50194646 Brand Loyalty HHonda

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PROJECT BY BLUE DIAMONDS

A STUDY ON BRAND LOYALTY WITH REFERENCE TO HERO HONDA COMPANY LTD., BANGALORE. By JUNAID KHAN.S & TEAM Under the Guidance of Mrs. NIKITHA SREEKANTHA (Department of Commerce and Management)

2011-2012 DAYANANDA SAGAR INSTITUTIONS BANGALORE -560071.

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PROJECT BY BLUE DIAMONDS BLUE DIAMONDS TEAM MEMBERS1. JUNAID KHAN.S (TEAM Leader)

TEAM MEMBERS:2. SUMIT VISHNANI 3. ROHAN KUMAR 4. KUMAR VIVEK 5. PRIYTABRATO CHAKRABORTY 6. MANISH CHANDRA 7. DAUD ADNAN 8. OVAIS HUSSAIN 9. KSHITIJ GUPTA 10. SANJAY RAJAK

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PROJECT BY BLUE DIAMONDS

STUDENTS DECLARATIONWE, BLUE DIAMONDS, hereby declare that the project report entitled A STUDY ON BRAND LOYALTY WITHREFERENCE TO HERO HONDA COMPANY LTD., BANGALORE. submitted to BBM DEPARTMENT in

partial fulfillment for the award of Degree of Bachelor of Business Management, under the guidance and supervision of Mrs. NIKITHA SREEKANTHA, Lecturer, Dayananda Sagar College.

DATE: PLACE: BLUE DIAMONDS (junaid khan s)

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PROJECT BY BLUE DIAMONDS ACKNOWLEDGEMENTI would like to express my sincere gratitude to all my team members who have been instrumental in presentation of this project report. No work can be accomplished alone. It needs of various people to give a final stage. With this regard I convey my special regards to my team members. JUNAID KHAN S SUMIT VISHNANI ROHAN KUMAR KUMAR VIVEK PRIYTABRATO CHAKRABORTY MANISH CHANDRA DAUD ADNAN OVAIS HUSSAIN KSHITIJ GUPTA SANJAY RAJAK TEAM LEADER CO-ORDINATOR FIELD WORK COLLECTION OF DATA FIELD WORK COLLECTION OF DATA FIELD WORK COLLECYION OF DATA REPORT-PREPARETION DATA TABULATION

We as a team would like to thank Prof. Shiv Kumar, Director, DSJBS for his kind support. We would also thank Prof. Rekha M P, process Head, BBM / B. COM DSJBS for her continues support. Last but not the least, we would like to thank other distinguished faculties & friends & the management for their support that has largely contributed to the successful completion of the project. We extend our special thanks to Prof. Vijay Chandra Rao, HOD, BBM DSJBS for his kind support & guidance.

Place Bangalore Date 10th Sep 2011

Prof .Rekha M P Process Head

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PROJECT BY BLUE DIAMONDS Sl.N Chapter o. 1 2 3 4 5 Nos. Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Subject INTRODUCTION Research Page Nos. 05-23 24-26

Design Company Profile 27-46 Data Analysis & 47-63 Interpretation Suggestions 63-64

6 7 8

Chapter 6 Chapter 7 Chapter 8

Conclusion Annexure Bibliography

65 66-68 69

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PROJECT BY BLUE DIAMONDS Chapter 1 Introduction

Marketing:Marketing is so basic that it cannot be considered as a separate function. It is whole business seen from the point of view of its final results i.e., from the customers point of view. Business is not determined by the product but by the customer.

___ Peter F.DruckerMarketing is a social and managerial process by which individuals and groups obtain what they need and want through creating, offering and exchanging products of value with others. ________ Philip Kotler American Marketing Association defined marketing as The process of planning and executing the conception, pricing, promotion and distribution of ideas, goods and services to create exchange that satisfy individual and organizational objectives.

Marketing Management:According to Philip Kotler Marketing management is the process of planning and executing the conception, pricing, promotion distribution of goods, services and ideas to create exchange with target groups that satisfy customers and organizational objectives.

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PROJECT BY BLUE DIAMONDSAccording to Paul Mazer marketing is an ongoing process of discovering and translating consumer needs and design into products and services, serving the consumer demands with help of Marketing Channel.

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PROJECT BY BLUE DIAMONDSBRANDDefinition: Brands that consumers generally buy from the same manufacturer repeatedly over time rather than buying from multiple suppliers within the category. It also refers to the degree to which a consumer consistently purchases the same brand within a product class. Brand Loyalty is the consumer's conscious or unconscious decision, expressed through intention or behavior, to repurchase a brand continually. It occurs because the consumer perceives that the brand offers the right product features, image, or level of quality at the right price. Consumer behavior is habitual because habits are safe and familiar. In order to create brand loyalty, advertisers must break consumer habits, help them acquire new habits, and reinforce those habits by reminding consumers of the value of their purchase and encourage them to continue purchasing those products in the future. Understanding the key constructs of trust, commitment and attitudinal brand loyalty and their respective antecedents, together with the linkages between these variables is critical if improvement in relationships in a businessto-business setting is to occur. Trust and commitment are considered to be central constructs of relationship marketing. Commitment influences the buyers choice of seller and trust is a key driver in this process. Indeed, commitment and trust are critical to any discussion of business relationships because they encourage exchange partners to work at preserving the relationship and achieve mutual gains. It is claimed that commitment and trust will produce efficiency, productivity and effectiveness, all of which are essential for any long-term project. Once a relationship is established, a high level of commitment and trust in the sales representative may impact on brand loyalty .

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PROJECT BY BLUE DIAMONDS

Principles of Good Brand: 1. Be easy to pronounce. 2. Be easy to remember. 3. Be easy to recognize. 4. Be easy to translate into all languages in the markets where the brand will be used. 5. Attract attention. 6. Suggest product benefits (e.g.: Easy-Off) or suggest usage (note the tradeoff with strong trademark protection.) 7. Suggest the company or product image. 8. Distinguish the product's positioning relative to the competition. 9. Be attractive. 10. Stand out among a group of other brands. Types of Brands: A number of different types of brands are recognized. A "premium brand" typically costs more than other products in the same category. These are sometimes referred to as 'top-shelf' products. An "economy brand" is a brand targeted to a high price elasticity market segment. They generally position themselves as offering all the same benefits as a premium product, for an 'economic' price. A "fighting brand" is a brand created specifically to counter a competitive threat. When a company's name is used as a product brand name, this is referred to as corporate branding. When one brand name is used for several related products, this is referred to as family branding. When all a company's products are given different brand names, this is referred to as individual branding. When a company uses the brand equity associated with an

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PROJECT BY BLUE DIAMONDSexisting brand name to introduce a new product or product line, this is referred to as "brand extension."

