PROJECT REPORT OF RESEARCH

METHODOLOGY ON
COMPARATIVE STUDY
OF
BAJAJ V/S HERO HONDA

Vs.
INDEX
Sr No. Particulars Page no
1. OBJECTIVES
2. HISTOR O! B"J"J
- Profile
- Bajaj Intro
- Company History
- Timeline of new releases
3. HISTOR O! HERO HOND"
- Company Profile
#. RESE"RCH $ETHODO%O&
- Data Source
- Research pproach
- Samplin! unit
- Data Completion an" nalysis
- Scope
'. %I$IT"TION O! RESE"RCH ST(D
). "N"%SIS "ND INTERPRET"TION
*. CONC%(SION
+. RECO$$END"TION
,. BIB%IO&R"PH
1-. "NNEX(RE
OBJECTIVES:-
1. To know the market share of Bajaj & Hero Honda.
2. To know the perception of customers regarding bikes.
3. To determine the customers satisfaction regarding bikes.
4. To determine the factors influencing the choice of customers regarding
bikes.
Bajaj uto limite" is one of the lar!est two wheeler manufacturin! company in
In"ia apart from pro"ucin! two wheelers they also manufacture three wheelers.
The company ha" starte" way #ac$ in %&'(. Initially it use" to import the two
wheelers from outsi"e) #ut from %&(& it starte" manufacturin! of two wheelers in
the country. By the year %&*+ Bajaj uto ha" rolle" out their %++)+++th ,ehicle.
Bajaj scooters an" motor cycles ha,e #ecome an inte!ral part of the In"ian
milieu an" o,er the years ha,e come to represent the aspirations of mo"ern
In"ia. Bajaj uto also has a technical tie up with -awasa$i hea,y in"ustries of
.apan to pro"uce the latest motorcycles in In"ia which are of worl" class /uality
The Bajaj -awasa$i eliminator has emer!e" strai!ht out of the "rawin! #oar" of
-awasa$i hea,y in"ustries. The core #ran" ,alues of Bajaj uto limite" inclu"es
0earnin!) Inno,ation) Perfection) Spee" an" Transparency.
Bajaj uto has three manufacturin! units in the country at $ur"i) 1aluj an"
Cha$an in 2aharashtra) western In"ia) which pro"uce" 3)3%')*4* ,ehicles in
3++(-+5. The sales are #ac$e" #y a networ$ of after sales ser,ice an"
maintenance wor$ shops all o,er the country.
Bajaj uto has pro"ucts which cater to e,ery se!ment of the In"ian two wheeler
mar$et Bajaj CT %++ Dl6 offers a !reat ,alue for money at the entry le,el.
Similarly Bajaj Disco,er %3( offers the consumer a !reat performance without
ma$in! a #i! hole in the poc$et.
PR78I09:
8oun"er .amnalal Bajaj
;ear of 9sta#lishment %&35
In"ustry utomoti,e - Two < Three 1heelers
Business =roup The Bajaj =roup
0istin!s < its co"es BS9 > Co"e: (++'&+? @S9 - Co"e: B..AT7
Presence Distri#ution networ$ co,ers (+ countries.
Dominant presence in Sri 0an$a) Ban!la"esh)
Colum#ia) =uatemala) Peru) 9!ypt) Iran an"
In"onesia.
.oint Benture -awasa$i Hea,y In"ustries of .apan
Re!istere" < Hea" 7ffice $ur"i
Pune - '%%+3(
In"ia
Tel.: CD&%E-D3+E-3*'*34(%
8a6: CD&%E-D3+E-3*'*33&4
1or$s $ur"i) Pune '%%+3(
Bajaj @a!ar) 1aluj uran!a#a" '3%%35
Cha$an In"ustrial rea) Cha$an) Pune
'%%(+%
9-mail rahul#ajajF#ajajauto.co.in
1e#site www.#ajajauto.com
Bajaj utos !td.
