request for proposal An invitation for suppliers, through a bidding process,
to submit a proposal on a specific product or service. An RFP is usually part of
a complex sales process, also known as enterprise sales.
Business-to-business Business-to-business sales are much more relationship
based owing to the lack of emotional attachment to the products in question.
Industrial/Professional Sales is selling from one business to another
Electronic
o Web Business-to-business and business-to-consumer
o Electronic Data Interchange (EDI) A set of standard for structuring
information to be electronically exchanged between and within
businesses
Indirect, human-mediated but with indirect contact
o Mail-order
Sales Methods:
o Selling technique
o SPIN Selling
o Consultative selling
o Sales enablement
o Solution selling
o Conceptual Selling
o Strategic Selling
o Sales Negotiation
o Reverse Selling
o Paint-the-Picture
o The take away
o Large Account Management Process chocolate kisses

42

Sales agents
Agents in the sales process can be defined as representing either side of the sales
process; for example:; Sales broker or 1.Seller agency]] or seller agent This is a
traditional role where the salesman represents a person or company on the selling end
of the deal 2. Buyers broker or [[Buyer brokerage: This is where the salesman
represents the consumer making the purchase. This is most often applied in large
transactions. 3. Disclosed dual agent: This is where the salesman represents both
parties in the sale and acts as a mediator for the transaction. The role of the salesman
here is to oversee that both parties receive an honest and fair deal, and is responsible
to both. 4. Transaction broker: This is where the salesperson doesn't represent either
party, but handles the transaction only. This is where the seller owes no responsibility
to either party getting a fair or honest deal, just that all of the papers are handled
properly. 5. Sales outsourcing: This is direct branded representation where the sales
reps are recruited, hired, and managed by an external entity but hold quotas, represent
themselves as the brand of the client, and report all activities (through their own sales
management channels) back to the client. It is akin to a virtual extension of a sales
force. (see Sales Outsourcing entry) 6. Sales managers: It is the goal of a qualified and
talented sales manager to implement various sales strategies and management
techniques in order to facilitate improved profits and increased sales volume. They are
also responsible for coordinating the sales and marketing department as well as
oversight concerning the fair and honest execution of the sales process by his agents
7.Salesmen: The primary function of professional sales is to generate and close leads,
educate prospects, fill needs and satisfy wants of consumers appropriately, and
therefore turn prospective customers into actual ones. The successful questioning to
understand a customer's goal and requirements relevant to the product, the further
creation of a valuable solution by communicating the necessary information that
encourages a buyer to achieve their goal at an economic cost is the responsibility of
the salesperson or the sales engine (e.g. internet, vending machine etc). A good
salesman should never mis-sell or over-evaluate the customer's requirements.
The sales and marketing relationship
Marketing and sales are very different, but have the same goal. Marketing improves
the selling environment and plays a very important role in sales. If the marketing
43

department generates a potential customers list, it can be beneficial for sales. The
marketing department's goal is to increase the number of interactions between
potential customers and company, which includes the sales team using promotional
techniques such as advertising, sales promotion, publicity, and public relations,
creating new sales channels, or creating new products (new product development),
among other things. It also includes bringing the potential customer to the company's
website for more information, or to contact the company for more information, or
interact with the company via social media such as Twitter, Facebook, a blog, etc.
The relatively new field of sales process engineering views "sales" as the output of a
larger system, not just that of one department. The larger system includes many
functional areas within an organization. From this perspective, sales and marketing
(among others, such as customer service) are labels for a number of processes whose
inputs and outputs supply one another to varying degrees. Considered in this way, to
improve the "output" (namely, sales) the broader sales process needs to be studied and
improved as would any system, since the component functional areas interact and are
interdependent.
In most large corporations, the marketing department is structured in a similar fashion
to the sales department

