Professional Documents
Culture Documents
Institutions, Lucknow
Faculty of Management
A Project Report
on
IDENTIFICATION
SUBMITTED TO
SUBMITTED BY
Mr. PashupatiNathVerma
(Roll No:1362070049)
June, 2015
ACKNOWLEDGEMENT
The research work requires co-operation of many people and
this work is no exception. It is difficult to thank individually all
the persons who patronized this work. The researcher had
asked for favors, borrowed ideas, expressions and facts from
so many that it would require one volume to give credit to all.
So, the researcher wants to thank all the patrons of this report
I wish to express my profound gratitude to Mr. Pashupati NathVerma (HOD)
for his unhitching support during my work. He is the true driving force behind
this work throughout, constantly encouraging me to do my best and inspiring
me to aim higher.
I am also very thankful to all the faculty members, the whole
college staff for providing me with necessary facilities and
support, essential for bringing out this work in a short time.
Last but not the least, I am thankful to all respondents, who
gave me their precious time and support to fulfill this task,
without their co-operation the study would not have seen the
light of the day.
DECLARATION
hereby
declare
IDENTIFICATION
LEVEL
OF
LUCKNOW
that
this
OF
CONSUMER
BAJAJ
CITY
Project
AUTOMOBILE
in
the
partial
Report
entitled
SATISFACTION
CUSTOMER
fulfillment
of
IN
the
Table of Content
Particular
ACKNOWLEDGEMENT
DECLARATION
TABLE OF CONTENT
PROJECT SUMMARY
Research Objective
Results
Conclusions
PART-I
1. INTRODUCTION TO THE INDUSTRY
1.1
Industry Profile
1.2
Major Players
1.3
Recent Problem Faced by Industry.
PART-II
2. INTRODUCTION & DESIGN OF STUDY
2.1
Introduction to the problem
2.2
Review of Literature
2.3
Objective of the Study
2.4
Research Problem
3. RESEARCH METHODOLOGY
3.1
Research Objective
3.2
Research Hypothesis
3.3
Research Design
3.3.1 Sampling Design
3.3.2 Data Collection Design
4. DATA COLLECTION & FIELD WORK
4.1
Data Editing
4.2
Data Coding
4.3
Coded Data
5. DATA ANALYSIS & INTERPRETATION
5.1
Graphical Representation
5.2
Data Analysis: Different Measures
5.3
Data Analysis: Test of Hypothesis
5.4
Interpretation of Research Findings
6. FINAL REPORT
6.1
Results
6.6.
Conclusions
6.7.
Limitation
6.8.
Further implications
7. APPENDED PARTS
7.1
Data Collection Forms
7.2
Bibliography
7.3
.
Page No.
Executive Summary
Customer
disappointment
Satisfaction
resulting
is
from
person
comparing
feelings
a
(or)
products
The
measures
the
Customer
satisfaction
level
Chapter-1
PART-I
Introduction on topic
in
relation
to
the
buyers
expectations.
If
their
satisfaction
with
an
element
of
the
the
company
has
many
stakeholders,
including
and
one
of
the
fastest
growing
globally.
India
USD
35
billion
and
provides
direct
and
indirect
The Indian two-wheeler industry has come a long way since its
humble beginning in 1948 when Bajaj Auto started importing
respectively.
There
are
many
two-wheeler
exports
is
playing
major
role
in
the
rise
and
Industry
gives
insight
of
the
industry
groups,
of which
one
Year
Plans
(CMIE,
1990).
Private
investment
was
were
aimed
at
regulating
monopoly
and
foreign
discuss
in
somewhat
greater
1960 1969
detail
the
principal
manufacturing,
besides
restricting
import
of
1970 1980
This was a period during which the overall growth rate of the
two-wheeler industry was high (around 15% per annum).
