Marketing Project2

Project Report

On

Comparative Analysis

Of

4-Stroke Bikes(Submitted towards the fulfillment of

Post Graduate Diploma of Management)

(Approved by AICTE, Govt. of India)ACADEMIC SESSION

(YYYY-YY) Under the guidance of: Submitted by:

Supervisor Name Your Name Lecturer (college name) Roll: -

College Logo

CONTENTS

A) Title page

B) Acknowledgement

C) Certificate

1) INTRODUCTION

2) INDUSTRY OVERVIEW

3) MARKETING STRATEGIES

4) LITERATURE REVIEW

5) RESEARCH METHODOLOGY

6) DATA ANALYSIS AND INTERPRETATION

7) FINDINGS

8) SUGGESTIONS

9) CONCLUSION

10) REFERENCES AND ANNEXURES

ACKNOWLEDGEMENT

We express our sincere gratitude to our project guide Mr. Kamal K.Gupta for giving us the

opportunity to work on this project.

We are thankful to GUIDANCE NAME our Project Guide for their guidance and

encouragement without which the satisfactory completion of our project would not have been

possible. They have been a constant source of inspiration to us, showing all the patience and

abundant encouragement throughout the project duration.

Also, we are thankful to the librarians and staff of our institute, for their continued support and

invaluable encouragement.

Above all, we are thankful to the “Almighty” and to our parents for their blessings, humble

support and showing their belief in us.

-YOUR NAME

CERTIFICATE

This is to certify that the project study titled submitted by YOUR NAME on fulfillment of the

requirement for the award of Post Graduate Diploma in Management is a record of original

work carried out by him under my guidance and supervision. This work has not been submitted

elsewhere for award of any degree or diploma.

INTRODUCTION

1. INTRODUCTION

HISTORY OF BIKES Through the years…

Bob Stark has been involved with Indian motorcycles throughout his entire life. Bob's father

became an Indian dealer in 1918, after returning from military service during

World War I. Bob still has a photo of his mother riding in a sidecar in 1923. Since Bob was born

in 1934, his parents were involved with Indian cycles long before that.

At the age of 10 Bob started staying around his fathers shop, and developed quite an interest in

the Indian cycles. The mechanic considered him a pest, but allowed him to do minor items, such

as changing oil & polishing cycles.

By 1946 Bob was riding his own Whizzer motorbike, and in 1947 graduated to a Cushman

scooter. By 1950, he had learned quite a bit more about the cycles and got his first Indian, a 741

Scout with skirted fenders. He bought the cycle for $50.00 without his father’s permission and

had it for 4 months before his father knew it was his. By 1951, Bob purchased the '48 Chief,

which he still rides. In addition, his father deemed the $50.00 741 Scout to be unsafe. So he

traded a new Triumph 650cc even up for it. That was the best cycle deal in Bob's life. 1951 also

was high school graduation, and the start of college. Some extra money was obtained during the

next 3 summers by working on cycles. Bobs father had sold the Indian shop in 1952, so the work

was done in the "ex" chicken coop at home. 1955 was the big change, graduation from Case

Institute of Technology, Akron Ohio (Now called Case/Western) with a degree in mechanical

engineering. This was a year of working days at Goodyear Tire & Rubber and nights on Indians.

A short time was spent in the army during 1956 & 1957. The off hours were spent at Herb

Reiber' s Indian shop in Washington D.C. The '48 Chief (purchased in 1951) was kept about 2

miles from Fort Belvoir.

After an army discharge in the fall of 1957 Bob returned to Goodyear Tire during the day and

worked on Indians at home during the evenings. By 1957 he reopened his fathers shop part time,

selling the Royal Enfield built Indians, servicing them, and servicing the older Chiefs & Scouts.

By 1958 Goodyear Tire was no longer in the picture as Bob quit to spend full time at the cycle

shop. In 1959 health reasons mandated a move to Florida, and more building of cycles at home,

while working at Martin Marietta Corporation. 1961 was a move to California, and the nominal

home workshop for night work. Later 60' s meant trips back to Florida as part of the launch crew

on the first 2 moon shots from Cape Canaveral. Gary was born during this time frame and started

riding between Shorty & Bob by age 2. In 1970, Starklite Cycle was formed and Bob was back

to full time work on Indians. Again, Starklite took on the Indian dealership, this time for the

Taiwan/Italian built models. This was different, but the main business was restoring the older

Indians and manufacturing parts for them. By now Gary was riding. He got his first Indian at age

5, and his second one at age 7. He was given a '47 Chief at age 5 and he finished his restoration

of it at age 16.

As the years have progressed, Indian parts have become increasingly scarcer. This has led

to the need to design and build increasing amounts of Indian parts. In 1989, Gary graduated

from California State University of Long Beach with an Engineering degree in Manufacturing

Engineering. The engineering has helped both Bob and Gary in the production of what we

believe to be the best quality of Indian parts available.

The line now stands at over 3000 items. Shortly has done her part by putting up with all of

this for nearly 30 years, as well as handling most of the work in connection with the Indian

Motorcycle Club. Gary has started helping her the last couple or years with much of the mailing

and typesetting, as he has become very proficient on the computer.

In the fall of 1988, Starklite moved from Fullerton to Perris. The shop in Fullerton was left in the

hands of Wilson Plank, who was employed there for 14 years. He is currently operating it under

the name of American Indian Specialists and is running it very successfully working on Indians.

As you can see from this brief background, The Stark Family has been involved in Indians from

1918 to the present with virtually no interruptions. Starklite is a family owned business involving

Bob, Shorty, and Gary, as well as others. Gary is the third generation to be involved.

The most gratifying part of the business has been the amount of nice people we have met. We

consider them friends, not just a customer.

BACKGROUND

When we think of Indian Two-wheelers market, we think of stodgy Vespa based models of

scooters and Japanese models of motorcycles, but now the situation is completely changed as the

industry is sizzling hot with continuous poaching of scooters by motorcycles as well as regular

launches of new models by all players. Earlier the shelf life of models was in tune of 10-15 years

but now it has come down drastically due to intense competition. Hero Honda is trying to save

its dominance in motorcycles market from rigorous attacks of Bajaj Auto and TVS while Bajaj

Auto is changing its portfolio by heavy inclusion of motorcycles in it. In this battle LML Group,

Kinetic Group, Yamaha Motors, Honda Motors and Royal Enfield are also trying to have a say.

2. INDUSTRY OVERVIEW

(TWO-WHEELERS AND THREE-WHEELERS)

Two-Wheelers

India is the second largest manufacturer and producer of two-wheelers in the world. It stands

next only to Japan and China in terms of the number of two-wheelers produced and domestic

sales respectively. This distinction was achieved due to variety of reasons like restrictive policy

followed by the Government of India towards the passenger car industry, rising demand for

personal transport, inefficiency in the public transportation system etc.

The Indian two-wheeler industry made a small beginning in the early 50s when Automobile

Products of India (API) started manufacturing scooters in the country. Until 1958, API

and Enfield were the sole producers. In 1948, Bajaj Auto began trading in imported Vespa

scooters and three-wheelers. Finally, in 1960, it set up a shop to manufacture them in technical

collaboration with Piaggio of Italy. Although various government and private enterprises entered

the fray for scooters, the only new player that has lasted till today is LML. Under the regulated

regime, foreign companies were not allowed to operate in India. It was a complete sellers market

with the waiting period for getting a scooter from Bajaj Auto being as high as 12 years.