Bajaj Auto Limite
T!"e "ublic
Fou#e 1#4$
Hea$ua%te%& "une% &ndia
'e! "eo"(e 'ahul Bajaj ()hairman*
Re)e#ue
's. 1%+1%+,3 billion (2++,* or -./ 1.01
billion
Net i#*ome 's. 11%+1, billion
Em"(o!ee& 222
+e,&ite www.bajajauto.com
Bajaj Auto is a major &ndian automobile manufacturer. &t is &ndia3s largest and the
world3s 4th largest two4 and three4wheeler maker. &t is based in "une% 5aharashtra% with
plants in 6aluj near urangabad% kurdi and )hakan% near "une. Bajaj uto makes
motorscooters% motorc7cles and the auto rickshaw.
Co#te#t&
1 )ompan73s histor7
o 1.1 Timeline of new releases
2 .cooters
3 5otorc7cles
4 -pcoming 5odels
$ 8ew &mage
, 9orbes :lobal 2+++ 'anking 4 2++$
1 ;<ternal links
0 'eferences
Com"a#!-& .i&to%!
Bajaj uto came into e<istence on 8o=ember 2#% 1#4$ as 5>s Bachraj Trading
)orporation "ri=ate !imited. &t started off b7 selling imported two4 and three4wheelers in
&ndia. &n 1#$#% it obtained license from the :o=ernment of &ndia to manufacture two4 and
three4wheelers and it went public in 1#,+. &n 1#1+% it rolled out its 1++%+++th =ehicle. &n
1#11% it managed to produce and sell 1++%+++ =ehicles in a single financial 7ear. &n 1#0$%
it started producing at 6aluj in urangabad. &n 1#0,% it managed to produce and sell
$++%+++ =ehicles in a single financial 7ear. &n 1##$% it rolled out its ten millionth =ehicle
and produced and sold 1 million =ehicles in a 7ear.
Time(i#e o/ #e0 %e(ea&e&
1#11 4 three4wheeler goods carrier
1#12 4 Bajaj )hetak
1#1, 4 Bajaj .uper
1#11 4 'ear engine utorickshaw
1#01 4 Bajaj 54$+
1#0, 4 Bajaj 540+% ?awasaki Bajaj ?B1++
1##+ 4 Bajaj .unn7
1##4 4 Bajaj )lassic
1##$ 4 Bajaj .uper ;<cel
1##1 4 ?awasaki Bajaj Bo<er% 'ear ;ngine /iesel utorickshaw
1##0 4 ?awasaki Bajaj )aliber% !egend(&ndia3s first four4stroke scooter*
2+++ 4 Bajaj .affire
2++1 4 ;liminator% "ulsar
2++3 4 )aliber11$% Bajaj 6ind 12$% Bajaj "ulsar
2++4 4 Bajaj )T 1++% 8ew Bajaj )hetak 44stroke with 6onder :ear% Bajaj
/isco=er /T.4i
2++$ 4 Bajaj 6a=e% Bajaj =enger% Bajaj /isco=er
2++, 4 Bajaj "latina
2++1 4 Bajaj "ulsar42++
2++04 Bajaj /isco=er
2++#4)T.41++
2+1+4Bajaj /isco=er41$+
.ome of the models that Bajaj makes (or has made* are@
S*oote%&
o Bajaj .unn7
o Bajaj )hetak
o Bajaj )ub
o Bajaj .uper
o Bajaj 6a=e
o Bajaj !egend
Moto%*!*(e&
o ?awasaki ;liminator
o Bajaj "ulsar
o Bajaj ?awasaki 6ind 12$
o Bajaj Bo<er
o Bajaj )T 1++
o Bajaj "latina
o Bajaj )aliber
o Bajaj /isco=er
o Bajaj =enger
1"*omi#2 Moe(&
Bajaj "ulsar 22+ /T.49i
Bajaj ?r7stal
Bajaj Blade
Bajaj .onic
Ne0 Ima2e
The compan7% o=er the last decade has successfull7 changed its image from a scooter
manufacturer to a two wheeler manufacturer% product range ranging from .cooterettes to
.cooters to 5otorc7cle. &ts real growth in numbers has come in the last 4 7ears after
successful introduction of a few models in the motorc7cle segment.