Furthermore, the levels of restriction and control over the
industry were also high. The former was the result of the steep
oil price hikes in 1974 following which two-wheelers became
popular modes of personal transport because they offered
higher fuel efficiency over cars/jeeps5. On the other hand, the
introduction of regulatory policies such as MRTP and FERA
resulted in a controlled industry. The impact of MRTP was
limited as it affected only large firms like Bajaj Auto Ltd. whose
growth rates were curbed as they came under the purview of
this Act. However, FERA had a more far-reaching effect as it
caused foreign investment in India to be restricted. In the
motorcycle segment FERA caused technological stagnation6, as
a consequence of which neither new products nor firms entered
the market since this segment depended almost entirely on
foreign collaborations for technology. The scooter and moped
segments on the other hand were technologically more selfsufficient and thus there were two new entrants in the scooter
segment and three in the moped segment.
1981 1990
strategy
and
thereby
improve
their
capacity
economy.
The
two-wheeler
industry
was
completely
COMPANY PROFILE
COMPANYS HISTORY:
(Bajaj Auto)
Bajaj Auto Ltd. is the largest exporter of two and three wheelers. With
Kawasaki Heavy Industries of Japan, Bajaj manufactures state-of-the-art range of
Industry Profile:
Founder
Year
Jamnalal Bajaj
of
1926
Establishment
Industry
Business Group
Presence
Joint Venture
Office
India
Tel.: +(91)-(20)-27472851
Fax: +(91)-(20)-27473398
Works
rahulBajaj@Bajajauto.co.in
Website
www.Bajajauto.com
Management profile:
Rahul Bajaj
Chairman
Madhur Bajaj
Vice Chairman
Rajiv Bajaj
Managing Director
Sanjiv Bajaj
Executive Director
Ranjit Gupta
C P Tripathi
N H Hingorani
Kevin P D'sa
PradeepShrivastava
S Sridhar
V S Raghavan
S Ravikumar
K Srinivas
Abraham Joseph
J. Sridhar
Company Secretary
Board of Directors
Board of Directors
Rahul Bajaj
Chairman
Madhur Bajaj
Rajiv Bajaj
Managing Director
Sanjiv Bajaj
Executive Director
D.S. Mehta
Whole-Time Director
Kantikumar R. Podar
Director
Shekhar Bajaj
Director
D.J. BalajiRao
Director
J.N. Godrej
Director
S.H. Khan
Director
Mrs. SumanKirloskar
Director
Naresh Chandra
Director
NanooPamnani
Director
Manish Kejriwal
Director
P Murari
Director
Niraj Bajaj
Director
Chairman
D.J. BalajiRao
J.N. Godrej
Naresh Chandra
NanooPamnani
Chairman
J.N. Godrej
Naresh Chandra
S. H. Khan
Remuneration committee
D.J. BalajiRao
Chairman
S.H. Khan
Naresh Chandra
WORKS
Group of companies:
Mukand Ltd.
Jeevan Ltd.
Milestones
2007
September
June
April
February
January
2006
April
2005
December
June
February
2004
October
August
May
January
Bajaj unveils new brand identity, dons new symbol, logo and brandline
2003
October
October
July
February
Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the executive motorcycle segment.
2001
November
Bajaj Auto launches its latest offering in the premium bike segment Pulsar.
January
2000
July 25th
October
Spirit launched.
1997
The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw are introduced.
1995
November
29
1994
The Bajaj Classic is introduced.
1991
The Kawasaki Bajaj 4S Champion is introduced.
1990
The Bajaj Sunny is introduced.
1986
The Bajaj M-80 and the Kawasaki Bajaj KB100 motorcycles are introduced.
500,000 vehicles produced and sold in a single financial year.
1985
November 5 The Waluj plant inaugurated by the erstwhile President of India, ShriGianiZail Singh.
Bajaj Auto comes into existence as M/s Bachraj Trading Corporation Private Limited.