The motorcycles segment was no different, with only three manufacturers viz Enfield, Ideal

Jawa and Escorts. While Enfield bullet was a four-stroke bike, Jawa and the Rajdoot were two-

stroke bikes. The motorcycle segment was initially dominated by Enfield 350cc bikes and

Escorts 175cc bike. The two-wheeler market was opened to foreign competition in the mid-80s.

Moreover, the then market leaders -Escorts and Enfield - were caught unaware by the onslaught

of the 100cc bikes of the four Indo-Japanese joint ventures. With the availability of fuel-efficient

low power bikes, demand swelled, resulting in Hero Honda - then the only producer of four

stroke bikes (100cc category), gaining a top slot. The first Japanese motorcycles were introduced

in the early eighties. TVS Suzuki and Hero Honda brought in the first two-stroke and four-stroke

engine motorcycles respectively. These two players initially started with assembly of CKD kits,

and later on progressed to indigenous manufacturing. In the 90s the major growth for motorcycle

segment was brought in by Japanese motorcycles, which grew at a rate of nearly 25% CAGR in

the last five years. The industry had a smooth ride in the 50s, 60s and 70s when the Government

prohibited new entries and strictly controlled capacity expansion. The industry saw a sudden

growth in the 80s. The industry witnessed a steady growth of 14% leading to a peak volume of

1.9mn vehicles in 1990. The entry of Kinetic Honda in mid-eighties with a variometric scooter

helped in providing ease of use to the scooter owners. This helped in inducing youngsters and

working women, towards buying scooters, who were earlier inclined towards moped purchases.

In the 90s, this trend was reversed with the introduction of scooterettes. In line with this, the

scooter segment has consistently lost its part of the market share in the two-wheeler market.

In 1990, the entire automobile industry saw a drastic fall in demand. This resulted in a decline

of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles. Barring Hero

Honda, all the major producers suffered from recession in FY93 and FY94. Hero Honda showed

a marginal decline in 1992. The reasons for recession in the sector were the incessant rise in fuel

prices, high input costs and reduced purchasing power due to significant rise in general price

level and credit crunch in consumer financing. Factors like increased production in 1992, due to

new entrants coupled with the recession in the industry resulted in companies either reporting

losses or a fall in profits

Three-Wheelers

India is one of the very few countries manufacturing three-wheelers in the world. It is the world's

largest manufacturer and seller of three-wheelers. Bajaj Auto commands a monopoly in the

domestic market with a market share of above 80%, the rest is shared by Bajaj Tempo, Greaves

Ltd and Scooters India.

3. MAJOR PLAYERS AND COMPETITION

a. HERO HONDA LTD.The legend of Hero Honda what started out as a Joint Venture between Hero Group, the world's

largest bicycle manufacturers and the Honda Motor Company of Japan, has today become the

World's single largest two-wheeler Company. Coming into existence on January 19, 1984,

Hero Honda 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 expansive

dealer network, and reliable after sales service, and you have one of the most customer- friendly

companies.

.

b. BAJAJ AUTO LIMITED

The Bajaj Group came into existence during the turmoil and the heady euphoria of India's

freedom struggle. Jamnalal Bajaj, founder of the Bajaj Group, was a confidante and disciple of

Mahatma Gandhi, and was deeply involved in the effort for freedom. The integrity, dedication,

resourcefulness and determination to succeed which are characteristic of the Company today, are

often traced back to its birth during those long days of relentless devotion to a common cause.

Kamalnayan, the eldest son of Jamnalal Bajaj, succeeded his father in 1942, at the age of twenty-

seven. Putting the Nation before business, he devoted himself to the latter only after India

achieved independence in 1947. But when he did so, he put his heart and soul into it. Within a

short while, he not only consolidated the Group, but also diversified into various manufacturing

activities, elevating the Group to the status it enjoys till this day.

Rahul Bajaj today heads the Group. He has been the Chief Executive Officer of Bajaj since 1968

and is recognized as one of the most outstanding business leaders in India. As dynamic and

ambitious as his illustrious predecessors, he has been recognised for his achievements at various

national and international forums.

Bajaj is currently India's largest two and three-wheeler manufacturer and one of the biggest in

the world. Bajaj has long left behind its annual turnover of Rs.72 million (1968), to currently

register an impressive figure of Rs.42.16 billion (US$ 936 million).

Group/ Management

Mr. Jamanalal Bajaj founded the Bajaj Group in the 30s. The group now has 24 companies,

including 6 listed companies. Besides BAL, the major companies in the group are Mukand Ltd.

(Alloy/ Special Steel, term key projects), Bajaj Electricals Ltd.(Electrical equipments, fans, and

appliances) and Bajaj Hindustan Ltd.(Sugar, industrial alcohol)

BELIEFS

¥ Transparency: A commitment that the business is managed along transparent lines.

¥ Fairness: To all stakeholders in the Company, but especially to minority shareholders.

¥ Disclosure: Of all relevant financial and non-financial information in an easily understood

manner.

¥ Supervision: Of the Company’s activities by a professionally competent and independent

board of directors.

PRESENCE

¥ Distribution network covers 50 countries.

¥ About 150,000 units likely to be exported this year.

¥ Dominant presence in Sri Lanka, Mexico, Bangladesh, Columbia, Guatemala, Peru, Egypt,

Iran and Indonesia.

¥ Largest exporter of three-wheelers; over 40.875 units exported last year.

¥ All products customized as per market needs .

¥ 83% growth in total exports in 2002-03.

Different models of Bajaj 4-stroke bikes:

Bajaj CT 100Engine 4 Stroke, Single Cylinder, Air Cooled

Cubic Capacity 99.27cc

Max. Power 8.2 BHP @ 7500rpm

Gear Box 4 Speed

Ignition CDI

Front Brakes 110mm Drum

Rear Brakes 110mm Drum

Front Tyre 2.75 X 18

Rear Tyre 2.75 X 18

Wheelbase 1225mm

Ground Clearance 0mm

Dry Weight 109 Kg

Tank Capacity 9.3 Litres

Colours Black, Maroon, Silver, Blue

Bajaj Discover ElectricstartEngine 4 Stroke, Single Cylinder, Air Cooled



Gear Box 4 Speed

Ignition CDI




Rear Tyre 3.00 X 17

Wheelbase 1305mm


Dry Weight 129 Kg

Tank Capacity 10 Litres

Colours Black, Red, Blue

Bajaj Pulsar 150 ES DTSi

Engine 4 Stroke, Single Cylinder, Air Cooled



Gear Box 5 Speed

Ignition CDI

Front Brakes Disc



Rear Tyre 100/90 X 17

Wheelbase 1330mm


Dry Weight 140 Kg


Colours Black, Silver, Orange, Blue, Dark Grey

c. LML AUTO LTD.

The company was incorporated in 1972 as a private limited company called Lohia Machine

Ltd. and starting manufacturing machine in technical collaboration with ARCT FRANCE in

terms of companies Act 1956. The company was converted into public limited company. The

activities were diversified by putting up synthetic yarn processing unit in 1978. Nylon 6 chips

manufacturing of LML scooter. The activity of engineering unit was phased out and fiber unit

was de-linked. As such as the company now manufacturing scooters and motorbike under the

brand name of LML.

During the last 14 years the company has produced and sold over 19 Lacks scooters that is a

remarkable achievement inspire of formidable competition formats competitors when LML

entered the scooter industry in 1982. It was essentially operating in a seller market which had

huge unmeet demand it was able to gain substantial and market shore approached operand

from 14000 a month in 1990 to 5000 a month in 1992. Overall sales in1991 were half that of

1990. It introduced a new vehicle LML is in early 1992 which was priced higher than LML

TS in September 1992 both the vehicles were restyled and re-launched as the NV special and

TS special there was no immediate impacts on sales. Total sales in 1992 were lower than even

1991.