The compan7 is headed b7 'ahul Bajaj who is worth more than -.A1.$ billion.
&ndia has the largest number of two wheelers in the world with 41., million
=ehicles. &ndia has a mi< of 3+ percent automobiles and 1+ percent two wheelers in the
countr7. &ndia was the second largest two wheeler manufacturer in the world starting in
the 1#$+Bs with the birth of utomobile "roducts of &ndia ("&* that manufactured
scooters. "& manufactured the !ambrettas but% another compan7% Bajaj uto !td.
surpassed "& and remained through the turn of the centur7 from its association with
"iaggio of &tal7 (manufacturer of Cespa*.
The license raj that e<isted between the1#4+s to1#0+s in &ndia% did not allow foreign
companies to enter the market and imports were tightl7 controlled. This regulator7 maDe%
before the economic liberaliDation% made business easier for local pla7ers to ha=e a
sellerBs market. )ustomers in &ndia were forced to wait 12 7ears to bu7 a scooter from
Bajaj. The );E of Bajaj commented that he did not need a marketing department% onl7 a
dispatch department. B7 the 7ear 1##+% Bajaj had a waiting list that was twent74si< times
its annual output for scooters.
The motorc7cle segment had the same long wait times with three manufacturersF 'o7al
;nfield% &deal Gawa% and ;scorts. 'o7al ;nfield made a 3$+cc Bullet with the onl7 four4
stroke engine at that time and took the higher end of the market but% there was little
competition for their customers. &deal Gawa and ;scorts took the middle and lower end of
the market respecti=el7.
&n the mid41#0+s% the &ndian go=ernment regulations changed and permitted foreign
companies to enter the &ndian market through minorit7 joint =entures. The two4wheeler
market changed with four &ndo4Gapanese joint =entures@ Hero Honda% TC. .uDuki% Bajaj
?awasaki and ?inetic Honda. The entr7 of these foreign companies changed the &ndian
market d7namics from the suppl7 side to the demand side. 6ith a larger selection of two4
wheelers on the &ndian market% consumers started to gain influence o=er the products the7
bought and raised higher customer e<pectations. The industr7 produced more models%
st7ling options% prices% and different fuel efficiencies. The foreign companies new
technologies helped make the products more reliable and with better Hualit7. &ndian
companies had to change to keep up with their global counterparts.
He%o Ho#a Moto%*!*(e Lt3
T!"e "ublic compan7 B.;@H;'EHE8/ 5
Fou#e Ganuar7 1#% 1#04 in :urgaon% Har7ana% &ndia
Hea$ua%te%& Har7ana% &ndia
'e! "eo"(e
Em "rakash 5unjal% 9ounder
5r. Brijmohan !all 5unjal% )hairman
5r. Toshiaki 8akagawa% Goint 5anaging
/irector
5r. "awan 5unjal% 5anaging /irector
I#u&t%! utomoti=e
P%ou*t& 5otorc7cles% .cooters
Re)e#ue -A 2.0 billion
+e,&ite http@>>www.herohonda.com>site>home>home.asp

HERO HONDA HEAD41ARTERS
He%o Ho#a Moto%*!*(e& Limite is an &ndian manufacturer of motorc7cles and
scooters. Hero Honda is a joint =enture that began in 1#04 between the Hero group of
&ndia and Honda from Gapan. &t has been the world3s biggest manufacturer of 24wheeled
motoriDed =ehicles since 2++1% when it produced 1.3 million motorbikes in a single 7ear.