Awards
Product Award
Year
By
2007
2007
2005
Autocar Professional
2005
2005
TNS Automotive
2005
2004
2004
2004
2004
2004
2003
2003
2003
2003
30,000
Bajaj Pulsar - Motorcycle Total Customer
Satisfaction Study
2003
NFO Automotive
2003
2002
OVERDRIVE Awards
2002
OVERDRIVE Awards
2001
OVERDRIVE Awards
Award
Year
By
2006-07 TPM
1998-99 EEPC
Export Excellence
1998-99 EEPC
Certificate of Merit
1997-98 EEPC
Export Excellence
1997-98 MCCIIA
1997-98 EEPC
1996-97 EEPC
Export Excellence
1996-97 MCCIA
1995-96 EEPC
1995-96 EEPC
1995-96 MCCIA
1995-96 EEPC
Certificate of Merit
1994-95 EEPC
1994-95 EEPC
1994-95 EEPC
National Export award for Outstanding Performance 1994-95 Government of India, Ministry of
Commerce
Western Region Top Export Award
1994-95 EEPC
1994-95 EEPC
1993-94 EEPC
1993-94 EEPC
1992-93 EEPC
1990-91 EEPC
1986-87 EEPC
1980-81 EEPC
1979-80 EEPC
1979-80 EEPC
Certificate of Merit
1978-79 EEPC
1977-78 EEPC
1977-78 EEPC
Export Promotion
1976
FICCI
1976
FICCI
Export Excellence
1975-76 EEPC
Rahul Bajaj
Chairman
Rahul Bajaj is an Honours Graduate in Economics and Law and a
Business Graduate from the HarvardBusinessSchool. He was
appointed Chief Executive Officer of Bajaj Auto in 1968 and took
over later as Head of the Bajaj Group of companies.
Madhur Bajaj (Vice Chairman):After graduating in Commerce, Mr Bajaj did his
MBA from Lausanne, Switzerland. Joined as DGM in March 1983, took over as
General Manager Aurangabad Division in June 1986, as its Chief Executive in
October 1988, he became President of Bajaj Auto in September 1994, Executive
Director in May 2000 and as Vice Chairman in July 2001.
Rajiv Bajaj (Managing Director): Rajiv Bajaj, who took charge as Managing
Director on 1st April 2005, is a Mechanical Engineer from PuneUniversity. He later
did his Masters in Manufacturing Systems Engineering from the University of
Warwick. Joined as Officer on Special Duty in 1990, took over as General
Manager (Products) in February 1993, as Vice President (Products) in June 1995,
President in May 2000, President & Whole Time Director in March 2002, Joint
Managing Director in March 2003
Sanjiv Bajaj
(Executive Director): Joined as Officer on Special Duty in 1994, took over as
Executive Director in April 2004, as General Manager (CF) in 1997, took charge
as Vice President (Finance) in April 2001. He is a Mechanical Engineer from
PuneUniversity, with Masters in Manufacturing Systems from University of
Warwick and MBA from HarvardBusinessSchool.
N H Hingorani
(Vice President (Materials)):Joined in 1997 as General Manager (Materials), took
over as Vice President (Materials) in 1998. He is a Mechanical Engineer from
MalaviyaRegionalEngineeringCollege, Jaipur
Ranjit Gupta
(Vice President (Insurance)) Joined as General Manager (Co-ordination) in 1988,
and rose to become Vice President (Materials) in 1995, Vice President (HRD) in
2000 and Vice President (Insurance). He did his Mechanical & Electrical
Engineering from Indian Railway Institute of Mechanical & Electrical Engineers.
Honoured with fellowship of Institute of Electrical Engineering (London) and
membership of Institute of Mechanical ENGG London.
C P Tripathi
(Vice President (Operations))Joined in January 1996 as Vice President (Waluj plant) and is
now Vice President (Operations). He is a Science Graduate from AgraUniversity. Later he did
Mechanical Engineering from Indian Institute of Technology, Kharagpur.
Kevin P D Sa
(Vice President (Finance)):Mr. Kevin joined Bajaj in September 1978 and is now Vice
President (Finance). He is a B.Com graduate. Later he did CA in 1978 and ICWA in 1981.
PRODUCT PROFILE
PRODUCT PROFILE
Bajaj Automobiles is one of the largest two-wheeler manufacturers in the world.