When large retailers buy products in bulk from manufacturers and put their own brand name on them, this is called private branding, store brand, white labelling, private label or own brand. Private brands can be differentiated from "manufacturers' brands" (also referred to as "national brands"). When different brands work together to market their products, this is referred to as "co-branding". When a company sells the rights to use a brand name to another company for use on a non-competing product or in another geographical area, this is referred to as "brand licensing." Building Brand Loyalty: Building brand loyalty can be much like taking care of a pet. It has less to do with the brand you feed them, and more to do with the way you treat them. As long as you continue feeding and loving your pet he will return your love by loving you. As a company you will need both to provide the needed products to the consumers as well as keep the customers happy. Providing the product is not only about creating a product, think is in demand, but it takes researching the market to find out what is in demand. If we have a product, or you know what it is that you will be producing than researching the market is still important. We must find out what is currently being offered in the market you are entering, what needs that product is meeting, and what needs it has left to meet.

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PROJECT BY BLUE DIAMONDSBy completing market research before releasing the product you will be able to make and release a better product. Once we are ready to release the product we will decide on a marketing strategy and how we are going to make your product well known to the public. We can choose between advertising agencies, direct marketing, and even public relations. All of these will bring attention to your product and business; it is for you to decide what kind of attention you are looking for.

After deciding how we will release our product, but before releasing the product, we will want to prepare for any negatives or road blocks you might encounter. One of the most important decisions you will need to make is how to handle negative feedback about your product (positive feedback doesn't need as much preparation).

One source of negative feedback always count on is going to be from the competitors. One guy always wants to win, and winning in this case would be selling more, or providing more service. To combat this negative feed back, and gain the respect of your consumers, you will need to know your competitors product well. We see this competitor negativity often in over the counter aches and pain medication. One popular company is known to be the, "headache," medicine. This company advertises that they can take away any type of headache including severe migraines. Their competitor's then use their advertising against this company by advertising that their pain medication will not only work on headaches, but on all bodily aches. You will find similar

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PROJECT BY BLUE DIAMONDScompetition when entering the market and it is best to be prepared ahead of time. Another source of negative feedback is negative feedback from your consumers. You cannot always count on exactly what they are not going to like before they use your product (or it would probably be best to fix it before putting it out in the market) but you can prepare your company for how you will handle this negative feedback.

A customer wants a company who will listen to their complaints and learn from them. They also want a company who is willing to fix their mistakes and make things right with the customer. Learning to do this as a company could be the single most important step you can take towards brand-loyalty. Often if products are similar the consumer will make their choice based on price, but more often if products are similar, the consumer will make their choice based on service. A pet owner may set out food every day and it won't matter if it is chicken or steak he is setting out, if he doesn't respect the pet he will never have the respect of the pet. If a pet owner though lays out food every day and shows respect for the pet, it still won't matter the flavor of food being laid out, but that owner will win the respect of his pet and the pet will follow that owner not just because of the food he is fed.

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PROJECT BY BLUE DIAMONDSConceptual FrameworkIn the conceptual framework of Figure 1, trust is hypothesized as a direct antecedent of commitment, and commitment is viewed as an antecedent of attitudinal brand loyalty. This conceptualization recognizes that the relationship between an organization and its salespeople and their clients is critical in the business services sector. Indeed, the relationship a business has with a consultant or service provider can help insulate the brand from competitors and sometimes from a companys own mistakes. In this section, the key constructs in Figure 1 are defined a rationale for the paths between the constructs is offered.

Trust in the sales person

Commitment to the sales person

Attitudinal Brand Loyalty

A Model of the Potential Antecedents of Attitudinal Brand Loyalty

TrustTrust is a key variable in the establishment of a relationship and is the main antecedent to commitment. Trust is defined as confidence in an exchange partners reliability and integrity Trust is also a component of social exchange literature and is identified in the services marketing literature as important in creating successful exchanges. Given the intangible nature of a service and the fact that a service is consumed as it is purchased, it can be argued that a high degree of trust in the product and/or supplier required encouraging purchase and repeating purchase. Trust is also defined as the perceived credibility and benevolence of a target of trust More generally; dimensions of trust include

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PROJECT BY BLUE DIAMONDSexpertise, reliability and internationality. Although not the focus on this research, antecedents of trust include vulnerability and uncertainty. Relationships that are characterized as high trust are highly valued by exchange participants. Thus, exchange participants are more willing to commit to a relationship if trust is present indeed, some organizations use trust as a riskreduction mechanism. That is, if they believe the supplier to be credible and able to perform their roles effectively, and benevolent, that is, the supplier is interested in the customers welfare, then the perceived risk of exchange tends to be lower . Furthermore, a purchaser who experiences satisfaction with outcomes is more likely to trust their supplier in the future. In contrast, an organization that perceives inequity in the relationship is likely to become dissatisfied and may view the supplier as exploitive. Finally, it can be argued that the more experience an organization has with a supplier; the more likely they are to trust that supplier.

CommitmentRelationship commitment is defined in the literature as an enduring desire to maintain a valued relationship. The concept of commitment is new to business-to-business research; however, it has long been part of the social exchange literature. Three elements of an organization can be the focus of commitment: (1) The organization itself, (2) The organizations brand and (3) The organizations representatives. Commitment towards the brand or product is a measure of brand loyalty. This linking of commitment with loyalty has emerged as researchers realized that the attitude consumers hold towards a brand on its own is not a particularly strong determinant of behavior, and that commitment to repurchase the brand helps explain the relationship between attitude and behavior. Commitment is an important component of marketing relationships commitment captures the Page 14 of 73

PROJECT BY BLUE DIAMONDSbuyers desire to maintain a relationship with a particular vendor and reflects the strength of relationship the buyer has with the buyers representative. Relationship with the consultant is more important than the relationship with the company as a measure of commitment, as the consultant is viewed as the public face of the company. More generally, researchers have distinguished between trust in a vendors representative and trust in the firm. As an extension of this view, it is argued that commitment to the vendors representative contributes to building high levels of brand loyalty. In representing the brand to the customer, the sales representative is in a position to communicate a good deal of information about the product to the customer and contribute significantly to the development of brand equity. However, it is important to recognize that brand equity is based on more than simply information about the brand. The brand equity construct also captures the positive mental associations held by the consumer in relation to the brand. A positive relationship between trust and commitment is predicted. Trust is a determinant of relationship quality in that the level of honesty, believability and integrity influence how the relationship with the service provider is perceived. The perceived quality of the relationship then in turn influences the level of commitment extended towards the service provider. If the salesperson is perceived to be honest and reliable, then the outcome is a high perception of quality in the relationship. Conversely, if there is little trust in the salesperson then the relationship would be perceived as unsatisfactory and no or little commitment to the salesperson would exist. When the perceived quality of the relationship is high then there is likely to be high levels of commitment to continuing the relationship. Hence, high levels of trust are likely to lead to high levels of commitment to the relationship. Based on this discussion, the following relationship is expected.