Hero Honda3s .plendor is the world3s largest selling motorc7cle
Icitation neededJ
. &ts 2 plants are
in /haruhera and :urgaon% both in Har7ana% &ndia. &t specialiDes in dual use motorc7cles
that are low powered but =er7 fuel efficient.
Co#te#t&
1 5odels
o 1.1 Bikes
2 )ompan7 "rofile
o 2.1 Gust4in4Time
o 2.2 ncillarisation
o 2.3 /ealer 8etwork
o 2.4 9inancial "lanning
o 2.$ Kualit7
o 2., /i=ersification
3 ;<ternal links
5 Moe(& 6
Bi7e&
Hero Honda .plendor "lus
Hero Honda "assion "lus
Hero Honda ?ariDma
Hero Honda )BL
Hero Honda .uper .plendor
Hero Honda )/ /awn
Hero Honda )/ /elu<e
Hero Honda chie=er
Hero Honda :lamour
Hero Honda mbition
Hero Honda M.plendorM 5odel
5Com"a#! P%o/i(e6
NHeroO% is the brand name used b7 the 5unjal brothers in the 7ear 1#$, with the flagship
compan7 Hero )7cles. The two4wheeler manufacturing business of bic7cle components
had originall7 started in the 1#4+Bs and turned into the worldBs largest bic7cle
manufacturer toda7. Hero% is a name s7non7mous with two4wheelers in &ndia toda7. The
5unjals roll their own steel% make free wheel bic7cle critical components and ha=e
di=ersified into different =entures like product design. The Hero :roup philosoph7 is@
NTo pro=ide e<cellent transportation to the common man at easil7 affordable prices and
to pro=ide total satisfaction in all its spheres of acti=it7O. The Hero group =ision is to
build long lasting relationships with e=er7one (customers% workers% dealers and =endors*.
The Hero :roup has a passion for setting higher standards and N;ngineering .atisfactionO
is the prime moti=ation% wa7 of life and work culture of the :roup.
&n the 7ear 1#04% 5r. Brijmohan !al 5unjal% the )hairman and 5anaging /irector of
Hero Honda 5otors (HH5*% headed an alliance between the 5unjal famil7 and Honda
5otor )ompan7 !td. (H5)*. HH5 5ission .tatement is@ N6e% at Hero Honda% are
continuousl7 stri=ing for s7nerg7 between technolog7% s7stems% and human resources to
pro=ide products and ser=ices that meet the Hualit7% performance% and price aspirations of
our customers. 6hile doing so% we maintain the highest standards of ethics and societal
responsibilities% constantl7 inno=ate products and processes% and de=elop teams that keep
the momentum going to take the compan7 to e<cellence in the new millenniumO. This
alliance became one of the most successful joint =entures in &ndia% until the 7ear 1###
when H5) had announced a 1++P subsidiar7% Honda 5otorc7cle & .cooter &ndia
(H5.&*. This announcement caused the HH5 stock price to decrease b7 3+ percent that
same da7. 5unjal had to come up with some new strategic decisions as% H5.& and other
foreign new entr7 companies were causing increased intensit7 of ri=alr7 for HH5.
88 G%o0t. 88 The business growth of Hero Honda has been phenomenal throughout its
earl7 da7s. The 5unjal famil7 started a modest business of bic7cle components. Hero
:roup e<panded so big that b7 2++2 the7 had sold 0, million bic7cles producing 1,+++
bic7cles a da7. Toda7 Hero Honda has an assembl7 line of # different models of
motorc7cles a=ailable. &t holds the record for most popular bike in the world b7 sales for
&ts .plendor model. Hero Honda 5otors !imited was established in joint =enture with
Honda 5otors of Gapan in 1#04% to manufacture motorc7cles. &t is currentl7 the largest
producer of Two 6heelers in the world. &t sold 3 million bikes in the 7ear 2++$42++,.
'ecentl7 it has also entered in scooter manufacturing% with its model "!;.-'; mainl7
aimed at girls. The Hero :roup has done business differentl7 right from the start and that
is what has helped them to achie=e break4through in the competiti=e two4wheeler market.