Bajaj Auto is present in every segment of the market be it scooters, motorcycles
and three wheelers. It has supplemented its collaboration with Kawasaki with its
own range of motorcycles and scooters.
MOTORCYCLES FROM BAJAJ AUTO:
Bajaj motorcycle range extends from the value for money CT100 DLX to
the Pulsar DTS-I in the performance segment. The latest launch in the 135 cc
segment in the Discover and 180cc segment in the Pulsar.
Further the motorcycles can be characterized in segment.
1) Standard segment Bike:
Bajaj CT100:
Its elegant Platinum silver color with chrome graphics is desperately catching the
eyes of many finicky bike lovers. Graphic tint engine and transmission with black
silencer are really leaving good appeal to the eyes of the viewers.
To add more aesthetic value to this bike, it is further equipped with exclusive
streak design side panels and sleek rear panels with fluid grab rail design.
Other mentionable features for making this bike more reliable are chrome heat
shield and annular chrome rings housed in a sporty console.
Features
Features:
Superior Style:
Athletic, lean and muscular styling.
Gorgeous graphics
Integrated new style tail lamp and fluid grab rail design
Exhaust TEC:
World first exhaust TEC ( Torque Expansion Chamber) technology for the
exhaust system improves engine torque at low rpms and its optimized to get
maximum performance from the engine
Electric start:
The new Bajaj discover will give you the kicks, without you having to
deliver any
just thumb the electric start switch, and ready to roll as the Bajaj Discover 135cc
DTS-I engine purrs to life instantaneously.
a longer wheel base, gas filled rear shock absorbers and six spoke alloy
wheel
Features:
DTS-I engine:
The revolutionary Bajaj DTS-i engine technology is the heart of digital biking. It
incorporates digital Twin Spark Ignition (DTS-i) system, digital CDI and TRICS III.
The combined action of these technological breeakthrough send other bikes to
where in belongs the stone age. Digital biking will redefine biking in India for a
long time to come.
Enhanced comfort:
Experience the power of Nitro- nitrogen assisted rear gas shockers with triple
rated spring and front telescopic suspension which ensure air cushion feel even
on extreme terraffic.
Chapter 2
LITERATURE REVIEW
and other products against which the customer can compare the organization's
products.
This provides the measurer with a satisfaction "gap" which is objective and
quantitative in nature. Work done by Cronin and Taylor propose the
"confirmation/disconfirmation" theory of combining the "gap" described by
Parasuraman, Zeithaml and Berry as two different measures (perception and
You want people to be satisfied with your website right? Measuring customer
satisfaction is subjective it tells you what they say they like and dont like
about your site, not necessarily what they do on your site. But it will tell you
whether they happy or not, when they used your site, how likely they are to
return, whether theyll recommend your site to others, and much more.
Examples
Department of Educations customer survey -- in-house
survey, which allows visitors to view analysis of the over
6,000 responses received to-date
EPAs customer survey -- in-house survey used to learn
about site visitors, what theyre looking for, and how
satisfied they are
Forest Service online survey -- uses the American
Customer Satisfaction Index (ACSI) survey. They provide a
notice on their site telling visitors about the survey and
how the data will be collected and used.
Resources: Customer Satisfaction
Customerservice.gov
--
managed
by
the
Federal
Methodologies
The University of Michigan's American Customer Satisfaction Index(ACSI) is a
scientific standard of customer satisfaction. Academic research has shown that
the national ACSI score is a strong predictor of Gross Domestic Product (GDP)
growth,
and
an
even
stronger
predictor
of
Personal
Consumption
The Net Promoterscore is a management tool that can be used to gauge the
loyalty of a firm's customer relationships. It serves as an alternative to
traditional customer satisfaction research. Companies obtain their Net Promoter
Score by asking customers a single question (usually, "How likely is it that you
would recommend us to a friend or colleague?"). Based on their responses,
customers can be categorized into one of three groups: Promoters, Passives, and
Detractors. In the net promoter framework, Promoters are viewed as valuable
assets that drive profitable growth because of their repeat/increased purchases,
longevity and referrals, while Detractors are seen as liabilities that destroy
profitable growth because of their complaints, reduced purchases/defection and
negative word-of-mouth. Companies calculate their Net Promoter Score by
subtracting their % Detractors from their % Promoters.