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Attitudinal Brand LoyaltyBrand loyalty has been defined in the literature as a repeat purchase that is a result of a preference, attitude or market share. These differences in view are reflected in the behavior a list or cognitive schools of thought. In addition, more recent research has introduced the affective component as an explicit element of brand loyalty, thus making brand loyalty tri-partite construct containing affective, cognitive and behavioral aspects. These three elements can be summarized as consisting of two key dimensions: 1) Attitudinal 2) Behavioral loyalty. Attitude captures the affective and cognitive aspects of brand loyalty, such as brand preference and commitment. In contrast, behavioral brand loyalty is reflected in the observed repurchase of a brand from a number of available brands A positive relationship between commitment and brand loyalty is expected. Commitment to the salesperson is generally conceptualized as affective commitment or a psychological attachment. Brand Loyalty is the consumer's conscious or unconscious decision, expressed through intention or behavior, to repurchase a brand continually. It occurs because the consumer perceives that the brand offers the right product features, image, or level of quality at the right price. Consumer behavior is

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PROJECT BY BLUE DIAMONDShabitual because habits are safe and familiar. In order to create brand loyalty, advertisers must break consumer habits, help them acquire new habits, and reinforce those habits by reminding consumers of the value of their purchase and encourage them to continue purchasing those products in the future.

LoyaltyAccording to Philip Kotler, defines four patterns of behavior: They are Hard Core Loyals Soft Core Loyals Shifting Loyals Switchers who buy the brand all the time loyal to two or three brands moving from one brand to another with no loyalty

Brand loyalty refers to the inclination of a consumer to purchase a brand again and is usually measured in terms of repeat purchase. Consumers are said to be relatively loyal if they purchase the brand more frequently than a competitors. There are several layers of loyalty however; total loyalty to a brand is probably unachievable.

Brand Loyalty is the consumer's conscious or unconscious decision, expressed through intention or behavior, to repurchase a brand continually. It occurs because the consumer perceives that the brand offers the right product features, image, or level of quality at the right price.

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PROJECT BY BLUE DIAMONDSConsumer behavior is habitual because habits are safe and familiar. In order to create brand loyalty, advertisers must break consumer habits, help them acquire new habits, and reinforce those habits by reminding consumers of the value of their purchase and encourage them to continue purchasing those products in the future. The image surrounding a company's brand is the principal source of its competitive advantage and is therefore a valuable strategic asset. Unfortunately, many companies are not adept at disseminating a strong, clear message that not only distinguishes their brand from the competitors', but distinguishes it in a memorable and positive manner. The challenge for all brands is to avoid the pitfalls of portraying a muddled or negative image, and instead, create a broad brand vision or identity that recognizes a brand as something greater than a set of attributes that can be imitated or surpassed. In fact, a company should view its brand to be not just a product or service, but as an overall brand image that defines a companys philosophies. A brand needs more than identity; it needs a personality. Just like a person without attention-grabbing characteristics, a brand with no personality can easily be passed right over. A strong symbol or company logo can also help to generate brand loyalty by making it quickly identifiable. From the design of a new product to the extension of a mature brand, effective marketing strategies depend on a thorough understanding of the motivation, learning, memory, and decision processes that influence what consumers buy Theories of consumer behavior have been repeatedly linked to managerial decisions involving development and launching of new products, segmentation, timing of market entry, and brand management.

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PROJECT BY BLUE DIAMONDSSubsequently, the issue of brand loyalty has been examined at great length. Branding is by far one of the most important factors influencing an item's success or failure in the marketplace, and can have a dramatic impact on how the "company behind the brand" is perceived by the buying public. In other words, the brand is not just a representation of a company's product; it is a symbol of the company itself, and that is where the core of brand loyalty lies.

Three reasons for Brand Loyalty:Higher sales volume : Through reducing customer loss. Premium pricing ability: As loyal consumers are less sensitive to price changes, generally, they are willing to pay more for their preferred brand. Lower costs for advertising, marketing and distribution: Brand loyalists are willing to search for their favorite brand and are less sensitive to competitive promotions .

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PROJECT BY BLUE DIAMONDSBranding approaches : Company name :Often, especially in the industrial sector, it is just the company's name which is promoted (leading to one of the most powerful statements of "branding"; the saying, before the company's downgrading, "No one ever got fired for buying IBM"). In this case a very strong brand name (or company name) is made the vehicle for a range of products (for example, Mercedes-Benz or Black & Decker) or even a range of subsidiary brands (such as Cadbury Dairy Milk, Cadbury Flake or Cadbury Fingers in the United States).

Individual brandingEach brand has a separate name (such as Seven-Up or Nivea Sun (Beiersdorf)), which may even compete against other brands from the same company (for example, Persil, Omo, Surf and Lynx are all owned by Unilever).

Attitude branding

Attitude branding is the choice to represent a larger feeling, which is not necessarily connected with the product or consumption of the product at all. Marketing labeled as attitude branding include that of Nike, Starbucks, The Body Shop, Safeway, and Apple Computer.

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"No-brand" branding

Recently a number of companies have successfully pursued "No-Brand" strategies; examples include the Japanese company Muji, which means "No label". Although there is a distinct Muji brand, Muji products are not branded. This no-brand strategy means that little is spent on advertisement or classical marketing and Muji's success is attributed to the word-of-mouth, a simple shopping experience and the anti-brand movement. Another brand which is thought to follow a no-brand strategy is

Derived brands

In this case the supplier of a key component, used by a number of suppliers of the end-product, may wish to guarantee its own position by promoting that component as a brand in its own right. The most frequently quoted example is Intel, which secures its position in the PC market with the slogan "Intel Inside".

Brand extension

The existing strong brand name can be used as a vehicle for new or modified products; for example, many fashion and designer companies extended brands into fragrances, shoes and accessories, home textile, home decor, luggage, (sun-) glasses, furniture, hotels, etc.

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PROJECT BY BLUE DIAMONDSThere is a difference between brand extension and line extension. When Coca-Cola launched "Diet Coke" and "Cherry Coke" they stayed within the originating product category: non-alcoholic carbonated beverages. Procter & Gamble (P&G) did likewise extending its strong lines (such as Fairy Soap) into neighboring products (Fairy Liquid and Fairy Automatic) within the same category, dish washing detergents.