The :roup3s low ke7% but focused% st7le of management has earned the compan7 plaudits
amidst in=estors% emplo7ees% =endors and dealers% as also worldwide recognition.
The growth of the :roup through the 7ears has been influenced b7 a number of factors@
5Ju&t-i#-Time6
The Hero :roup through the Hero )7cles /i=ision was the first to introduce the concept
of just4in4time in=entor7. The :roup boasts of superb operational efficiencies. ;=er7
assembl7 line worker operates two machines simultaneousl7 to sa=e time and impro=e
producti=it7. The fact that most of the machines are either de=eloped or fabricated in4
house% has resulted in low in=entor7 le=els. &n Hero )7cles !imited% the just4in4time
in=entor7 principle has been working since the beginning of production in the unit and is
functional e=en till date.. This is the Gapanese st7le of production and in &ndiaF Hero is
probabl7 the onl7 compan7 to ha=e mastered the art of the just4in4time in=entor7
principle.
5A#*i((a%i&atio#6
n integral part of the :roup strateg7 of doing business differentl7 was pro=iding
support to ancillar7 units. There are o=er 3++ ancillar7 units toda7% whose production is
dedicated to Hero3s reHuirements and also a large number of other =endors% which include
some of the better known companies in the automoti=e segment. ;mplo7ee "olic7@
nother .triking feature within the Hero :roup is the commitment and dedication of its
workers. There is no organiDed labor union and famil7 members of emplo7ees find read7
emplo7ment within Hero. The philosoph7 with regard to labor management is MHero is
growing% grow with Hero.M 6hen it comes to workers3 benefits% the Hero :roup is known
for pro=iding facilities% further ahead of the industr7 norms. !ong before other companies
did so% Hero was gi=ing its emplo7ees a uniform allowance% as well as House 'ent
llowance (H'* and !ea=e Tra=el llowance (!T*. ;<tra benefits took the form of
medical check4ups% not just for workers% but also for the immediate famil7 members.
5Dea(e% Net0o%7 6
The relationship of Hero :roup with their dealers is uniHue in its closeness. The dealers
are considered a part of the Hero famil7. nation4wide dealer network comprising of
o=er $%+++ outlets% and ha=e a formidable distribution s7stem in place. .ales agents from
Hero tra=els to all the corners of the countr7% =isiting dealers and send back dail7
postcards with information on the stock position that da7% turno=er% fresh purchases%
anticipated demand and also competitor action in the region. The manufacturing units
ha=e a separate department to handle dealer complaints and problems and the first
response is alwa7s gi=en in 24 hours.
5Fi#a#*ia( P(a##i#26
The Hero :roup benefits from the :roup )hairman3s financial acumen and his grasp on
technolog7% manufacturing and marketing. :roup )ompan7% Hero )7cles !imited has
one of the highest labor producti=it7 rates in the world. &n Hero Honda 5otors !imited%
the focus is on financial and raw material management and a low emplo7ee turno=er.
5 4ua(it! 6
Kualit7 at Hero is attained not just b7 modern plants and eHuipment and through latest
technolog7% but b7 enforcing a strict discipline. t the :roup factories% attaining Hualit7
standards is an e=er7da7 practice 4 a strictl7 pursued discipline. &t comes from an
amalgamation of the latest technolog7 with deep4rooted e<perience deri=ed from nearl7
four decades of hard labor. &t is an attitude that masters the challenge of growth and
change 4 change in consumers3 perceptions about products and new aspirations arising
from a new generation of bu7ers.
)onstant technolog7 up gradation ensures that the :roup sta7s in the global mainstream
and maintains its competiti=e edge. 6ith each of its foreign collaborations% the :roup
goes onto strengthen its Hualit7 measures as per the book. The :roup also emplo7s the
ser=ices of independent e<perts from around the world to assist in new design and
production processes.