However there was considerable reshaping within the existing demand with the higher price TS

rapidly wresting a 35 percent shares of LML 20 sales. By end 1992 the company had managed

to fix its mingling quality problems which has been preventing it from attaining a premium

states in the eye of the consumer it started spending on advertisement also for provide- ding

product related information to potential customers.

Innovative marketing such as exchanging any old scooter for new LML one and paying the

difference is easy installment he helped in booming up the market share of LML considerable

LML enthused its dealer with mere generous morging which ranges from Rs-725 to Rs-1100.

By 1993, it introduced a new model LML select that proved an instant success by mid 1993 as

much a 60 percent of LML sales to percent by 1993 had increased to 15000 per month. It stayed

at the sales reputed to 20000 a per month by the year-end.

The severe demand recession during October 1990 top September 1992 upset the working of

company resulting into heavy loses. As a result of house Research and Development. Activities

the company could introduce a new range of scooter with lot of added features like a better fuel,

efficient engine and attractive metallic colors etc with earning of recession the sales of company

picked up a level of about 5000 scooter to 2000 scooter per month. During the year end 30-9-97

LML has achieved a remarkable turn over by earning a net profit Rs-2640 lacks as compared to

net loss of 607 during the year proved further and the company has earned a net profit of Rs-467

crores during the period ended on 30-9-97 before exceptional item has also gone up from Rs-

346.39 crores during 1993-94 to Rs-748.72 crores during 1996-97.

From a mere 7 percent, market share in 1991-1992 LML has today made significant result and

commands an impressive market share of about 26 percent.

LML achieved 14.63% increase in volumes against the backdrop of a slow down in the two-

wheeler industry and a negative growth in the scooter segment.

Different models of LML 4-strokes bikes:LML Freedom DX




Gear Box 4 Speed

Ignition CDI

Front Brakes Drum

Rear Brakes Drum


Rear Tyre 3.00 X 18

Wheelbase 1235mm


Dry Weight 111 Kg


LML Freedom Prima 125 Disc Brake Motorcycle




Gear Box 5 Speed

Ignition CDI

Front Brakes Disc



Rear Tyre 3.00 X 18

Wheelbase 1235mm


Dry Weight 111 Kg


Colours Black, Silver

LML Graptor Kick Start Motorcycle




Gear Box 5 Speed

Ignition CDI

Front Brakes Disc



Rear Tyre 3.00 X 18

Wheelbase 1280mm


Dry Weight 136 Kg


Colours Black, Maroon, Silver, Blue

d. TVS Motor Company

TVS Suzuki became the first Indian company to introduce 100 cc Indo-Japanese motorcycles in

collaboration with Suzuki Motor Company. Having amicably parted ways TVS Motor Company

continues to manufacture highly reliable mopeds, motorcycles & scooters. TVS have one of the

most comprehensive line-ups of motorcycles. The 2 Stroke Max 100 range provide the entry

level. The new TVS Centra and the latest TVS Victor GLX 125 both use the new VT-i (Variable

Timing Ignition) to good effect.

The Indian two- wheeler market has a size of over Rs100,000 million with the sales of more

than 3.7 million units in 2000-01 and has been growing at 7% CAGR over 1997-2001. TVS

Suzuki Ltd (TSL) is one of the three companies that account for more than 80% of the industry.

The company has 23% market share in domestic two-wheeler industry. TSL is present in all

the three leading segments of the 2-wheeler market viz; mopeds, motorcycles and scooters. The

company is India’s largest manufacturer of mopeds with a market share of 66%, and dominates

the southern parts of India. It is also a market leader in the fast growing vario-scooter (Scooty)

market with a market share of 34%. In FY01, motorcycle sales contributed to 53% followed by

sales in mopeds to 24% of total sales of Rs 18,408.2mn. TSL’s first 4-stroke premium segment

motorcycle ‘Suzuki Fiero’ has achieved about 3% market share within the first year of its launch.

Most recently the 19-yr old JV with Suzuki Motor Corporation (SMC) has fallen off and TVS

has been renamed as ‘TVS Motor Company Ltd.

The Indian two-wheeler sector contributes the largest volumes amongst all the segments in

automobile industry. Though the segment can be broadly categorized into 3 sub-segments viz;

scooters, motorcycles and mopeds; some categories introduced in the market are a combination

of two or more segments e.g. scooterettes and step-thru’s. The market primarily comprises five

players in the two-wheeler segment with most of the companies having foreign collaborations

with well-known Japanese firms earlier. But with most of the companies now planning 100%

subsidiaries in India, a few JV’s have fallen out.

In the last four to five years, the two-wheeler market has witnessed a marked shift towards

motorcycles at the expense of scooters. In the rural areas, consumers have come to prefer sturdier

bikes to withstand the bad road conditions. In the process the share of motorcycle segment has

grown from 48% to 58% , the share of scooters declined drastically from 33% to 25% , while

that of mopeds declined by 2% from 19% to 17% during the year 2000-01. The Euro emission

norms effective from April 2000 led to the existing players in the two- stroke segment to install

catalytic converters. 4-stroke motorcycles are now replacing all new vehicles. Reduced excise

duty and fierce competition has led to a fall in prices of certain models.

TSL has been the largest manufacturer of mopeds, which are predominantly prevalent as a means

of low cost transportation and provide a tremendous potential in all the parts of India. However

the company is likely to face threat from domestic competitors viz; Bajaj Auto Ltd (BAL) which

would continue its price-based competition and Honda Motorcycles and Scooters Ltd (HMSL)

a new entrant in the 2-wheeler market. Since the two-wheeler industry has grown vigorously

in the past, there has been excess capacity and cost pressures will lead to reduce margins. The

removal of quantitative restrictions has also led to a threat from the Chinese players. In addition

to this there has been a decline in the demand for mopeds, which is matter of concern for the

company. Consequently, the company has been planning to launch a range of 4-stroke vehicles

covering all segments over a period of time. Of late, TVS has been able to produce 100cc 4-

stroke motorcycles indigenously and none of the company’s fast selling 2-wheelers have a major

Suzuki contribution.

Current Scenario

TVS - Suzuki ‘s motorcycle volume growth at around 1.3% is way behind that of its competitors

such as Hero Honda (37.28 %) and Bajaj Auto (34.5 %). The company for the first half of FY02

posted a drop in turnover by 8% to Rs8332.8mn. Operating profit margin has declined to 7.39%

from 9.53% and has been affected on account of disproportionate increase in raw material cost in

relation to the turnover. Increase in staff costs to Rs364.2mn from Rs312.3mn accompanied by

marginal increase in depreciation and interest costs has affected the company’s bottom line. The

post–tax earnings declined by about 53% to Rs191.6mn. However the earnings during second

quarter are relatively better than the first quarter of current fiscal 01-02. The pick up in sales

volumes of ‘ Victor ‘ and the steady off take of Fiero have helped the company stage some sort

of recovery during the second quarter.