and the managers of these teams must coordinate efforts in
order to drive profits and business success. For example, an "inbound" focused
campaign seeks to drive more customers "through the door" giving the sales
department a better chance of selling their product to the consumer. A good marketing
program would address any potential downsides as well.
The Sales department's goal would be to improve the interaction between the
customer and the sales facility or mechanism (example, web site) and/or salesperson.
Sales management would break down the selling process and then increase the
effectiveness of the discrete processes as well as the interaction between processes.
For example, in many out-bound sales environments, the typical process is out bound
calling, the sales pitch, handling objections, opportunity identification, and the close.
Each step of the process has sales-related issues, skills, and training needs as well as
marketing solutions to improve each discrete step, as well as the whole process.
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One further common complication of marketing involves the inability to measure
results for a great deal of marketing initiatives. In essence, many marketing and
advertising executives often lose sight of the objective of sales/revenue/profit, as they
focus on establishing a creative/innovative program, without concern for the top or
bottom lines. Such is a fundamental pitfall of marketing for marketing's sake.
Many companies find it challenging to get marketing and sales on the same page.
Both departments are different in nature, but handle very similar concepts and have to
work together for sales to be successful. Building a good relationship between the two
that encourages communication can be the key to success even in a down economy.

Marketing potentially negates need for sales
Some sales authors and consultants contend that an expertly planned and executed
marketing strategy may negate the need for outside sales entirely. They suggest that
by effectively bringing more customers "through the door" and enticing them to
contact you, sales organizations can dramatically improve their results, efficiency,
profitability, and allow salespeople to provide a drastically higher level of customer
service and satisfaction, instead of spending the majority of their working hours
searching for someone to sell to.
While this theory is present in a few marketing consulting companies the practical and
realistic application of this principle has not been widely proven in the market and
sales forces worldwide continue to be responsible for developing business as well as
closing it.
Some marketing consulting firms postulate that each selling opportunity at each
enterprise lies on a continuum of numbers of people involved, necessary degree of
face-to-face interaction, overhead, and through-put time, to name a few dimensions.
The number of people involved in actual face-to-face selling at, say, a clothing store is
probably vastly different from that at an on-line book-seller.
In reality, marketing and sales are complementary, and do not negate each other's
purpose or presence. Marketing is a field/process designed to ascertain what
45

consumers want/value, and accordingly manufacture such goods/services. Marketing
is a process founded on the premise that consumers are king , and thus developing a
long-term relationship with them is key to organisational survival. This is important,
considering the fact that a market economy is demand-led. In contemporary firms,
sales is often the end-point in the marketing process, after the determining of
consumer needs, marketing planning, marketing strategy, marketing research, market
segmentation, etc. have been executed.
In short, a sale often cannot exist in itself. Marketing is used to gauge whether persons
are even potentially willing or able to buy a product; the sale pertains to techniques
used to persuade a person to actually buy it, once they have considered the possibility
of purchasing a good/service in question.
Industrial marketing
The idea that marketing can potentially eliminate the need for sales people is entirely
dependent on context. For example, this may be possible in some B2C situations
however, for many B2B organizations (for example industrial organizations) this is
mostly impossible. Another dimension is the value of the goods being sold. Fast
Moving Consumer Goods (FMCG) require no sales people at the point of sale to get
them to jump off the supermarket shelf and into the customer's trolley. However, the
purchase of large mining equipment worth millions of dollars will require a sales
person to manage the sales process. Particularly in the face of competitors.
Sales and marketing alignment and integration
Another key area of conversation that has arisen is the need for alignment and
integration between corporate sales and marketing functions. According to a report
from the Chief Marketing Officer (CMO) Council, only 40 percent of companies have
formal programs, systems or processes in place to align and integration between the
two critical functions.
Traditionally, these two functions, as referenced above, has been largely segmented
and left in siloed areas of tactical responsibility. In Glen Petersens book, The Profit
Maximization Paradox, the changes in the competitive landscape between the 1950s
46