Multi-brands

Alternatively, in a market that is fragmented amongst a number of brands a supplier can choose deliberately to launch totally new brands in apparent competition with its own existing strong brand (and often with identical product characteristics); simply to soak up some of the share of the market which will in any case go to minor brands. In its most extreme manifestation, a supplier pioneering a new market which it believes will be particularly attractive may choose immediately to launch a second brand in competition with its first, in order to pre-empt others entering the market. Individual brand names naturally allow greater flexibility by permitting a variety of different products, of differing quality, to be sold without confusing the consumer's perception of what business the company is in or diluting higher quality products. Cannibalization is a particular problem of a "multibrand" approach, in which the new brand takes business away from an established one which the organization also owns. This may be acceptable (indeed to be expected) if there is a net gain overall. Alternatively, it may be the price the organization is willing to pay for shifting its position in the market; the new product being one stage in this process.

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Own brands and generics

With the emergence of strong retailers the "own brand, a retailer's own branded product (or service), also emerged as a major factor in the marketplace. Where the retailer has a particularly strong identity (such as Marks & Spencer in the UK clothing sector) this "own brand" may be able to compete against even the strongest brand leaders, and may outperform those products that are not otherwise strongly branded. Concerns were raised that such "own brands" might displace all other brands (as they have done in Marks & Spencer outlets), but the evidence is that at least in supermarkets and department stores consumers generally expect to see on display something over 50 percent (and preferably over 60 percent) of brands other than those of the retailer. Indeed, even the strongest own brands in the UK rarely achieve better than third place in the overall market. This means that strong independent brands (such as Kellogg's and Heinz), which have maintained their marketing investments, are likely to continue their strong performance. More than 50 per cent of UK FMCG brand

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PROJECT BY BLUE DIAMONDSleaders have held their position for more than two decades, although it is arguable that those which have switched their budgets to "buy space" in the retailers may be more exposed. The strength of the retailers has, perhaps, been seen more in the pressure they have been able to exert on the owners of even the strongest brands (and in particular on the owners of the weaker third and fourth brands). Relationship marketing has been applied most often to meet the wishes of such large customers (and indeed has been demanded by them as recognition of their buying power). Some of the more active marketers have now also switched to 'category marketing' - in which they take into account all the needs of a retailer in a product category rather than more narrowly focusing on their own brand. At the same time, probably as an outgrowth of consumerism, "generic" (that is, effectively unbranded) goods have also emerged. These made a positive virtue of saving the cost of almost all marketing activities; emphasizing the lack of advertising and, especially, the plain packaging (which was, however, often simply a vehicle for a different kind of image). It would appear that the penetration of such generic products peaked in the early 1980s, and most consumers still appear to be looking for the qualities that the conventional brand provides.

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PROJECT BY BLUE DIAMONDSObjectives of the Study: To know the Customers perception towards Hero Honda Bikes To know the customers brand preference towards Hero Honda Bikes To study the Brand Equity of Hero Honda Bikes To know the how long customers prefer the Brand of Hero Honda Bikes To estimate the market share and examine the brand loyalty of HERO HONDA

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PROJECT BY BLUE DIAMONDS Chapter 2 Research DesignRESEARCH METHODOLOGY: To study the objectives in detail the following research methodology is adopted

RESEARCH DESGIN: Descriptive research designDATA COLLECTION: The data for project is collected from using sources of both Primary Data and Secondary Data. PRIMARY DATA: Personal interview method is used to collect primary data. The personal interviews are done for obtaining primary data from the customers with a set of structured questionnaire. Questionnaire to customers which are distributed to the customers of tri cities is done in order to know their opinions regarding Hero Honda Bikes. SECONDARY DATA: Secondary data is collected from internet sources, organizational manual, and organizational website. DATA ANALYSIS: The data collected through questionnaire was tabulated and analyzed by percentage, and corresponding graphs were made. SAMPLING METHOD:

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PROJECT BY BLUE DIAMONDSSampling is the process of selecting an observation from the population and knowing the characteristics of entire population SAMPLING SIZE: The selected sample size is 100. SAMPLING METHOD: Random sampling method is adopted. GEOGRAHICAL AREA COVERED: The major parts of Bangalore city.

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PROJECT BY BLUE DIAMONDSLimitations:

1)

Recommendations of the study are only personally opinion. Hence judgment may not be considered as ultimate standard solutions.

2) Information is collected from ultimate customers of Hero Honda Bikes by serving a well framed questionnaire but shortage of time only 100 owners of different sub brands of Hero Honda Bikes could be questioned. 3) Due to time constraint a comprehensive and meticulous study were not possible.

4) Though owners of Hero Honda Bikes have catered through the globe due to the investigation limited time and resources only the Warangal city has been chosen as the area of the study.

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PROJECT BY BLUE DIAMONDS Chapter-3 Company ProfileABOUT THE COMPANY

Hero Honda has a reputation of being the most fuel-efficient and the largest selling Indian motorcycle. Its commitment of providing the customer with excellence is self-evident. A rich background of producing high value products at a reasonable price led the world's largest manufacturer of motorcycles to collaborate with the world's largest bicycle manufacturer. It was this affinity in working cultures of Honda Motor Company of Japan and the Hero Group that resulted in the setting up of Hero Honda Motors Ltd. A relationship so harmonious that Hero Honda has managed to achieve indigenization of over 95 percent, a Honda record worldwide. Tactical promotions and excellent marketing helped Hero Honda establish itself as an intelligent purchase. Its unique features like fuel conservation, safety riding courses and mobile workshops helped the group reach in the interiors of the country. Finance services helped facilitate purchase, as did an efficient dealer network across the country.

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PROJECT BY BLUE DIAMONDSWell-entrenched in the domestic market, Hero Honda Motors Ltd. turned its attention overseas, and exports have been steadily on the rise. Over the years, the Company has received its share of accolades, including the National Productivity Council's Award ( 1990-91), and the Economic Times - Harvard Business School Association of India Award, against 200 contenders.

VISION OF THE COMPANY

The Legend of Hero Honda

What started out as a Joint Venture between Hero Group, the worlds largest bicycle manufacturers and the Honda Motor Company of Japan, has today become the Worlds single largest two wheeler Company. Coming into existence on January 19, 1984, Hero Motors Limited gave India nothing less than a revolution on two-wheels, made even more famous by the Fill it Shut it Forget it campaign. Driven by the trust of over 5 million customers, the Hero Honda product range today commands a market share of 48% making it a veritable giant in the industry. Add to that technological excellence, an expensive dealer network, and reliable after sales service, and you have one of the most customer-friendly companies.