Different models of TVS 4-strokes bikes:

TVS Centra




Gear Box 4 Speed, constant mesh

Ignition CDI

Front Brakes 110mm

Rear Brakes 110mm


Rear Tyre 2.75 X 18

Wheelbase 1235mm


Dry Weight 109 Kg


Colours Black, Blue, Red

TVS Fiero



Max. Power 12 BHP @ 7000 rpm

Gear Box 4 Speed

Ignition CDI

Front Brakes 240mm Disc




Wheelbase 1270mm


Dry Weight 124 Kg


Colours Black, Blue, Red, Silver

TVS Victor

The TVS Victor offers amongst the best value for money in the Indian two-wheeler industry.

Its 110cc engine, 4 stroke engine develops 8.1 BHP and, thanks to its digital ignition, can be

optimised for power or fuel economy depending on your riding style.

Its multi-reflector headlamps provide better illumination for safer riding while its long broad seat

offers great comfort both for the pillion and the rider.

e. YAMAHA MOTOR INDIA PVT. LTD.

Yamaha Motor India Private (YMIPL) Ltd. is the fully owned subsidiary of Yamaha Motor Co

of Japan. YMIPL was initially known as Yamaha Motor Escorts Ltd. But the parent company,

Yamaha Motor Company, purchased Escorts Ltd's remaining 26 per cent holding in their

motorcycle joint venture Yamaha Motor Escorts Ltd in June 2001. It was therefore renamed as

Yamaha Motor India Private Ltd.

YMI follows Yamaha Motor's corporate mission of creating 'Kando' - a unique Japanese word

that means 'touching people's hearts.' 'Kando' also describes the 'spirit of challenge" to create

new value surpassing customer expectations. YMIPL is committed to making products that

benefit from the skills and technology used by Yamaha worldwide.

Now, the company being 100% subsidiary holder is known as the Yamaha Motor India (Pvt.)

Limited. The logo of YMC has been adopted by YMIPL.

Plans after Merger

To fulfill customer satisfaction, and meet the needs of the Indian market, YMI plans to produce

one or more models in the first year, four models in three years. To achieve these goals, YMIPL

will pursue three major objectives within the company. The first is customer satisfaction. The

second is strengthening R&D. YMIPL's mission is to constantly produce what customers are

looking for, by analysing market trends and changes. The third objective is to optimize the

internal working system.

YMIPL's motto is 'Speed, Quality, Yamaha's original design'. Yamaha is aiming to make a

significant contribution to Indian society and create products that the people of India will take to

their hearts.

Ever since its founding as a motorcycle manufacturer on 1st July, 1955, Yamaha Motor Company

has worked to build its products which stand among the very best in the world through its

constant pursuit of quality; and at the same time, through these products, it has sought to

contribute to the quality of life of people all over the world. Following on the success of our

Motorcycles, Yamaha being manufacturing Powerboats and out boards motors in 1960. Since

then, engine and FRP technology were used as a base to actively diversify and globalize the

area of business. Today our fields of influence extend from the land to the sea and even into the

skies as our business divisions have grown Motorcycles operations to include Marine operations,

Power Product operations, Automotive operations, Intelligent Machinery operations, Aeronautic

operations and PAS operations.

Different models of Yamaha 4-strokes bikes:Yamaha Crux




Gear Box 4 Speed

Ignition CDI




Rear Tyre 2.75 X 18

Wheelbase 1247mm


Dry Weight 105.5 Kg


Colours Black, Blue & Red

Yamaha Enticer Electric Start Disc Brake




Gear Box 4 Speed

Ignition CDI

Front Brakes Disc




Wheelbase 1375mm


Dry Weight 116 Kg


Colours Lavender, Gold, Red

Yamaha Libero


Cubic Capacity 106cc


Gear Box 4 Speed

Ignition CDI




Rear Tyre 3.00 X 18

Wheelbase 1290mm


Dry Weight 109 Kg


Colours Black, Maroon, Gold, Green

MARKETING STRATEGIES

4. MARKETING STRATEGIES OF HERO HONDA

a. PRODUCT RELATED STRATEGIES OF HERO HONDA

Product Range and New Models:

The Company's product range includes "Splendor" which is the largest selling motorcycle brand

in the world with over 6.9 lacs vehicles sold in 2000-01. A cumulative over 4 million customers

are the real foundation of the company's strength. The total shall soon cross the 5 million mark.

Its volumes have been growing at a strong pace of 40% p.a. over the last five years.

The Company launched a new 100 cc model "Passion" in January 2001. The motorcycle is

focused on style and contemporary design, compared to the Company's earlier motorcycles

that were focused on utility and/or style. "Passion" has received an excellent response from the

market and has established itself well, with sales reaching a level of 19000 units in March 2001,

within just three months of its launch.

In April 2001, another 100 cc model "Joy" was launched successfully. Its focus is on better

styling and improved riding comfort.

Hero Honda launches cheapest bike to ‘stall’ Bajaj Auto19.03 IST 16th Apr 2003 By India

Express Bureau

In an attempt to beat competition from its rival Bajaj Auto, Hero Honda Motors launched its

cheapest 100cc motorbike yet on Wednesday. The motorbike maker, in which India's Munjal

family and Japan's Honda Motor Co each hold 26 per cent stakes, said the new model, CD-

Dawn, would carry a showroom price of Rs 31,899 in Delhi. The company expects to sell 7,000-

8,000 units of the bike in April and hopes sales will touch 20, 000 a month in six months. Hero

Honda, which accounts for 45 per cent share of the domestic market, has faced slowing demand

and cutthroat competition after two consecutive years of 30 per cent-plus growth in the world's

biggest motorcycle market. But the firm has forecast at least 10 per cent growth in sales volume

in the current financial year to March 2004. Its sales in the past year to March grew 17.7 per cent

to 1.68 million bikes.

Different models of Hero Honda 4-strokes bikes:

Presenting CD deluxe, the stylish, true value 100 cc motorcycle from Hero Honda.

Encompassing the legendary Hero Honda values of fuel efficiency, economy and rock solid

dependability.

Engine 4-Stroke OHC, Single Cylinder, Air Cooled

Bore X Stroke 50 X 49.5 mm

Displacement 97.2 cc

Compression Ratio 8.8 : 1

Max Power 5.44 Kw (7.4 PS) @ 8000rpm

Torque 0.79 Kgm @ 5000 rpm

Clutch Multi Plate Wet Type

Transmission 4-Speed Constant Mesh

Final Drive Roller Chain

Ignition Capacitor Discharge Ignition

Starting Kick Start

Frame Tubular Double Cradle

Suspension Front: Telescopic Hydraulic Fork Rear: Swing Arm with Hydraulic Shock Absorbers

Dimensions (LXWXH) 1970 X 720 X 1045 mm

Wheel Base 1230 mm

Ground Clearance 159 mm

Kerb Weight 108 Kg

Tyres Front: 2.75 X 18 - 4PR Rear: 2.75 X 18 - 6PR

Brakes Front: Internal Expanding Shoe Type - 130 mm Dia Rear: Internal Expanding Shoe Type - 110 mm Dia

Fuel Tank Capacity 10.5 Ltrs

Head Light Rectangular Multi Focal Reflector – 35

The world's best-selling motorcycle just got better. The Splendor+, a bike that will stop you right

in your tracks. Both by its looks and performance. Needless to add, owning a Splendor+ means

a lot of other things too. Like getting admiring looks. Or the pride of riding a motorcycle that

meets the pollution control standards of this decade. That's the Splendor+. The new face of trust.