5Di)e%&i/i*atio# 6
Throughout the 7ears of enormous growth% the :roup )hairman% 5r. !all has acti=el7
looked at di=ersification. considerable le=el of backward integration in its
manufacturing acti=ities has been ample in the :roup3s growth and led to the
establishment of the Hero )7cles )old 'olling /i=ision% 5unjal and .unbeam )astings%
5unjal uto )omponents and 5unjal .howa !imited amongst other component4
manufacturing units.
Then there were the e<pansion into the automoti=e segment with the setting up of
5ajestic uto !imited% where the first indigenousl7 designed moped% Hero 5ajestic%
went into commercial production in 1#10. Then came Hero 5otors which introduced
Hero "uch% in collaboration with global technolog7 leader .te7r /aimler "uch of ustria.
Hero Honda 5otors was established in 1#04 to manufacture 1++ cc motorc7cles.
The Hero :roup also took a =enture into other segments like e<ports% financial ser=ices%
information technolog7% which includes customer response ser=ices and software
de=elopment. 9urther e<pansion is e<pected in the areas of &nsurance and
Telecommunication.
The Hero :roup3s phenomenal growth is the result of constant inno=ations% a close watch
on costs and the d7namic leadership of the :roup )hairman% characteriDed b7 a culture of
entrepreneurship% of right attitudes and building stronger relationships with in=estors%
partners% =endors and dealers and customers
OBJECTIVES OF THE RESEARCH
1. To anal7De the customer satisfaction.
2. To anal7De the customer preference.
3. To know which manufacturer is pro=iding better ser=ices.
4. To anal7De after sales ser=ices of bikes.
$. To stud7 the beha=ioral factors of consumers in motor bikes.
,. To suggest =arious factors to impro=e sales.
RESEARCH METHODOLOGY
&t is well known fact that the most important step in marketing research process is
to define the problem. )hoose for in=estigation because a problem well defined is half
sol=ed. That was the reason that at most care was taken while defining =arious
parameters of the problem. fter gi=ing through brain storming session% objecti=es were
selected and the set on the base of these objecti=es. Huestionnaire was designed major
emphasis of which was gathering new ideas or insight so as to determine and bind out
solution to the problems.
DATA SO1RCE
'esearch included gathering both "rimar7 and .econdar7 data. P%ima%! ata is
the first hand data% which are selected a fresh and thus happen to be original in character.
"rimar7 /ata was crucial to know =arious customers and past consumer =iews about
bikes and to calculate the market share of this brand in regards to other brands.
Se*o#a%! ata are those which has been collected b7 some one else and which
alread7 ha=e been passed through statistical process. .econdar7 data has been taken from
internet% newspaper% magaDines and companies web sites.
RESEARCH APPROACH
The research approach was used sur=e7 method which is a widel7 used method
for data collection and best suited for descripti=e t7pe of research sur=e7 includes
research instrument like Huestionnaire which can be structured and unstructured. Target
population is well identified and =arious methods like personal inter=iews and telephone
inter=iews are emplo7ed.
SAMPLING 1NIT
&t gi=es the target population that will be sampled. This research was carried in
madurai
These were 1++ respondents.
DATA COMPLETION AND ANALYSIS
fter the data has been collected% it was tabulated and findings of the project were
presented followed b7 anal7sis and interpretation to reach certain conclusions.
SCOPE
57 project was based on the Com"a%ati)e Stu! o/ Bajaj V9S He%o Ho#a and
data was taken in the mau%ai onl7.
LIMITATIONS
1. 'esearch work was carried out in 5adurai onl7 the finding ma7 not be applicable to
the other parts of the countr7 because of social and cultural differences.
2. The sample was collected using conni=ance4sampling techniHues. s such result ma7
not gi=e an e<act representation of the population.
3. .hortage of time is also reason for incomprehensi=eness.