This is proved by the companys sales over the years:

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PROJECT BY BLUE DIAMONDS1985.86 1989.90 1998.99 1999-00 2000-01 2001.2 2002.3 43,000 units 96,200 units 5,30,600 units 7,61,210 units 10,29,555 units 14,25,195 units 17,78.392 units

Customer satisfaction, a high quality product, the strength of Honda technology and the Hero groups dynamism have developed HTML scale new frontiers and exceed limits. In the words of Mr. Brijmohan Lal Munjal, the Chairman and Managing Director, We will continue to make every effort required for the development of the motorcycle industry, through new product development, technological innovation, investment in equipment and facilities and through efficient management.

1.5 HISTORICAL REPRESENTATION

The following are the historical facts of the company : 1984 Company incorporated. Technical collaboration signed. Foundation stone lay. 1983 - shareholders agreements signed.Page 31 of 73

PROJECT BY BLUE DIAMONDS1985 First motorcycle (Model CD 100) produced. 1987

Engine plant started. 1,00,000th Motorcycle produced.

1989 1991

Sleek model introduced. 5,00,000th motorcycle produced. CD-SS model introduced.Economic times Harward business school award for excellent

Governance to Hero Honda Motors Ltd.

1993 Hero group sponsors Hero cup five nations cricket tournament 1994

Splendor model introduced.

1995 National Award for outstanding contribution to the development of Indian small scale industry (NSIC Award presented by President of India)

The analyst award 1995 presented to Hero Honda

Motors Ltd. on being ranked 9th amongst the most investor rewarding companies in India.

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PROJECT BY BLUE DIAMONDS1996 1997

1000 motorcycle per day production started.

15,00,000th motorcycle produced. Street model introduced. Hero sponsored 6th women world cup cricket

tournament. 1998

20,00,000th motorcycle produced. 1st Hero Honda Master golf championship held at

Delhi.

1999

30,00,000th motorcycle produced. CBZ model introduced. 7th World Cup Cricket tournament sponsored at Most admired business Baron CEO award conferred

England.

upon the Chairman Brij Mohan Lal Munjal.

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PROJECT BY BLUE DIAMONDS2001

Passion and Joy motorcycle launched. One million motorcycles produced in one single year. 50,00,000th bike produced. Winner of the review-2000-Asias leading companies National productivity award for the best performance Sir Jahangir Ghandy medal for industrial peace

award 2000.

in automobile and tractors.

awarded to Brij Mohal Lal by XLRI Jamshedpur. 2002

Declared company of the year by economic times Chairman Brij Mohan Lal awarded the entrepreneur Ambition launched.

business award.

of the year award by Business standard.

2003

Declared company of the year by economic times Karizma the sports segment bike launched.

business award for the second time.

This all says about the golden past of the company and the company is going on to the path of success.

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PROJECT BY BLUE DIAMONDS1.6 INDUSTRY SCENARIO In the present scenario of automobile industry the major companies are: -

Manufacturers market share

Products

% of

HERO HONDA BAJAJ AUTO LML

Motorbikes Scooter+Motorbikes+ Scooterate Scooter+Motorbike+Scootrate Motorbikes+Scootrate Motorbikes Motorbikes

75% market share 25% market share 30% market share 15% market share 15% market share 10% market share

TVS YAMAHA ENFIELD

According to the recent results company (Hero Honda) registered a sales increased by 24.5% over the past years. Same month TVS also registered increase of 45% while the other companies are not enjoying quiet good increase in sales. While the whole industry registered an increase of about 17% only. So in present scenario the Hero Honda comes as the leader of whole automobile segment while there is immense competition in industry to get the highest market share.Page 35 of 73

PROJECT BY BLUE DIAMONDSBRAND AMBASSADOR

The company signed the Indian skipper of cricket team Saurav Ganguly, Virendra Sehvag, Harbhajan Singh, Zaheer Khan & Yuvraj Singh as its brand ambassadors joining the add campaign together to promote Ambition. All of these celebrities are the member of Indian cricket team and very much popular in younger generation. In the last year with the launch of its new premium bike Karizama Hero Honda signed its new brand ambassador who is a cine star and is also very popular. He is Hritik Roshan.

Service Your Bike

Hero Honda has always taken a lead in terms of defining service standards in two wheeler industry with an aim to provide "Total Customer Satisfaction" for their valuable customers across the country and also internationally. We are constantly endeavoring to improve the quality of our service facilities at our Dealerships. The first and foremost step to achieve this was creating Automated Workshops at our Authorized Dealerships and Service Centers across the country.

Automated Workshops

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PROJECT BY BLUE DIAMONDSHero Honda has the largest chain of Automated Workshops providing service to their valuable customers by using latest service technology. Automated Workshops have standard layout, hydro electric motor cycle lifts, dust free engine rooms and use pneumatic tools and equipment to ensure quality repair in customers motorcycle. The workshop environment and usage of pneumatic tools increases mechanics efficiency and their motivation to provide quality service. The layouts have been standardized to ensure that there is a transparency of service. The customers can view their motorcycle repair while sitting comfortably watching TV or relaxing in the customer lounge. Workshop Automation has become a mandatory service standard for all Hero Honda Dealers and Service Centers.

Training The regular Technical Training Programes for Dealers Workshop staff to keep them updated and refreshed about the latest price technology, product technical details as well as service and repair procedures to handle customers motorcycle with utmost care as well as to provide them the service quality of highest order is a focus area at Hero Honda. Hero Honda has six (06) training centers across the country. There are 05 zonal training centers of Pune, Bangalore, Calcutta, Chennai and Delhi to take care of technical training requirements of dealers in each zone as well as local technicians. There is a National Training Center at Dheradun to take care of all advanced level technical programes for our dealers staff and our in house service engineers. Hero Honda keeps an organizing DealersPage 37 of 73

PROJECT BY BLUE DIAMONDSMechanics Contest at Zonal Level and National Level to develop competitive spirit among mechanics as well as in the process to update their skills and product knowledge.

Customer Service

Hero Honda keeps on taking always-new initiatives to maintain its leadership on service as well as enhance customer satisfaction level on an ongoing basis. Some of the new initiatives related to customer service are as follows: Service Advisors at Dealerships Service Plus Scheme for customers Pre Paid Reply Cards Automated Mobile Service Workshops Mega Millennium Camps On the Job Training Programes Local Mechanics Training There are many more initiatives, which we keep on taking along with our dealers to keep our customers always in our mind on top priority.