Engine 4-stroke, single cylinder lair-cooled, OHC

Displacement 97.2.cc

Transmission 4-speed constant mesh

Ignition Electronic

Head light 12V 35/35W multi-reflector with halogen lamp

Frame Tubular double cradle type

Suspension (front) Telescopic hydraulic fork

Suspension (rear) Hydraulic spring loaded type with both side action

Wheelbase 1230 mm

Ground clearance 159 mm

Kerb weight 109 kgs

Tyre (front) 2.75*18-4 PR

Tyre (rear) 2.75*18-6 PR

Type of brake (front) Drum type (130 mm diameter)

Optional Disc type (240 mm diameter)

Type of brake (rear) Drum type (110mm diameter)

Max power 7.5PS @ 8000 rpm / 5.5 KW @ 8000rpm

Max speed 85 kmph

Fuel tank capacity 10.5 litres (reserve 1.4 litres)

Engine 4-Stroke OHC, Single Cylinder, Air CooledBore X Stroke 52.4 X 57.8 mmDisplacement 124.7 ccCompression Ratio 9.1: 1Max Power 6.72 Kw (9 BHP) @ 7000 rpmTorque 10.35 Nm @ 4000 rpmMax Speed 90 KmphClutch 4 - Speed Constant MeshFinal Drive Roller ChainIgnition Digital - CDI Ignition (AMI)

Advanced Micro Processor Ignition systemStarting Kick Start

Self Start (Optional)Frame Tubular Double CradleSuspension Front : Telescopic Hydraulic Fork

Rear : Swing Arm with Hydraulic Shock AbsorbersDimensions (LXWXH) 1995 X 735 X 1095 mmWheel Base 1265 mmGround Clearance 150 mmKerb Weight 117 Kg (Kick Version)

121 Kg (Self Version)Tyres Front : 2.75 X 18 - 4 PR / 42P

Rear : 2.75 X 18 - 6 PR / 48PBrakes Front Drum Type : Internal Expanding Type - 130 mm Dia

Front Disc Type : Hydraulic Disc Type - 215 mm Dia (OptionalRear: Internal Expanding Type - 130 mm Dia

Fuel Tank Capacity 12 Ltrs. (Min)Head Light 12V - 35W Multi Reflector Halogen Bulb - AC Type

New two-tone body colours PLUS Body colour rear view mirrors PLUS Aluminum die cast rear

grip PLUS Heat protector on the muffler. All this and much more to make the biker and his bike

stay married for eve.

Engine 4-stroke, Single Cylinder, Air - Cooled OHCDisplacement 97.2 ccMaximum Power 7.5 Ps at 8000 rpmGear Box 4 Speed Constant MeshClutch Multi-Plate Wet TypeMax. Speed 85 Kmph.Frame Tubular Double CradleSuspension (Front) Telescopic Hydraulic ForkSuspension (Rear ) Swing Arm with 5 step adjustable hydraulic damper. Tyre Size (Front ) 2.75 * 18- 4 PR /42 PTyre Size (Rear ) 3.00*18-4/6 PRBrakes (Front) Internal Expanding Shoes Type

(130mm)/ Hydraulic Disc Type (Optional) Brakes (Rear) Internal Expanding Shoes Type (130 mm)Final Drive Roller ChainBattery 12 V-2.5 AhIgnition Electronic CDIStarting Kick StarterWheelbase 1235 mmGround Clearance 160mmLength 1980 mmWidth 720 mmHeight 1060 mmKerb Weight 116 kgs.Fuel Tank Capacity 12.8 litres (Reserve 1.1 litres)Head light Halogen Bulb 35 W / 35 WKarizima

The Karizima features a 223cc, 17PS power pack that accelerates you from 0-60 in 3.8 seconds.

Distinctive styling and Mag alloy wheels make this bike stand out before it races away from the

pack.

Digital ignition and a constant vacuum carburetor facilitate better control of ignition timing.

The legend refreshed…with all new body language. The original spirit of CBZ, now with a cool,

new look. A wonder bike that can take on the winds. And like you, it runs on passion. Rev up

and flaunt your style.

CBZ

Engine 4-stroke, single cylinder , air - cooled, OHC

Displacement 156.8cc

Clutch Type Manual

Clutch Primary -

Clutch Secondary Multi-plate wet

Transmission 5-speed constant mesh

Final Drive Roller chain

Ignition Electronic

Starting Kick starter

Frame Tubular single cradle

Suspension (Front ) Telescopic hydraulic fork

Suspension (Rear ) Swing arm with hydraulic damper- 5-step adjustment

Dimensions (L*W*H) 2100*755*1130mm

Wheel Base 1335mm


Kerb Weight 138 kg

Tyres:Front/Rear 2.75*18-42P/100/90*18-56P

Max. Power 12.8 PS@8000 rpm

Max.Speed 100 kmph

Fuel Tank Capacity 12.5 1tr(2.5 ltr reserve)

b. PLACE STRATEGY OF HERO HONDA

Today Hero Honda has managed to achieve indigenization of over 95 percent, a Honda record

worldwide. Hero Honda is at present the largest-selling Indian motorcycle and the most fuel-

efficient in its category - the outcome of Hero Group's foresight and another classic example of

how the Group strives to provide the customer with excellence and satisfaction.

Hero Honda became the first company in the country to introduce four-stroke motorcycles and

set the standards for fuel efficiency, pollution control and quality. It has a production capacity of

1.2 million motorcycles, which shall be enhanced to 1.5 million motorcycles in the coming years.

It has an excellent distribution and service network spread throughout the country. Hero Honda

is the market leader in motorcycles, with sales of over a million motorcycles and a strong market

share of 47% during 2000-01.

This is proved by the company's sales over the years:

YEAR SALES2002-03 43,000 units2003-04 96,200 units2004-05 5,30,600 units2005-06 7,61,210 units2006-07 10,29,555 units2007-08 14,25,195 units2008-09 16,77,537 units2009-10 18,23,234 units

As economies open up, are Asian enterprises ready for the global battle for export markets and

investment?

Hero Honda sales decline 1.2 pc

Our Bureau

NEW DELHI, May 1

HERO Honda, the country's largest motorcycle manufacturer, saw its sales decline by 1.2 per

cent to 1,34,318 units in April 2003 from 1,35,961 units in the same month last year.

According to industry sources, sales of the company could have been affected by sluggish rural

demand combined with the 10-day trucker's strike affecting production as well as distribution of

products in April.

The company saw a growth of 16.06 per cent in sales volume during April compared to March.

Meanwhile, Hero Honda is planning to launch new 200 plus cc motorcycle during May, a

company release said.

The company today announced that it has achieved a milestone with its Daruhera plant, in

Haryana, becoming the first Indian two-wheeler plant to produce 5 million units. The 5 millionth

motorcycle was a Splendor. The first motorcycle, CD100, had rolled off the assembly line in

April 1985.

Customer satisfaction, a high quality product, the strength of Honda technology and the Hero

group's dynamism have helped HHML scale new frontiers and exceed limits.

In the words of Mr. Brijmohan Lall 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 and through efficient management."

c. PRICING STRATEGY OF HERO HONDA

A rich background of manufacturing high value, reasonably priced products; an uncompromising

pursuit of the goals to attain quality along with customer satisfaction; the resulting affinity in

working cultures - brought the world's largest manufacturer of motorcycles in collaboration with

the world's largest bicycle manufacturer, bringing forth a market leader. Honda Motor Company

of Japan and the Hero Group entered a joint venture to setup Hero Honda Motors Limited in

1984.

The Karizima features a 223cc, 17PS power pack that accelerates you from 0-60 in 3.8 seconds.

Distinctive styling and Mag alloy wheels make this bike stand out before it races away from the

pack.