many have introduced automated voice surveys at the end of a call, provided by
companies such as VIRTUATel. These use IVRtechnology, whether hosted or
on-premise, to collect the valuable feedback data collection. However, the real
power of such surveys is in making use of sophisticated data analysistechniques
and comparison indicators such as Advocacy Index to drive powerful
Performance Management to increase customer retention and revenue percustomer rates.
Improve Your Customer Service
"FAQ" page and explain anything that might confuse your customers or
visitors. Follow-up with an electronic survey with questions on how to
increase your site's user-friendliness.
4. Resolve customer complaints quickly and completely. Answer all e-mail
and phone calls within a few hours. This will show your customers you really
care about them.
5. Don't make your customers or visitors hunt for your contact information.
Make it easy for them to contact you. Offer as many contact methods as
possible. Hyperlink all your e-mail addresses so they don't have to find or
type it. Offer a toll free number.
6. If you have strategic alliances or employees, make sure they are familiar
with your customer service policy. Give your employees bonuses or
incentives to practice excellent customer service. Tell employees to be
flexible with each individual customer, each one has different concerns,
needs and wants.
7. Give your customers more than they expect. Send thank you gifts to long
time customers. E-mail them greeting cards on holidays or birthdays if you
have their address or online cards if you only have their e-mail address and
name. Give bonuses to your customers who make a big purchase or multiple
purchases.
8. U-welcome, please, and thank you and can never be over used. Be polite
no matter what. Admit and apologize for mistakes quickly and make it up to
them in BIG ways if you want them to continue being a customer.
9. Reward in points -- give customers a point for every dollar they spend. Set
up a points-earned sheet. E-mail the customer an update monthly. If they send
you a referral they get 10 points, if they buy something add 10 more points.
10. If your business is local, invite customers to your office for lunches,
parties, barbecues, dances, seminars or other special events.
It isn't what you perceive as valuable but what customers see from their eyes.
Yet, sometimes, you just can't please some folks. If that occurs, do you best
and then let it go. You don't want them for clients anyway.
This unique customer service training program supports todays busy managers
with lessons that require just 30 minutes a week. It is a convenient, low-cost
management training program that meets the unique needs of those who are
challenged with transforming their customer service and customer relationship
management into a competitive advantage.
The Customer Care Coachcustomer service training program teaches you how
to build, inspire and motivate a team that is focused on customer care, customer
loyalty and customer retention thereby creating profits.
PART-II
Chapter - 3
RESEARCH METHODLOGY
research
is
concerned
with
administration
of
and
data
analysis.
The
administration
of
SCOPE OF STUDY:
RESEARCH OBJECTIVES:
RESEARCH METHODOLOGY:
a) Hypothesis (if applicable):
Not Applied
b) Research Design:
Descriptive Research
LIMITATIONS
the motorcycle thus they could not respond accurately i.e. their
satisfaction leveland defects in the motorcycles.
and
achieving
absolute
mathematical
accuracy
I
N
T
E
R
V
E
W
E
R
Q
U
E
S
T
O
N
N
A
R
E
R
E
S
P
O
N
D
E
N
T
SWOT Analysis:
1.Strengths:
"Bajaj" is a well established Brand name in the scooter segment.
Bajaj Auto is a cost-effective producer in the two wheeler market.
1. Style
2. Pick up
3. Speed
2. Weaknesses:
Bajaj has become a generic name associated with the scooters and that
needs to be changed in the minds of the consumers before it could expect
a great success in the motorcycle segment.
Bajaj is dependent on its foreign counterparts for technological support.
This needs to be addressed as it might be crucial when the foreign players
3.Opportunities:
The market share in the scooter segment has taken a beating from TVS
Suzuki's entry into this segment.