Safety- "S4" Concept (Sales, Service, Spare Parts & Safety)

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PROJECT BY BLUE DIAMONDSHero Honda is also launching very soon a novel concept and a very major initiative - Safety at their S4 Dealerships (Sales, Spare Parts & Safety)

Safety Education to motorcycle customers shall be an integral part of Hero Honda's motorcycle delivery process at the showroom. Customers shall be educated on Safe Riding techniques through various audio visual aids. Safety Instructors shall be imparting riding skills as well as education to the customers. Dealers shall also conduct a major programes in their respective towns with the association of local traffic police on a regular basis on safety education and correct riding techniques.

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PROJECT BY BLUE DIAMONDS

CBZ The Hero Honda CBZ (pronounced CeeBeeZee) is the latest offering from Hero Honda for the Indian market. With a 156cc engine, the company claims that the bike has a top speed of 100kph within 5.6 seconds. Though the bike has the largest displacement engine, its top speed doesnt match up to many of its competitors. In all other respects, it is a bit too early to decide whether the CBZ will sell in the same numbers as the Splendor. Though the initial market response has been good, only time will be the final arbiter. Technical Specifications Engine : Four-stroke/petrol Transmission : Four-speed Engine Displacement : 156cc Tachometer : Yes Max Power : 12.8b hp@8000 rpm Wheel base: 1,330mm Ground Clearance: 160mm Ignition : Electronic CDI Dry Weight: 140kg Fuel tank Capacity: 12.5itres Battery: 12V Max Torque: 1.26kgm@6500rpm Bore x stroke: 63.5mmx49.5mm Max Speed: 120kph Front Tyre size : 3.25x19" Rear Tyres size: 3.50x19"

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PROJECT BY BLUE DIAMONDSSplendor A combination of style and economy makes the Splendor is a bike worth investing in. The latest from the Hero Honda factory offers both performance and looks. It has good looks, excellent handling characteristics and a smooth drive over any type of terrain, thanks to the changes in the suspension at front and near as well as the new frame design. All these features contribute to the Splendor being one of the best selling four stroke-two-wheelers in India. It also meets all the current pollution standards. A healthier beat, springy ride and overall low maintenance has aided in the record-breaking sales of this bike.

Technical Specifications Engine : Four-stroke/petrol Transmission : Four-speed Engine Displacement : 97.2cc Tachometer : No Max Power : 7.2b hp@8500 rpm Wheel base : 1,230mm Ground Clearance : 159mm Ignition : Electronic Dry Weight : 100.3kg Fuel tank Capacity : 10.5itres Battery : 12V F/R suspension : Tel Hydraulic fork R/R suspension : Swing arm and Hydraulic damper Max Speed : 90kph Front Tyre size : 2.75x18" Rear Tyre size : 2.75x18"

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PROJECT BY BLUE DIAMONDSStreet 100 The Street 100 is Hero Motor's latest twowheeler on offer in the step-through category. The Hero Honda Street 100 is equipped with unique features like cityclutch, which is designed specially for city driving. It has rotary gears, which allow the rider to flip directly from the fourth gear to neutral once the bike has come to a halt, a must for the present stop-and-go traffic. A self-starter button comes as an option. The Street can be purchased with a variety of seat layouts and has options like a water pump, spray can, larger luggage tray, etc. Its major competitor is the much cheaper K4 from Kinetic. Major plus points that justify the higher price are the centrifugal clutch and the rotary gears. However, the liberal use of plastics negates much of the feel good factor and has hindered sales to a large extent. Technical Specifications Engine : Four-stroke/petrol Transmission : Four-speed Engine Displacement : 97.2cc Tachometer : N/A Max Power : N/A Wheel base : 1,205mm Ground Clearance : 133mm Ignition : Electronic Dry Weight : 101kg Fuel tank Capacity : 11litres Battery : 12V F/R suspension : Telescopic R/R suspension : Swing arm and Hydraulic dampers Max Speed : N/A Front Tyre size : 2.25x17" Rear Tyre size : 2.50x17"

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PROJECT BY BLUE DIAMONDS

CD100SS The CD100SS is designed for those who live life in the fast lane, rough and tough, for those who would love to take a bike on the stumbling village roads. It shares almost all components with the CD100, except for the additional reinforcement. With larger, reinforced shock absorbers, wider tyres, heavier body weight and engine guard, the Hero Honda CD 100 SS weights slightly more, resulting in some cut down in the fuel economy it offers. Minor problems of the CD100 have been rectified in the SS model. If you wish to ride into the hinterland, this is the bike for you. Technical Specifications Engine : Four-stroke/petrol Transmission : Four-speed Engine Displacement : 97.2cc Tachometer : No Max Power : 7.0bhp@8000rpm Wheel base : 1,220mm Ground Clearance : 165mm Ignition : Electronic Dry Weight : 103kg Fuel tank Capacity : 10.1litres Battery : 12V F/R suspension : Tel Hydraulic fork R/R suspension : Swing arm and Hydraulic damper Max Speed : 85kph Front Tyre size : 2.57x18"

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PROJECT BY BLUE DIAMONDSRear Tyre size : 3.00x18"

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PROJECT BY BLUE DIAMONDS

Features : Engine Displacement Clutch type Clutch Primary Clutch Secondary Transmission Final Drive Ignition Starting Frame Suspension (Front) Suspension (Rear) Dimensions (LxWxH) Wheel Base Ground Clearance Dry Weight Tyres :Front/Rear Max. Power Max. Speed 4-stroke, single cyclinder, air-cooled 97.2cc Manual Multi-plate wet 4-speed constant mesh Roller chain Electronic Kick starter T-Bone type Telescopic hydraulic fork Swing-arm with hydraulic dampers 1885x770x1060mm 1210mm 135 mm 95 kg 2.50"x18"/2.75"x18" 7.0 PS @ 8000 rpm 85 Kmph

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PROJECT BY BLUE DIAMONDSFuel Tank Capacity 10.1 ltr(1.3 ltr reserve)

Ambiti on 135

Features :

Engine Displacement Maximum Power Maximum Speed Gears Frame Tyres: (Front) Tyres: (Rear) Headlight Fuel Efficiency

4 stroke 133 cc 11 BHP / 11.15 PS @ 8000 rpm 100 KMPH 5 Tubular single cradle, diamond type 2.75 X 18 3.00 X 18 Trapezoidal 35 / 35 W 55 KMPL

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PROJECT BY BLUE DIAMONDSKARIZAMA