Digital ignition and a constant vacuum carburetor facilitate better control of ignition timingThat’s why Priced at Rs. 76,206/- on road Mumbai the Karizma is available in seven attractive

shades.

If we take the example of Karizma (A bike of Hero Honda).

d. PROMOTION STRATEGY OF HERO HONDA

A thorough understanding of the fast-changing consumer behavior, new market segments and

product opportunities along with sensitivity to changing customer needs, form the core of Hero's

marketing strategy and philosophy.

At Hero, we essentially have a completely customer-driven approach. A nation-wide dealer

network comprising of over 3,500 bicycle dealers, 350 dealers for mopeds and 225 franchise

holders for motorcycles, ensures convenient access to the Group's products across the country.

With a deep sense of belonging to the Hero fraternity, the Group's dealer network has catalyzed

growth and acted as a strong bridge between the customers and the Group.

Conventionally, very few Indian bicycle manufacturers were interested in exports. However, the

Hero Group's foray into the overseas markets pioneered Indian exports in the bicycle segment

as early as 1963. It was a move prompted primarily by the need to be attuned to the global

marketplace.

While initial exports were restricted to Africa and the Middle East, today more than 50 percent

of the Group's bicycle exports meet the demands of sophisticated markets in Europe and

America. This is primarily because of appropriate product development and excellent quality that

Hero offers.

The Group has undertaken a steady up gradation of technologies and there has been

diversifications and setting up of newer establishments to meet stringent international standards.

At the core of it all is a customer-centric scheme of policies and production ... and the bottom

line is to "Add Value while Engineering Satisfaction.

Advertisement strategy

Hero Honda has snagged the brat pack — Virender Sehwag, Mohammad Kaif, Yuvraj Singh and

Zaheer Khan. The two-wheeler maker, an official sponsor of the World Cup tournament to be

played in South Africa in February, has brought the young and exciting cricketers of the Indian

team on board as brand ambassadors.

The Fab Four — along with team captain Sourav Ganguly — will feature in the ads for its latest

motorcycle model: the Ambition. Hero Honda is extremely cagey about saying how much they

had to fork out to bring the top cricketers to feature in the ads.

Atul Sobti, senior vice-president, marketing and sales declined to say how much they planned to

invest in the ad campaign. "It will give a lot of leverage to the new product Ambition by giving

the image of a powerful and efficient motorcycle. The powerfu-e-l bike will be well represented

by the leadership qualities, power and the capacity to face any challenges," he added.

The current ad for Ambition is tame; it shows an important file reaching a destination in time

because of the power of the motorcycle. "It does not properly appeal to the customers about the

power and efficiency of the product. 'Team Ambition' will be much better suited to represent the

product," sources said.

Hero Honda is hoping to crank up sales of Ambition because of the endorsements by the top

cricketers during the World Cup when cricket fever will be at its highest.

One major advantage is that none of its rivals will be able to use cricketers to endorse their

products before and after the World Cup because of the ambush-marketing clause that the

International Cricket Council (ICC) has worked into the players contracts.

The issue had sparked a row when it was raised just before the ICC champions trophy in Sri

Lanka in September but was resolved after a stand-off between ICC, the cricket boards of several

nations and the players.

Hero Honda plans to increase its market-share to 50 per cent this fiscal and is targeting sales of

10,000 Ambitions a month. Its share dipped from 48 per cent to 45 per cent.

The 133 cc Ambition generates 11 bhp of thrust, which has been kept low in order to improve

fuel efficiency. It has been placed in between the 125cc and 150cc motorcycle categories to draw

the maximum clientele. The bike accelerates from 0-60 kmph in only six seconds.

While launching the new campaign with the cricketers, Hero Honda is also drawing up plans for

a couple of ads with the other brand ambassador, Hrithik Roshan.

Hero Honda's association with cricket goes back to 1993, when it sponsored the Hero Cup. It

was the official sponsor of the recent ICC Champions Trophy in Sri Lanka and will have the

same status for the ICC World Cup in 2003.

5. PURPOSE OF THE STUDYWhenever we think of the origin of Indian Two-wheelers market, we think of old and stodgy

Vespa based models of scooters and Japanese models of motorcycles, but now in the era of

globalization the situation has completely changed as the many industries are sizzling hot with

continuous poaching of scooters by motorcycles as well as regular launching of new models

of motor bikes. Earlier the shelf life of models was in tune of 10-15 years but now it has come

down drastically due to intense competition in motor bike industry. Hero Honda is trying to save

its dominance in motorbike market from rigorous attacks of Bajaj Auto and TVS while Bajaj

Auto is changing its portfolio by heavy inclusion of motorcycles in it. In this battle LML Group,

Kinetic Group, Yamaha Motors, Honda Motors and Royal Enfield are also trying to provide

something new to the customers.

6. RESEARCH OBJECTIVES

¥ To study the position of 4-strokes bikes in India

¥ To forecast the consumers requirements and to study the consumers preference by collecting

the data through questionnaire

¥ To determine the consumers buying attitudes towards the 4-strokes bikes

¥ To determine the satisfaction level of consumer to the product features and various aspects to

the 4-strokes bikes

¥ To determine the usage of the product

¥ To trace the customer profile

LITERATURE REVIEW

7. LITERATURE REVIEW

Motorcycles are the most expensive of all two-wheelers. They are more powerful than scooters

and mopeds, have the highest load carrying capacity (which is essential for rural areas), are fuel-

efficient, have better road grip, and are the most expensive. Besides, motorcycles are viewed as

“trendy” in the urban areas as compared with scooters and mopeds.

Motorcycle production in India began in 1952, when Enfield India Limited commenced

manufacture at its plant in Tamil Nadu. It was the only motorcycle producer in the country until

the early 1960s when Ideal Jawa (India) Private Limited and Escorts Limited entered the market.

By 1970-71, production of motorcycles had reached 39,000 units per annum.

The fortunes of the motorcycle industry changed after the announcement of the liberal licensing

policy in 1982 whereby foreign collaboration was allowed. In 1982, the Government allowed

foreign players to enter the industry through joint ventures. Within four years, the TVS Group

tied up with Suzuki, the Hero Group with Honda, the Escorts Group with Yamaha, and Bajaj

Auto Limited (Bajaj Auto) with Kawasaki. TVS Suzuki introduced Ind-Suzuki in 1984, Hero

Honda Motors Limited (HHML) launched CD100 in 1985, and both Escorts and Bajaj Auto

launched their models in 1986-87. These models catered for the upwardly mobile, middle-to-

upper income group consumers who preferred a stylish, powerful vehicle that could be used as

an urban personal transportation vehicle. The principal brands that competed in the 1980s were

the HHML CD100 (a four-stroke 100cc), the Ind-Suzuki AX100 (from TVS, two-stroke, 100cc)

and the Escorts-

Yamaha RX100 (two-stroke, 100cc). While the CD100 was positioned primarily on the

efficiency plank, giving riders an unprecedented mileage of 80 kms per litre (kmpl), the RX100

became popular with young buyers because of its high power. The AX100 took the middle path,

balancing power with reasonable fuel efficiency. To reinforce its image of being a maker of

powerful motorcycles, Escorts launched the 350cc twin-carb, twin-cylinder Yamaha RD350,

a vehicle that soon gained cult status. It offered 36bhp, but was plagued by problems—very

few mechanics could tune the engine and the average fuel consumption was as low as 15 kmpl.

Subsequently, the product had to be discontinued. The launch of the 100cc motorcycles was

path breaking, as till then the existing big models like the Yezdi, Rajdoot and Bullet could not

compete with scooters.