and today are so dramatic that the complexity of choice, price and opportunities for
the customer forced this seemingly simple and integrated relationship between sales
and marketing to change forever. Petersen goes on to highlight that salespeople are
spending approximately 40 percent of their time preparing customer-facing
deliverables while leveraging less than 50 percent of the materials created by
marketing, adding to the perception that marketing is out of touch with the customer,
and sales is resistant to messaging and strategy.
Internet applications, commonly referred to as Sales 2.0 tools, have also increasingly
been created to help align the goals and responsibilities of marketing and sales
departments.
Sales intelligence
The term Sales intelligence (SI) refers to technologies, applications and practices for
the collection, integration, analysis, and presentation of Sales information. The
purpose of Sales intelligence is to support better business decision making by sales
people. It dates back to 1996 when the original product was developed by a company
called Vecta Sales Solutions Ltd. (Part of the Edp Group)
SI describes a set of concepts and methods to improve Sales Performance and
decision making by using fact-based Transaction information. SI is usually integrated
or includes (CRM) Customer Relationship Management. Sales Intelligence systems
are data-driven.
Sales Intelligence is similar to Business Intelligence (BI) but is specifically designed
for the use of Sales People and Sales Managers.
Sales intelligence solutions are predominantly designed for companies in the
manufacturing, distribution and wholesale sectors. These are highly competitive
markets, where volumes are high, margins are low.
(SI) solutions provide unique insight into customer buying patterns. By automatically
analysing and evaluating these patterns, Sales Intelligence pro-actively identifies and
delivers up-sell, cross-sell and switch-sell opportunities.
47

Most good Sales Intelligence products will inform you if there's a potential customer
drift issue, so you can address the situation before it becomes a problem.
Unlike customer relationship management (CRM) and traditional business
intelligence (BI) applications, Sales Intelligence analyses your existing sales data to
pro-actively deliver actionable, relevant information.

48

1. What is the model of BIKE used by customers?
A) SPLENDER +
B) PASSION +
C) GLAMOUR
D) CBZ X-TREME
E) KARIZMA

Interpretation:
It is observed that 37% of the total respondents use SPLENDER+,
37% of the respondents use PASSION+,13% of the respondents use HEROHONDA
GLAMOUR,10% of the respondents use HEROHONDA CBZ-XTREM and last 03%
of respondents use HEROHONDA KARIZMA model.

0%
5%
10%
15%
20%
25%
30%
35%
40%
SPLENDER + PASSION + GLAMOUR CBZ X-TREME KARIZMA
S.No Models No.of Respondents Percentage
1
2
3
4
5
SPLENDER +
PASSION +
GLAMOUR
CBZ X-TREME
KARIZMA
37
37
13
10
03
37%
37%
13%
10%
03%
Total No.of Respondents 100 100%
49

2. Which type of BIKE have you bought?
A) New
B) Pre Owned

Interpretation:
From the survey conducted it is observed that 94% of the respondents
purchased new bikes and 6% of the respondents purchased Pre Owned bikes.

0
10
20
30
40
50
60
70
80
90
100
New Pre Owned
S.No Buyers No. of Respondents Percentage

1

2

New

Pre Owned

94

6

94%

6%

Total No. of Respondents 100 100%
50

3. Whether the price of the Vehicle is?
A) Affordable
B) Not Affordable

Interpretation:
It is observed that 85% of the people feel that the price of vehicle is
affordable, and 15% of people feel that the price of vehicle is not affordable.

0
10
20
30
40
50
60
70
80
90
Affordable Not Affordable
S.No Price No. of Respondents Percentage

1

2

Affordable

Not Affordable

85

15

85%

15%
51

4. What is the purpose of buying this BIKE?
A) Personal use
B) Other use

Interpretation:
From the data collected it is observed that 87% of the customers use their
vehicle for personal use, 13 % of the buyers use for other use.