If you look at the 223c mill of the Karizma, you can make out the familiar streak that runs through the engines on the CBZ and the Ambition. No prizes on this count as to the reason but the 223cc Karizma engine represents - for the moment - the maximum capacity this modular design theme can be taken to. The crankcase is of virtually the same size though the covers do have some detail differences and the engine mounts are the same as in the other two bikes and completing the picture are the scaled-up barrel (with an additional fin) and head. The single overhead cam motor features slightly undersquare cylinder dimensions with a 65.5mm bore and a 66.2mm stroke to give a 223cc swept volume. Hero Honda has designed in the latest convex-type combustion chamber (compression ratio being 9.0 : 1) for silent running and good power delivery while also giving it the latest Keihin VE 3EA constant vacuum type carborater which also packs in the CCVI switch. The CCVI term stands for carbcontrolled variable ignition timing which as it suggests actuates via throttle position - one of two ignition maps, for low and high speed operation. This was one area which disappointed appreciably in the CBZ wherein the engine sounded and felt harsh as one went past the middle range but here this detail has eliminated such a glitch completely. Just for the record, the 223cc engine gets the latest version of Honda's AMI (advanced microprocessor ignition) system which incorporates a three tier, multi-stage digital ignitionPage 47 of 73

PROJECT BY BLUE DIAMONDSsystem. The all alluminium alloy engine (with pressed-in steel liner) features an automatic cam chain tensioner, an air cut off valve (to prevent afterburning in the exhaust muffler) and like on the CBZ and Ambition, an air injection valve to keep tail pipe emissions in check. With all this and the extra cubic capacity, the Karizma engine develops 16.76bhp at 7000rpm and 18.35Nm of torque at 6000rpm. This is about 2bhp and 5Nm more than what the Pulsar 180 makes but the reasoning is that the engine had to be stress free and this fact holds true when out on the roads.

Transmission is via a five-speed gearbox which has had its final drive ratios revised from those in the CBZ. A stronger multi-plate clutch is used to take care of the enhanced power and torque figures. This time round Hero Honda has not faulted and equipped the engine with an electric starter even though the kick starter to be actuated requires the front right footrest to be folded out of the way.

ENGINE: TRANSMISSION:

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PROJECT BY BLUE DIAMONDS Chapter 4 DATA ANALYSIS(Note all the respondents are Hero Honda users)

Table 1) Occupation of respondents S.No. 1 2 3 Occupation Students Employees Business men Total No. of Respondent No. of Respondent 56 18 26 100 % of Respondent 56 18 26 100

O pation ccu60 50 Usage 40 30 20 10 0 Students Em ployees Category Business m en 18 26 56

Studen ts E ploy m ees B sin m u ess en

From the above table it is clear that most of the respondents are students.

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PROJECT BY BLUE DIAMONDS

TABLE 2)

Mode of Channels

S.No 1 2 3 4

Mode of Channel Electronic Media Road Shows Print Media Friends Total No. of Respondent

No. of Respondent 48 02 28 32 100

% of Respondent 48 02 28 32 100

Advertisment50 40 30 20 10 0tM ed ia M ed ia Sh ow s ni c Ro ad Pr in Fr ie nd s

Percentage

Electronic Media Road Shows Print Media Friends

El ec

t ro

Category

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PROJECT BY BLUE DIAMONDSFrom the above table it is interpreted that most of the respondents have awareness about L.G Bikes through Electronic Media (48%).

Table 3) Brand Prefer Criteria

S.No 1 2 3

Brand Image Quality Service Economic Price Total No.of Respondent

No.of Respondent 28 13 59 100

% of Respondent 28 13 59 100

Brand 60 50 40 30 20 10 0vi ce ag e Se r Im Ec on om ua lit y ic Pr ic e

Percentage

Brand Image Quality Service Economic Price

B

ra nd

Q

Type

From the above table it is interpreted that most of the respondent to prefer for Economic Price (59%) to choose HERO HONDA brand. Page 51 of 73

PROJECT BY BLUE DIAMONDS

Table 4) Level of Performance

S.No. 1 2

Choosing Factor Yes No Total No.of Respondent

No. of Respondent 80 20 100

% of Respondent 80 20 100

80 70 60 50 40 30 20 10 0

Percentage

Y es No

Yes

No

Pe rfo rm a n ce

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PROJECT BY BLUE DIAMONDSFrom the above table it is interpreted that Performance of Hero Honda Bikes, have more satisfaction (80%)

Table 5)

Purchase Influence Factors

S.No. 1 2 3 4

Influence Factors Colleagues Friends Family Members Others Total No. of Respondent

No.of Respondent 05 69 16 10 100

% of Respondent 05 69 16 10 100

70 60 50 40 30 20 10 0ol le ag ue s Fr ie nd Fa s m ily M em O th er s

Colleagues Friends Family Mem Others

C

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PROJECT BY BLUE DIAMONDSFrom the above table most influence factor is Friends (69%), to purchase L.G Bikes.

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PROJECT BY BLUE DIAMONDSTable 6) Opinion about Bike Features

S.No 1 2

Opinion Yes No Total No. of Respondent

No. of Respondent 85 15 100

% of Respondent 85 15 100

E xis tin g F e atu res

100 80 60 40 20 0 Y es No Y es No

From the above table it is interpreted that bike Features Yes (85%) is the Highest.

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PROJECT BY BLUE DIAMONDSTable 7) Service Quality

S.No 1 2 3 4

Service Knowledge Help Friendly Attractive Total No. of Respondent

No .of Respondent 45 29 09 17 100

% of Respondnet 45 29 09 17 100

45 40 35 30 25 20 15 10 5 0K ge le d w no lp dly tive He ien ttra c Fr A

Knowledge Help Friendly Attractive

From the above table it is interpreted that service of the bikes is knowledge is highest.

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PROJECT BY BLUE DIAMONDSTable 8) Opinion on Promotional Activities

S.No. 1 2 3

Mode of Promotion Ad. Attractive Attractive to Purchase Window Display Total No. of Respondent

No. of Respondent 63 32 05 100

% of Respondent 63 32 05 100

70 60 50 40 30 20 10 0 A d. A tt ra c t iv e W in d o w A t tra c t iv eto P u rc h a s e D is p la y A d . A t tra c tiv e A tt ra c tiv e to P u rc h a s e W in d o w D is p la y

From the above table it is interpreted that Add. Attractive is the most Promotional Activity to purchase the HERO HONDA bike.

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PROJECT BY BLUE DIAMONDSTable 9) Opinion on Store Environment

S.No 1 2 3

Environment Accessible Outlets Pleasing Total No. of Respondent

No. of Respondent 67 21 12 100

% of Respondent 67 21 12 100

70 60 50 40 30 20 10 0 Ac ces sible O utlets Pleasing Acc ess ible O utlets Pleasing

From the above table it is interpreted that HERO HONDA stores have easy to accessible the bikes

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PROJECT BY BLUE DIAMONDSTable 10) Opinion on styles of Brand

S. No. 1 2 3

Varietys Available Style Feature Fashionable Total No. of Respondent

No. of Respondent 10 63 27 100

% of Respondent 10 63 27 100

70 60 50 40 30 20 10 0e St yl tur e Fe a na ble

Sty le Featu re Fas h io n ab le

From the above table it is interpreted that most of the sales depend on the bike features.