4. The =iews of the people are biased therefore it doesnBt reflect true picture.
.1/ 01ic1 2i3e 4o 5ou 1a6e7
Hero Hon"a '*
Bajaj 34
ny other %(
Hero hon"a
Bajaj
ny other
.2/ 01ic1 $o4el 4o 5ou Ha6e7
Hero Hon4a Ba8a8
Splen"er 3% CT %++ *
Passion %3 Disco,er %3
-ariGma * Pulsar %%
ny other 5 ny other 4
+
(
%+
%(
3+
3(
%
$o4el Na9e
N
o

o
:

P
e
r
s
o
n
s
Hero Hon"a
Splen"er
Passion
-ariGma
ny other
+
3
'
5
4
%+
%3
%'
%
$o4el Na9e
N
o

o
:

P
e
r
s
o
n
s
Bajaj
CT %++
Disco,er
Pulsar
ny other
.;/ In <1ic1 :a9il5 Inco9e le6el 4o 5ou !all7
%+++++-3+++++ 33
3+++++-3+++++ '(
3+++++-'+++++ 33
a#o,e '+++++ %+
+
%+
3+
3+
'+
(+
%
Inco9e le6el
N
o

o
:

P
e
r
s
o
n
s
%+++++-3+++++
3+++++-3+++++
3+++++-'+++++
a#o,e '+++++
.#/ !or 1o< long 4o 5ou o<n a 2i3e7
+-% year 3'
%-3 year 3&
3-3 year 35
a#o,e 3 year %%
+
%+
3+
3+
'+
No o:
Persons
%
No o: 5ears
+-% year
%-3 year
3-3 year
a#o,e 3 year
.'/ !or <1at =ur=ose 4o 5ou use 5our $otor Bi3e7
Hero Hon4a Ba8a8
7ffice Purpose & '
Personal purpose %3 %(
.oy Purpose %& %5
7ther 5 3
+
(
%+
%(
3+
7f f ice
Purpose
Personal
purpose
.oy
Purpose
7ther
Pur=ose
N
o

o
:

P
e
r
s
o
n
s
Hero Hon"a
Bajaj
.)/ Ho< 4o 5ou co9e to 3no< a2out t1is $otor Bi3e7
Hero Hon4a Ba8a8
@ewspaper ' 3
Tele,ision 33 %5
2a!aGine 3 %
8rien"s <
Relati,e %4 %&
+
(
%+
%(
3+
3(
Hero Hon"a Bajaj
Na9e o: Co9=an5
N
o

o
:

P
e
r
s
o
n
s
@ewspaper
Tele,ision
2a!Gine
8rien"s < Relati,e
.*/ Does "46ertise9ent In:luence 5our 4ecision
in c1oosing a $otor Bi3e7
;es 4*H
@o (H
Cant say 4H
;es
@o
Cant say
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1. 5ost of the "ulsar% )BL & ?ariDma are purchased b7 7oung generation
10 to 3+ because the7 prefer st7lish looks and rest of the models of
Hero Honda are purchased more b7 dail7 users who needs more
a=erage of bikes than looks.
2. Hero Honda is considered to be most fuel4efficient bike on &ndian
roads.
3. .er=ice & .pare parts are a=ailable throughout &ndia in local markets
also.
4. 6hile bu7ing a motorc7cle% econom7 is the main consideration in form
of maintenance cost% fuel efficienc7.
$. 5ajorit7 of the respondent had bought their motorc7cle more than 3
7ears.
FINDINGS
/uring this research project & came in to contact with man7 customers who are
ha=ing bikes. &t has been found that in Hero Honda mostl7 the customers are ha=ing
splendor while the ratio of the customers using "assion% ?ariDma and other bikes are
comparati=el7 low. &n Bajaj the customers are gi=ing more preference to /isco=er and
"ulsar models and in case of TC. Bikes the customers are gi=ig more preference to the
other models rather than 9lame%.tarcit7and pache. The ma<imum numbers of
customers that are using these bikes fall in the income group of 2+++++43+++++.