0
10
20
30
40
50
60
70
80
90
100
Personal use Other use
S.No Purpose of buying No. of Respondents Percentage

1

3

Personal use

Other use

87

13

87%

13%

52

5. How influenced in buying this BIKE?
A) Your self
B) Family
C) Friends
D) Advertisement

Interpretation:
From the study it is observed that 48% is influenced by themselves, 36% feel
that the family place a vital role to purchase there vehicle, and then comes to friends
12% and then advertisement 8%

0
10
20
30
40
50
60
Your self Family Friends Advertisement
S.No Influenced No. of Respondents Percentage

1
2
3
4

Your self
Family
Friends
Advertisement

48
32
12
8

48%
32%
12%
8%

53

6. What does this BIKE convey?
A) Status
B) Necessity
C) Comfort
D) Other

Interpretation:
From the data collected it is concluded that 24% of the consumers purchase
the vehicle to maintain the status, where as 54% of the consumers purchase the
vehicle because of their necessity. 18% of the consumers purchases as it give
comfort, 12% of the consumer purchase the vehicle for other reason.
0
10
20
30
40
50
60
Status Necessity Comfort Other
S.No Car Conveys No. of Respondents Percentage

1
2
3
4

Status
Necessity
Comfort
Other

24
54
18
04

24%
54%
18%
04%

54

7. What are the reasons for buying this BIKE?
A) Price
B) Mileage
C) Service
D) Brand Image

Interpretation:
It is concluded from the study that 34% of them say that price is crucial, 53%
of them say mileage and 7% & 6% of them say service and brand image.

0
10
20
30
40
50
60
Price Mileage Service Brand Image
S.No Crucial No. of Respondents Percentage

1
2
3
4

Price
Mileage
Service
Brand Image

34
53
7
6

34%
53%
7%
6%
55

8. You use your BIKE mostly for?
A) Office
B) Family
C) Long drives
D) Shopping

Interpretation:
It was observed that 44% of the respondents use there vehicle for going
to office, 45% of the respondents use there vehicle to take there family out
and 2% and 9% of the respondents use there vehicle of shopping and long
drives.

0
5
10
15
20
25
30
35
40
45
50
Office Family Long Drives Shopping
S.No Car used for No. of Respondents Percentage

1
2
3
4

Office
Family
Long Drives
Shopping

44
45
9
2

44%
45%
9%
2%

56

9. How long you will use this vehicle?
A) 1-2 years
B) 2-4 years
C) 4-8 years
D) 8 years & above

Interpretation:
From the study it is observed that 5%and 15% of the consumer keep
their vehicle 1-2 years and 2-4 years and 68% and 12% of consumers keep
their vehicle for 4-8 years and 8 years &above.

0
10
20
30
40
50
60
70
80
1-2 years 2-4 years 4-8 years 8 years & above
S.No How long you will
use
No. of Respondents Percentage
1
2
3
4

1-2 years
2-4 years
4-8 years
8 years & above
5
15
68
12

5%
15%
68%
12%

57

10. Rate your satisfaction for the service provided by the Organization?
A) Excellent
B) Good
C) O.K
D) Poor

Interpretation:
From the survey conducted satisfied level at service center show at X-
axis and No. Respondents at Y-axis. 7 % of the consumers said excellent,
61% said good and 24% and 8% of the consumers said ok and poor.

0
10
20
30
40
50
60
70
Excellent Good O.K Poor
S.No Satisfaction level at
service station
1
2
3
4

Excellent
Good
O.K
Poor
7
61
24
8

7%
61%
24%
8%

58

11. Are you satisfied with mileage give by your bike?
A) yes
B) no

Interpretation:
It is observed that 81% of the respondents are satisfied with mileage
given by there car and 19% are not satisfied with mileage given by their
BIKES.

0
10
20
30
40
50
60
70
80
90
Yes NO
S.No Satisfied with
mileage

1

2

Yes

NO

81

19

81%

19%
59

12. Are you satisfied with the sales and service promotion of hero?

Interpretation:
From the above chat it is observed that 85% of the respondents are satisfied
with the sales and service promotions of Hero.