Entry of Multinational companies, especially Chinese ones, in the
motorcycle segment will stiffen the competition and will hamper the
efforts of Bajaj to establish itself in the motorcycle segment.
Threats are challenges posed by an unfavourable trend or
development that could lead to lower sales and profit.
They are external factors.
1. Increasing competition
2. Launch of cheaper motorcycles by competitors
3. Launch of cheaper cars by TATA whose price is equivalent to Bajajs
Pulsar
segment
No. of respondents
53
7
60
Percentage
83.33
16.67
100
1.
Interpretation- Chart 1.1 reveals the motorcycle ownership of Bajaj. The
survey
motorcycle.
Response
Yes
No
Total
No. of respondents
40
20
60
Percentage
66.67
33.33
100
Percentage
Yes
33.33
No
66.67
Interpretation-
NO. Of
Respondent
25
15
Percentage
41.67
25
XCD
15
25
Other
2
3
60
3.33
5
100
Platina
Total
Percentage
Pulsar
3.33 5
25
Discover
41.67
XCD
Platina
Other
25
Interpretation- Chart
3.1 exhibits ownership of various brands of Bajaj i.e. 23
of them own Bajaj motorcycles .Pulsar is owned by 41.67%, Discover 25%, XCD 1525%,
Platina 3.33% and Others 5%.
Frequen
cy
Percentage
Below-50000
18
30
50000-70000
14
23.3
70000-1Lac
24
40
Above-1Lac
6.6
Total
60
100
rates
below 50000
6.6
30
50-70
70- 1 lac
above 1 lac
40
23.3
Interpretation-
bike should be
between 50-70k and there are a Lot of customers 40% according those
respondent the price is between 50000to 70000 is good for Bajaj bikes and while
only 6.6% are agree to the price is above 1lac respectively .
Freque
ncy
Percent
age
Yamaha
R15
20
33.3
Pulsar-220
30
50
H.HKarizma
10
16.7
Total
60
100
33.3
yamha
Pulsar
Karizma
50
Interpretation-
Yamaha R15 and 30 PULSAR-220while the rest of only 10buyer prefer to buy
karizmaout of 60.
Frequenc
y
Percentag
e
Mileage
12
20
Comfort
11.6
Style
10
Price
17
28.3
After Sale
Service
3.3
Resale value
6.6
Maintenance cost
6.6
Power
3.3
Brand Image
8.3
Total
60
100
reasons finding
3.3
6.6
6.6
3.3 28.3
Interpretation-
8.3
20
11.6
10
mileage
comfort
style
price
after sale
resale
maintenance
power
brand image
respondents. Out of the sample20% for mileage 11.6% for comfort, 10% for style
28.3% respondents bought the bike because of its price, 3.3% after sale, 6.6%
bought for resale, 6.6 for maintenance cost,3.3% for power and 8.3% for
maibrand image.
Rating
NO.OfResponde
Percentage
Excellent
nt
25
41.67
Good
30
50
8.33
Bad
Bad
Very Bad
Total
60
100
Percentage
8.33
41.67
Excellent
Good
Bad
Very Bad
50
The table shown below reveals rating of Bajaj by Pulsar motorcycle and other
Bajaj motorcycle owners.
Series
NO.ofResponde
nt
20
150 cc
180 cc
200 cc
220 cc
18
12
10
60
Total
Percentage
33.33
30
20
16.67
100
Sales
150 cc
16.67
33.33
180 cc
200 cc
20
220 cc
30
Interpretation-.Chart
are owning 150cc 30% are owing 180cc, 20% are owing 200cc and
16.67% are owing 220cc
NO.ofResponde
Information
nt
Percentage
Family
10
16.67
Friends
Advertisements
Mechanics
Dealers
20
10
10
8
33.33
16.67
16.67
13.33
2
60
3.33
100
Others
Total
Percentage
3.33
13.33
16.67
Family
Friends
Adversitement
Mechanics
16.67
Dealers
Others
33.33
16.67
NO.OfResponde
Percentage
Satisfaction
0-25%
nt
10
16.67
25-50%
25
41.67
50-75%
10
16.67
75-100%
15
25
Total
60
100
Sales
25
16.67
0-25%
25-50%
50-75%
75-100%
16.67
41.67
Customers
NO.OfResponde
Percentage
Feeling
Excited
nt
20
33.33
Playful
15
25
Happy
Boring
Uncomfortable
20
3
2
33.33
5
3.33
Total
60
100
Percentage
Excited
5 3.33
Playful
33.33
Happy
Boring
33.33
Uncomfortable
25
NO.OfResponde
Percentage
Excellent
nt
25
41.67
Good
30
50
8.33
Bad
Very Bad
Total
60
100
Bad
Percentage
Excellent
8.33
Good
41.67
50
motorcycle?