Fa sh io

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PROJECT BY BLUE DIAMONDSTable 11) Hero Honda User who would again buy Hero Honda motor cycle

A) Yes B) No C) Cant Say

70 60 50 40 30 20 10 0 T ble a S howing

Y es No C nt s y a a

From the above table it is interpreted that most would buy a Hero Honda Product Again.

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PROJECT BY BLUE DIAMONDSTable 12 : Would you agree that Hero Honda Quality is better that compared to other brands? A. Agree B. Disagree C. Cant say60 50 40 30 20 10 0 Ag ree Disag ree 3 Colum 3 -D n

Ag ree

Cant S ay

From the above table it is interpreted that most agree that Hero Honda Quality is better that off other products.

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PROJECT BY BLUE DIAMONDSTable 13: Services provided to you by hero Honda? 1. Satisfied 2. Unsatisfied

8 0 7 0 6 0 5 0 4 0 3 0 2 0 1 0 0 S atisfed Uns taisfied : S ices erv prov ided to y ou by hero Honda? S atisfied

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PROJECT BY BLUE DIAMONDSTable 14: Would You Like to buy A Hero Honda Product again? 1. Yes 2. No

80 70 60 50 40 30 20 10 0 Yes No H H ero onda P roduct

From the above table it is interpreted that most agree to buy a Hero Honda product in future again

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PROJECT BY BLUE DIAMONDSTable 15: Does Hero Honda matches all your requirements compared to other brands? 1. Yes 2. No

70 60 50 40 30 20 10 0 Y es No H Honda ero m atches all your requirem ents

From the above table it is interpreted that most agree Honda matches all your requirements compared to other brands

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PROJECT BY BLUE DIAMONDSTable 16: Are you a brand loyal customer for Hero Honda 3. Yes 4. No 5. Cant Say

60 50 40 30 20 10 0 Yes No C ant S ay L oyal C tom us er

From the above table it is interpreted that most agree that they are Brand Loyal to Hero Honda.

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PROJECT BY BLUE DIAMONDSTable 17: Does Hero Honda has better compared to other brands? 1. Yes 2. No 3. Cant Say50 45 40 35 30 25 20 15 10 5 0 H H ero onda As B etter com pared to other brands

Ys e

No

C S ant ay

From the above table it is interpreted that most agree that Hero Honda is better compared to other brands.

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PROJECT BY BLUE DIAMONDS Chapter -5 Suggestions

In the light of the analysis and findings the researcher would like to place before the company the following suggestions and recommendations. Since most of the samples are not aware of HERO HONDA New Models, the company should take measures to develop the awareness of the New Models. Most of the sales of bikes depend upon the Sales peoples suggestion. HERO HONDA Company Should may provide the LIVE DEMO for the bikes. It will create the more sales.

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PROJECT BY BLUE DIAMONDS Chapter 6 Conclusion1. Most of the respondents were aware by the friends (69%) and Family members (16%) Colleagues (5%), Others (10%) also helped in providing information to the respondents 2. Advertisement in Electronic media (48%) were much affective and Print Media (28%) was also a major advertising media. 3. Many factors like family members, advertising was responsible for influencing the customers to buy Hero Honda Bikes 4. Purchasing of Hero Honda Bikes are highly Students for their usage of features. 5. Factors effecting on buying decision of a customers are Brand name, Price, Design, warranty, services are helping more in purchasing of the Hero Honda Bikes. 6. Most of the consumers are not aware of the new models after releasing. 7. Middle class and high income customers are buying the Hero Honda Bikes. 8. Store environment of Hero Honda Bikes is easily accessible to buy. 9. Promotional activities are attractive. 10. Providing the styles of brand are distinctive features

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PROJECT BY BLUE DIAMONDS

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PROJECT BY BLUE DIAMONDS Chapter-7 AnnexureBRAND LOYALTY TOWRDS HERO HONDA (PLEASE PUT THE TICK MARK WHERE EVER NECESSARY)

1. Occupation of respondentsA. Student B. Employees C. Businessmen [ [ [ ] ] ]

2. Mode of ChannelsA. Electronic Media B. Road Shows C. Print Media D. Friends [ [ [ [ ] ] ] ]

3. Brand Prefer CriteriaA. Brand Image B. Quality Service C. Economic Price [ [ [ ] ] ]

4. Level of PerformanceA. Yes B. No [ [ ] ]

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PROJECT BY BLUE DIAMONDS5. Purchase Influence FactorsA. Colleagues B. Friends C. Family Members D. Others [ [ [ [ ] ] ] ]

6. Opinion about Bike FeaturesA. Yes B. No [ [ ] ]

7. Service Quality about the hero Honda bikesA. Knowledge B. Help C. Friendly D. Attractive [ [ [ [ ] ] ] ]

8. Opinion on Promotional ActivitiesA. Ad. Attractive B. Attractive to purchase C. Window Display [ [ [ ] ] ]

9. Opinion on Store EnvironmentA. Accessible B. Outlets C. Pleasing [ [ [ ] ] ]

10. Opinion on styles of Branda. Style b. Feature [ ] [ ]

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PROJECT BY BLUE DIAMONDSc. Fashionable [ ]

11. Hero Honda User who would again buy Hero Honda motor cycleA. Yes B. No [ [ ] ] ]

C. Cant Say [

12. Would you agree that Hero Honda Quality is better that comparedto other brands? a. Agree b. Disagree c. Cant Say [ [ [ ] ] ]

13. Services provided to you by hero Honda?a. Satisfied b. Unsatisfied [ [ ] ]

14. Would You Like to buy A Hero Honda Product again?A. Yes B. No [ [ ] ]

15. Does Hero Honda matches all your requirements compared toother brands? A. Yes B. No [ [ ] ]

16. Are you a brand loyal customer for Hero HondaA. Yes B. No C. Cant Say [ [ [ ] ] ]

17. Does Hero Honda have better compared to other brands?Page 72 of 73

PROJECT BY BLUE DIAMONDSA. Yes B. No C. Cant Say [ [ [ ] ] ]

Chapter-8 BibliographyBooks: 1. Principles of Marketing Management By Philip Kotler. 2. Research Methodology By C.R.Kothari. Magazines: 1. Auto World. 2. Over drive. 3. Auto India. News Papers: 1. Times of India. 2. Economic Times. Web Sites: www.herohonda.com www.google.com

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