0
10
20
30
40
50
60
70
80
90
Yes NO
S.No Satisfied with sales
promotion

1

2

Yes

NO

85

15

85

15
60

13. Are You Satisfied With The Performance Of The The Bike
After Servicing.

Primitive Cultivation Respondents Percentage
Yes 90 90
No 10 10
Total 100 100

Interpretation

It is derived from the above percentage analysis that the majority (90%) of
respondents are satisfied with the performance of the bike after servicing.

0
2
4
6
8
10
12
14
16
1-2 years 2-4 years
61

14. Respondents Opinion on additional facilities

Additional Facilities Respondents Percentage
Yes 36 36
No 64 64
Total 100 100

Interpretation

From the above percentage analysis it is made clear that the majority (64%) of
the respondents are not satisfied with the additional facilities that is currently
available in the service centre.

0
10
20
30
40
50
60
70
Excellent Good
62

15. ARE YOU SATISFIED WITH THE SERVICE PRICE OF
HERO

Primitive Cultivation Respondents Percentage
Yes 90 90
No 10 10
Total 100 100

Interpretation

It is derived from the above percentage analysis that the majority (90%) of
respondents are satisfied with the servicing price of hero.

0
2
4
6
8
10
12
14
16
1-2 years 2-4 years
63

16. Respondents Ranking of Attributes

Attributes Respondents Percentage
Warranty 13 13
Mechanical Services 24 24
Availability of spares 15 15
Maintenance cost 18 18
Driving comfort 11 11
Re-sale value 7 7
Ease of Repairs 12 12
Total 100 100

Interpretation

The above percentage analysis infers that the majority (24%) of the
respondents are expecting mechanical services form the company.

0
5
10
15
20
25
30
64

17. Satisfaction level of customers regarding the quality of advice

INTERPRETATION:
From the above analysis it is interpreted that
88% of respondents are very satisfied with the service provided in the hero

88%
4% 5%
3%
0.91%
0%
20%
40%
60%
80%
100%
Very
satisfied
Somewhat
satisfied
Neither
satisfied nor
dissatisfied
Somewhat
dissatisfied
Very
dissatisfied
P
e
r
c
e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
S. No Opinion
No. Of
respondents
Percentage of
respondents
1 Very satisfied 88 88%
2 Somewhat satisfied 4 4%
3
Neither satisfied nor
dissatisfied
5 5%
4 Somewhat dissatisfied 3 3%
5 Very dissatisfied 1 1%
Total 100 100%
65

18. Satisfaction level of customers regarding the quality of advice

INTERPRETATION:
88% of respondents are very satisfied with the service provided in the hero.

88%
4% 5%
3%
0.91%
0%
20%
40%
60%
80%
100%
Very
satisfied
Somewhat
satisfied
Neither
satisfied nor
dissatisfied
Somewhat
dissatisfied
Very
dissatisfied
P
e
r
c
e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
Percentage of respondents
S. No Opinion
No. Of
respondents
Percentage of
respondents
3
dissatisfied
5 5%
Total 100 100%
66

19. Satisfaction level of customers regarding the helpfulness of representative

INTERPRETATION:
53% of respondents are very satisfied with the helpfulness of Representative
at hero

53%
19%
11% 11%
6%
0%
10%
20%
30%
40%
50%
60%
Very satisfied Somewhat
satisfied
Neither
satisfied nor
dissatisfied
Somewhat
dissatisfied
Very
dissatisfied
P
e
r
c
e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
S. No Opinion
No. Of
respondents
Percentage of
respondents
3
dissatisfied
11 11%
Total 100 100%
67

20. Opinion of customers regarding the trusting the relationship of the company

Chart: 4.16

INTERPRETATION:
71% of respondents are strongly agreed that they trust the relationship with
the hero