A significant development in the motorcycle industry during the late 1990s was the shift from

two-stroke to four-stroke technology. The attraction of the four-stroke technology was earlier

limited to fuel efficiency, while two-stroke held its own by offering better performance and

easier maintenance. But, following the enforcement of India 2000 emission norms beginning

April 1, 2000, the less polluting four-stroke has become the preferred technology. The two-

stroke technology can also meet the existing environment norms, but only when supplemented

by catalytic converters—an option that is both costly and shortsighted. The high temperature

of the exhaust, combustion irregularities, the problem of lubricating oil contamination with

metallic additives, and finally, fuel adulteration can poison the catalyst and render it completely

ineffective. Further, the use of catalytic converter affects the initial pick-up of two-stroke

engines, which is one of their main attractions. Given these shortcomings, most motorcycle

manufacturers have offered four-stroke vehicles. While the four-stroke motorcycle segment is

the fastest growing, it is also highly competitive. Competition has intensified in this segment

since CY2001 when players introduced new products at a relatively fast pace. Also, new entrants

have entered the market by introducing their products at lower price points, while the existing

players have announced price cuts. This has led to price competition in the domestic market. At

the lower end of the segment, Bajaj Auto has its Boxer range of motorcycles and Byk; HHML

has Dawn as well as CD Dawn and KEL Boss. Above this segment, there are strong brands such

as Victor (TVS), Passion and Splendor (HHML), Caliber 115 and Aspire (Bajaj Auto), Freedom,

Adreno and Energy (LML), and Crux R (Yamaha). Through its CBZ model, HHML had tapped

the premium segment of the market in 1999.

Since then, however, quite a few models such as Pulsar 180 by Bajaj Auto and Fiero by TVS

have been launched in this segment. Royal Enfield is the market leader in the lifestyle segment.

This segment has also attracted new model launches such as Eliminator by Bajaj Auto, Aquila by

KEL and Karizma by HHML.

NEED FOR FOUR-STROKES BIKES

Growth of Bikes

Significant growth has been witnessed in the motor cycle segment and the company is fully

aware of the need to enter in this segment for maintaining growth and optimizing product mix

the growth in motor cycle is attributed largely to the opening up the rural markets and also to

its wider acceptance in the youth market. It is growing at any average rates of 20% over the last

three years. Another high legal is that the motorcycle sales have surpassed the scooter sales for

the first time in 1998-1999 until then motorcycle was always trailing behind.

The two-wheeler industry has been rather slow in taking advantages of the board bandings

introduced in Rajeev Gandhi time way back in 1994.

Even today, there are manufactures such as Escort, Hero Honda, Bajaj, Yamaha and LML, which

later to only a single segment like motorcycle or scooter. Any variation of demand in a particular

segment hits them hands it is therefore a product policy to have presence in each segment.

Growth of two-wheeler

2008-2009 2009-2010 GROWTH %BIKE 2.95 3.81 +29SCOOTER 3.32 2.95 -11MOPEDS 1.54 1.58 +2.8TOTAL IN LACS 7.9 8.35 +16.8SOURCE: Survey of Indian industries in Jan. 2005

Emission Norms

The years 2004 emission norms are more stringent than stringent norms as may be seen from

table:

GRAMES /K.M. CO HC+NOX2009 4.5 3.62010 2.0 1.5

The industry need to adopt suitable technology so that it can conveniently meet these horns

in time since the production largely of two stroke engines figment of catalytic converter will

become necessary. But it will lead some in case in prices. The life of these converter is limited to

25/30 thousand hence consumer will prefer something durable and longer lasting.

Some manufacture is therefore planning to switch over to stroke technology to comply with the

emission norms. It has an additional advantage of more complete combustion of hydrocarbons

in petrol, which gives higher mileage and better fuel economy. The 4 strokes bike are currently

giving of fuel 70 to 80 km/hr. this will important from consumers point of view because of high

price level of petrol in India. It is therefore not surprising that every major player is trying to get

into the motor cycle market to have a piece of cake.

Amazing……… but true!

Just when the market of scooter is shrinking in India residents London seem to be switching to

scooter. The number of scooter on Britons road rise 40 %over the part 12 months. As roads get

alleged with traffic and average speed of traffic is London has dropped to 19.2 km/hr more and

more people are buying scooter to get around traffic shares.

Motorcycle association has released figures acknowledging the new popularity of 4-strokes

bikes.

RESEARCH

METHODOLOGY

8. RESEARCH METHODOLOGY

Meaning of Research

Research is a common parlance refers to a search for knowledge. One can also define research

as a scientific and systematic search for pertient information on a specific topic. In fact, research

is an art of scientific investigation. The Advance Learner’s Dictionary of current English lays

down the meaning of research as “A careful investigation or inquiry specially through search for

new facts in any branch of knowledge.” Redman and Mory defines research as a ”Systematized

efforts to gain new knowledge.” Some people consider research as a movement, a movement to

from the known to unknown. It is actually a voyage of discovery. We possess the vital instinct of

inquisitiveness for, when the unknown confronts us, we wonder and our Inquisitiveness make us

probe and attain full and fuller understanding of the unknown.

Methodology

In planning and designing a specific research project, it is necessary to anticipate all the

steps that must be undertaken if the project is to be successful in collecting valid and reliable

information.

RESEARCH DESIGNThe research design is the determination and statement of general research approach of strategy

adopted for the particular product. It is the heart of the planning which the design adheres to

the research objected which will ensure that the needs will be served. My study is based on

Descriptive Research as it is invested to produce accurate descriptive of various relevant to the

decision faced without demonstrating that some relationship exist within variable. It is used to

measure the behavior variables of people of subject who are under the study.

The research undertaken was descriptive research in nature. The emphasis was made to

understand the nature and the expectations of the customers.

SAMPLE

SAMPLING TECHNIQUES

The type of sampling that was carried out was probability (convenience) Sampling due to limited

resources available.

In non-probability sampling, I have chosen RANDOM sampling. Because this was best

sampling method to do market survey. On the other aspect, to cover all consumers in Ghaziabad

was easy task.

SAMPLE SIZE

The total number of these selected persons is called sample size. In this case, study sample units

are Two Hundred Eighty Two.

SAMPLE AREA: Ghaziabad (Raj Nagar, Rajendra Nagar, Nehru Nagar, G.T. Road)

DATA COLLECTION METHOD

COLLECTING THE DATA

³ Primary data

³ Secondary data

Primary data:

Through survey researcher obtains primary data directly from the Reader through following

method.

³ Observation method.

³ Interview method.

³ Questionnaires.

Observation method:

Researcher went to the dealer’s showroom and service center and even parking places.

Researcher directly observes the customers researcher with out asking any question. Here

researcher found most of the customer was empty buying behavior.

Interview Method:

Researcher went to the service center and parking places and collects the data through personal

interview.

SURVEY INSTRUMENTS

Research’s instrument is questionnaires for collecting the primary data. This is very common and

flexible instrument.

Through Questionnaires:

Researcher collects most of the data through questionnaires; researcher went to the consumers

and requested them to fill the questionnaires.

Secondary data:

³ Through Company Profile

³ Through Newspapers

¥ Times of India

¥ Hindustan Times

¥ The Hindu

¥ Economics Times

³ Through Magazines

¥ Business India

¥ Auto Express

¥ Business India

¥ Auto India

³ Through T.V. Channel

¥ CNBC Awaz

LIMITATIONS

¥ Small Sample size:

In my survey, I have taken a sample size of 282 customers, but only with these samples I

can’t make a proper conclusion.