Willingness
NO.OfResponde
Percentage
nt
25
41.67
15
25
10
8
16.67
13.33
3.33
Total
60
100
Percentage
3.33
13.33
41.67
16.67 25
Willingnes
Those
Those
Those
owing
owing
who are
Bajaj
other
owing
Motor
Motor
motor
Cycles
Cycles
cycles
10
10
25
15
10
22
12
26
60
Definitelywill
Total
buy
Probably
willBuy
Might
orMight
notbuy
Probably
willnot buy
Definitelywill
not buy
Total
Willing
ness
Definitel
Hero
TVS
Honda
Other
Total
10
25
15
10
20
13
17
10
60
Honda
y will
buy
Probably
willBuy
Might
orMight
notbuy
Probably
willnot
buy
Definitely
will not
buy
Total
Age Group
NO. Of
Percentage
18-25
Respondent
37
61.67
26-35
18
30
36-45
46 and Above
3.33
Total
60
100
is
based
on
the
service
of
the
motorcycle
Response
Yes
No
Total
No. of respondents
55
5
60
Percentage
91.67
8.33
100
Percentage
8.33; 8%
Yes
No
91.67; 92%
Response
Yes
No
Total
No. of respondents
45
15
60
Percentage
75
25
100
Percentage
25
Yes
No
75
motorcycle.
FINDINGS
FINDINGS:
The study was conducted and the findings are given in the following
text:
1. Market presence:
Automobile companies like Hero Honda, TVS, Honda are already
present in
the market. But Bajaj was present with more than 60 % of high
displacement
segment like Pulsar.
2. Market share:
Market share of Bajaj is alright but it is no.2 in leadership. Its
market share
is 34%.
SUGGESTIONS&RECOMMENDATIONS
1. Increase in advertising in mass media to promote its sales.
2. Manufacture fuel efficient motorcycles.
CONCLUSION
womenempowerment,
health
services,
animal
husbandry etc.
Although Hero Honda is the market leader in the automobile
sector, Bajajhas always produced quality motorcycle with style
and maintained its standardby being on No.2.
Books:
1.PhilipKotler Marketing Management
Magazines:
1. Auto India - Car & Bike Magazine
2. Overdrive - Car & Bike Magazine
3. Business Today
Websites:
www.wikipedia.com
www.google.com
www.bajajauto.com
www.mybikesworld.com
ANNEXURE
& QUESTIONNAIRE
Name and Address:
a. Style
b. Brand image
c. Mileage
d. Pickup
f. Resale value
h. Comfort
e. Price
g. Popularity
i. Low maintenance
j. Safety
b. Friends
c. Media
d. Mechanics e. Dealers
f. Others __________(Please Specify)
b.25-50%
c.50-75%
d.75-100%
b. Playful
d. Boring
e. Uncomfortable
c. Happy
b. Good
e. Very Bad
11.Do you wish to buy a Bajaj Pulsar or any of the Bajaj Autos
motorcycle?
a. Definitely will buy
c. Might or Might not Buy
ii. Businessmen
iii.Professional(Medicos, CAs,
iv. Working professional
v. Employees vi. Others
b. No
14. Are you satisfied of giving your motorcycle for free service
from the
a. Yes
showroom?
b. No