71%
20%
5% 5%
0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Strongly
agreed
Agreed Neutral Disagreed Strongly
disagreed
P
e
r
c
e
n
t
a
g
e

o
f

r
e
s
p
o
n
d
e
n
t
s
Opinion
S. No Opinion
No. Of
respondents
Percentage of
respondents
1
Strongly
agreed
71 71%
2 Agreed 20 20%
3 Neutral 5 5%
4 Disagreed 5 5%
5
Strongly
disagreed
0 0%
Total 100% 100%
68

CALCULATION OF SALES SATISFACTION INDEX

Sales satisfaction index is the index of overall satisfaction of Hero MotoCorp Ltd.
(Baradwaj Auto Tech Pvt Ltd.) customers as a whole.
The overall satisfaction is the average of the scores of the key variables, which in turn
is the cumulative of the positive responses of the customers, converted to a
scale of ten. The responses of the customers have also been recorded over
repeat purchases, referrals and their satisfaction to cross check with the
calculated result.

S.No Key Deliverables Score Score on scale of Ten
1 Human Interaction 210/225 9
2 Product Information 215/225 9
3 Time & Promptness 175/225 7
4 Consistency 254/300 8
5 Convenience 413/450 9
Cumulative Score 42

Sales Satisfaction Index

Overall Satisfaction = Average (Cumulative Score)
= 42/5
= 8.4

Sales Satisfaction Index = 8.4 on scale of ten

69

FINDINGS

It is observed that 37% of the total respondents use SPLENDER+, 37% of the
respondents use PASSION+,13% of the respondents use HEROHONDA
GLAMOUR,10% of the respondents use HEROHONDA CBZ-XTREM and
last 03% of respondents use HEROHONDA KARIZMA model.
From the survey conducted it is observed that 94% of the respondents
purchased new bikes and 6% of the respondents purchased Pre Owned bikes.
It is observed that 85% of the people feel that the price of vehicle is
affordable, and 15% of people feel that the price of vehicle is not affordable.
From the data collected it is observed that 87% of the customers use their
vehicle for personal use, 13 % of the buyers use for other use.
From the study it is observed that 48% is influenced by themselves, 36% feel
that the family place a vital role to purchase there vehicle, and then comes to
friends 12% and then advertisement 8%
From the data collected it is concluded that 24% of the consumers purchase
the vehicle to maintain the status, where as 54% of the consumers purchase the
vehicle because of their necessity. 18% of the consumers purchases as it give
comfort, 12% of the consumer purchase the vehicle for other reason.
It is concluded from the study that 34% of them say that price is crucial, 53%
of them say mileage and 7% & 6% of them say service and brand image.
It was observed that 44% of the respondents use there vehicle for going to
office, 45% of the respondents use there vehicle to take there family out and
2% and 9% of the respondents use there vehicle of shopping and long drives.
From the study it is observed that 5%and 15% of the consumer keep their
vehicle 1-2 years and 2-4 years and 68% and 12% of consumers keep their
vehicle for 4-8 years and 8 years &above.
From the survey conducted satisfied level at service center show at X-axis and
No. Respondents at Y-axis. 7 % of the consumers said excellent, 61% said
good and 24% and 8% of the consumers said ok and poor.
It is observed that 81% of the respondents are satisfied with mileage given by
there car and 19% are not satisfied with mileage given by their BIKES.

70

it is observed that 85% of the respondents are satisfied with the sales and
service promotions of Hero.
90% of respondents are satisfied with the performance of the bike after
servicing.
64% of the respondents are not satisfied with the additional facilities that is
currently available in the service centre.
90% of respondents are satisfied with the servicing price of hero.
24% of the respondents are expecting mechanical services form the company.
88% of respondents are very satisfied with the service provided in the hero
88% of respondents are very satisfied with the service provided in the hero.
53% of respondents are very satisfied with the helpfulness of Representative
at hero
71% of respondents are strongly agreed that they trust the relationship with
the hero

71

SUGGESTIONS:

Hero should introduce a low price moped.