&t has been obser=ed that the customers are using their bikes mostl7 for official
and personal purpose. &t is obser=ed that the awareness of Hero Honda bikes mostl7
comes from friends while of Bajaj and TC. the awareness comes from newspapers and
tele=isions. Eut of the sample siDe of #+ customers% ,$ customers agree with the fact that
ad=ertisements pla7 a =er7 significant role in influencing their beha=ior to choose the
bike. En the other hand 1$ customers do not agree to this fact. 6hile remaining 1+
customers are not sure about it.
6hen the customers are asked that are the7 satisfied with the performance of their
bikes then most of them agrees to the fact. Eut of the sample siDe of #+ customers% $$
customers sa7s that the7 are satisfied with the performance of their bikes. En the other
hand 20 customers are not satisfied with the performance of the bikes that the7 are
ha=ing. 6hile the remaining 1+ customers are unable to sa7 an7thing. &t is obser=ed that
most of the customers are ha=ing full knowledge of the bike before purchasing
&t has been seen that &n Hero Honda bikes the mileage of the bike and the =alue
that it adds to the status s7mbol of the customers influences the decision criteria of most
of the customers. &n Bajaj bikes customers gets more influenced b7 the price and Hualit7
of the bike and also the7 think that it adds =alue to their prestige. 6hile in case of TC.
bike the economic price of the bikes influences the bu7ing beha=ior of the customers
.
&t is obser=ed that in rating of different features of different bikes people gi=e ma<imum
rating to the look and shape of the bike. t the second le=el the7 gi=e their rating to the
pick up. t the third le=el the7 rate mileage. nd at the fourth le=el the7 gi=e points to
5aintenance. t last the7 rate price and brand image.
RECOMMENDATIONS
1. Bajaj should introduce some more models ha=ing more engine power.
2. Hero Honda should think about fuel efficienc7 in case of upper segment
bikes.
3. 5ore ser=ice centers should be opened.
4. 5aintenance cost and the a=ailabilit7 of the spare parts should also be
gi=en due importance.
$. The7 also introduce some good finance>discount schemes for students.
,. The price should be economic.
41ESTIONNAIRE
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.tudent Ether
K1* 6hich Bike do 7ou ha=e2
Hero Honda Bajaj
K2* 6hich 5odel do 7ou ha=e2
Hero Honda@ 4 .plendor "assion
?ariDma Ether
Bajaj@ 4 )T 1++ /isco=er
"ulsar Ether
9lame pache
Ether
K3* &n which 9amil7 &ncome do 7ou 9all2
1+++++42+++++ 2+++++43+++++
3+++++44+++++ bo=e 4+++++
K4* 9or how long do 7ou own a Bike2
+41 7ear 142 7ear
243 7ear abo=e 3 7ears
K$* 9or what purpose do 7ou use 7our 5otor Bike2
Effice "urpose "ersonal "urpose
Go7 "urpose Ether
K,* How do 7ou come to know about this 5otor Bike2
8ewspaper Tele=ision
5agaDines 9riends>'elati=es
K1* re 7ou satisfied with the performance of the bike that 7ou are currentl7 ha=ing2
Res 8o )anBt sa7
K0* /oes d=ertisement &nfluence 7our decision in choosing a 5otor Bike2
Res 8o )anBt sa7
K#* /o 7ou ha=e full knowledge about Bikes before bu7ing2
Res 8o )anBt sa7
K1+*. 6hich factor below influence 7our decision2
"rice 5ileage Kualit7
'esale Calue .tatus .7mbol
K11* How would 7ou rate the following factors of bikes with respect to different
companies2
Hero Honda Bajaj
5ileage
"rice
"ick up
5aintenance
!ook>.hape
Brand &mage
12* &f new bike with good feature comes in% then would 7ou like to change 7our bikes2
Res 8o )anBt sa7
K13* n7 .uggestions for )ompan7
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BIBLIOGRAPHY
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