For the promotion, company show makes road-show that will increase
the sale.

The company should give more concentrate on the advertisement.

Hero Company should implement a new strategy to reduce the
competition and lead into the bike market.

As people expect more mileage per kilometer, company should
increase the mileage of the hero bike

It should increase sales and service promotions.

It need to introduce some sports bikes for young stars

Need to concentrate on the mileage of all bikes because 20% of the
customers are unsatisfied with their mileage.

New designed bikes must be introduce, so that sales will be increased.

72

CONCLUSION

Most of the respondents are use SPLENDER+.
Most of the respondents purchased new bikes.
Most of the feel that the price of vehicle is affordable.
Most of the customers use their vehicle for personal use.
Most of the respondents are influenced by themselves.
Most of the consumers purchase the vehicle to maintain the status.
Most of the respondents are said price is crucial.
Most of the respondents use there vehicle for going to office
Most of the consumer keeps their vehicle 1-2 years.
Most of the respondents satisfied level at service center.
Most of the respondents are satisfied with mileage given by there bike.
Most of the respondents are satisfied with the sales and service promotions of
Hero.
Most of respondents are satisfied with the performance of the bike after
servicing.
Most of the respondents are not satisfied with the additional facilities that is
currently available in the service centre.
Most of respondents are satisfied with the servicing price of hero.
Most of the respondents are expecting mechanical services form the company.
Most of respondents are very satisfied with the service provided in the hero
Most of respondents are very satisfied with the service provided in the hero.
Most of respondents are very satisfied with the helpfulness of Representative
at hero
Most of respondents are strongly agreed that they trust the relationship with
the hero

73

BIBLIOGRAPHY

BOOKS:
Principles of marketing: KOTLER ARMSTRONG.
Marketing Management: PHILIP KOTLER.
(Analysis , Planning Implementation and Control)
Services Marketing : TATA Mc GRAHILL.
Marketing Research : G.C.BERI.
Research Methodology : KOTHARI. C.R.

Websites:
www.heromoto.com
www.bus.umich.edu
http://www.asq.org

74

QUESTIONNAIRE
Customer Name: __________________________________________________
Telephone No: ______________________Mobile:________________________
Occupation Age: Income:
.

1. What is the model of bikes used by customers?

a. SPLENDER +
b. PASSION +
c. GLAMOUR
d. CBZ X-TREME
e. KARIZMA
2. Which type of bike bought?
a. New
b. Pre Owned

3. Whether the price of the Vehicle is?
a. Affordable
b. Not Affordable

4. What is the purpose of buying this bike?
a. Personal use
b. Rental use
c. Other use

5. Who influenced in buying this bike?
a. Your self
b. Family
c. Friends
d. Advertisement

75

6. What does this car convey?
a. Status
b. Necessity
c. Comfort
d. Other

7. What are the reasons for buying this biker?
a. Price
b. Mileage
c. Service
d. Brand Image

8. You use your bike mostly for?
a. Office
b. Family
c. Long drives
d. Shopping

9. How long you will use this vehicle?
a. 1-2 years
b. 2-4 years
c. 4-8 years
d. 8 years & above

10. Rate your satisfaction for the service provided by the Organization?
a. Excellent
b. Good
c. O.K
d. Poor

11. Are you satisfied with mileage give by your bike?
a. yes
b. no
76

12. Are you satisfied with the sales and service promotion of Hero MotoCorp Ltd?
a) Yes b) No

13. Reason of selecting an option of Q.no13?

_______________________________________________________________
___

_______________________________________________________________
___

14. Please give your comments/suggestions to enable us to improve services at
this

Herohonda authorized showroom.
_______________________________________________________________
___

_______________________________________________________________
___

Thanking for taking a precious time for giving this feedback
77

Rajini Kanth

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