¥ Time Constraint:

Time for this project is not sufficient. As I go for the survey at the dealership then time

for completing and filling the questionnaires is not sufficient.

¥ Sample Area:

The study was conducted in GHAZIABAD only. Hence, the study may not be useful for

projection of behavioral aspect of consumers living in other cities.

¥ Money Constraint:

Budget and finance are always been constraints in doing any project.

DATA ANALYSIS AND

INTERPRETATION

9. DATA ANALYSIS AND INTERPRETATIONS

h PURCHASE OF 2-STROKE AND 4-STROKE BIKES:

Bikes No. of Consumers % age2-strokes 76 27%

4-strokes 206 73%

TOTAL 282

INTERPRETATION:

¥ Most of the consumers i.e. 73% want to purchase a 4-strokes bike.

¥ Whereas, 27% consumers want to purchase a 2-strokes bike.

h INFLUENCING FACTORS:

Factors No. of consumers %age Advertisement 70 25

Sales Team 50 18Friends 110 39Family 52 18

TOTAL 282

Advert

isemen

t

Sales T

eam

Friend

s

Family

0

5

10

15

20

25

30

35

40

45

RESP

ON

DEN

TS

24.82

17.83

39

18.45

INTERPRETATION:

¥ Most of the consumers i.e. 39% are influenced by the friends.

¥ 25% consumers out of 282 respondents are influenced by advertisement.

¥ 18% consumers out of 282 respondents are influenced by the family.

¥ Whereas, rest of the consumers i.e. 18% are influenced by sales team while making the

purchase decision.

h RESPONSE OF THE CONSUMERS REGADING MODELS AND COLOURS:

Company No. of models & colours %ageHero Honda 40 14%

Bajaj 140 50%LML 40 14%TVS 30 11%

Yamaha 32 11%TOTAL 282

0

10

20

30

40

50

60

70

80

NO

. OF

RESP

ON

DEN

TS

20

70

201516

HERO HONDABAJAJLML TVSYAMAHA

INTERPRETATION:

¥ Most of the consumers i.e. 50% like colours and models of Bajaj motorcycles.

¥ Whereas, equal 14% consumers like colours and models of Hero Honda and LML

motorcycles.

¥ Moreover, rest equal 11% consumers like colours and models of TVS and YAMAHA

motorcycles.

h PREFERENCE FACTOR:

Features of bikes No. of consumers % agePower 136 48%

Mileage 112 40%Low maintenance 34 12%

Total 282

INTERPRETATION:

¥ 40 % consumers prefer mileage in their bike.

¥ 48 % consumers prefer power in their bike.

¥ 12 % consumers prefer low maintenance in their bike.

h PREFERENCE OF BIKE REGARDING CC:

Prefer CC of bikes by consumers

No. of consumers % age

Under 100cc 0 0%100-125cc 84 30%125-150cc 144 51%

150cc & above 54 19%Total 282

INTERPRETATION:

¥ Most of the consumers i.e. 51% like to purchase the bike in between 125 cc and 150 cc.

¥ And 30% of consumers like to purchase the bike in between 100 cc and 125 cc.

¥ Whereas, rest 19% of consumers like to purchase the bike in 150 cc and above.

h FACTORS AFFECTING CONSUMER BUYING BEHAVIOUR:

Factors No. of Respondents

%age

Price 22 8%Average 36 13%Looks 90 31%

Brand Image 22 8%Power 20 7%

Pick up 56 20%Low Maintenance 20 7%After Sales Service 16 8%

Total 282

05

101520253035404550

RESP

ON

DAN

TS

11

18

45

1110

28

108

PriceAverageLooksBrand ImagePower Pick upLow MaintenanceAfter Sales Service

INTERPRETATION:

¥ 31% consumers out of 282 are influenced by Looks Factors (Most Influencing Factor).

¥ 20% consumers out of 282 are influenced by pick up factor.

¥ 13% consumers out of 282 are influenced by mileage.

h COMPARATIVE ANALYSIS:

Brand Name No. of consumers %ageYamaha 20 7

Hero Honda 116 41Bajaj 76 27TVS 36 13LML 20 7

Others 14 5TOTAL 282

Yamaha Hero Honda Bajaj TVS LML Others0

5

10

15

20

25

30

35

40

45

50

CON

SUM

ERS

(in %

)

INTERPRETATION:

¥ 41% respondents out of 282 consumers like to purchase Hero Honda (Surva Guna Smpana).

¥ 27% respondents out of 282 consumers like to purchase Bajaj.

¥ 13% respondents out of 282 consumers like to purchase TVS.

¥ 7 –7 % respondents out of 282 consumers like to purchase LML and YAMAHA.

h POST PURCHASE ANALYSIS:

Post Purchase Behavior No. of consumers %ageFull Satisfied 42 14.89

Satisfied 160 56.74Dissatisfied 80 28.37

TOTAL 282

INTERPRETATION:

¥ Only 15% consumers are full satisfied with their bike.

¥ Whereas 57% and 28% consumers are satisfied and dissatisfied with their bike respectively.

FINDINGS

FINDINGS

AMONG DIFFERENT AGE GROUP

¥ The age group 20-25 years figures out to be very much aware regarding 4-strokes bikes

¥ Warranty/Guarantee never influenced any age far the purchase availability of spare part is

considered most important

¥ Mileage was given top priority

¥ Gift schemes and finance option are not option is not more success to influence the people

DIFFERENT INCOME GROUP

¥ The income group Rs. 8000-12000 seems to be very aware regarding 4-strokes bikes market

SUGGESTIONS

SUGGESTIONS

¥ The best target market for any new product is 20 to 35 yrs and income group of 8000 to

12000

¥ Before the launch an aggressive advertising must be carried out in order to inform the

consumer about the new bike

¥ The media adopted for such purpose should be electronic as it is wildly accepted

¥ Continuous innovation in product process and services too are recommended to get the

competitive edge

¥ Nicely designed and fuel efficient vehicle Is must to find better prospects and widen its

market

¥ Easily available spare parts at reasonable price backed by efficient sales as competitions

¥ An eye on competitors policies and review of its own according to changing market

condition will help in formulation of effective strategies from time to time

¥ The pricing TAG which BAJAJ is going to put on its bikes should not be more Rs.35,000

– 50,000 in any case, because it is the price which is going to determine the success of the

product

¥ Through demonstration in rural area so that they can get specification of bike

CONCLUSIONS

CONCLUSIONS

From the analysis of the data, it can be concluded that the Bajaj and Hero Honda motorbikes are most familiar by people.

An ideal by as suggested by responded should have the following figures:

³ Good looks

³ Good mileage

³ Affordable price

³ After sales services

REFERENCES AND ANNEXURE

REFERENCES

In this project while finalizing and for analyzing quality problem in detail the following books, magazines and websites have been referred.

Books Consulted:

¥ Marketing Management – Philip Kotler

¥ Research Methodology – Kothari

¥ Business Statistics – S.P. Gupta

Magazines Consulted:

¥ Indian Journal of Marketing

¥ IBAT Journal of Management

¥ Journal of Indian Management & Strategy

¥ Auto Expo of India

Newspapers:

¥ Hindustan times

¥ Times of India

¥ The Hindu

¥ Financial Express

¥ Economics times

Websites Consulted:

¥ www.bajajauto.com

¥ www.herohonda.com

¥ www.lml.com

¥ www.yamaha.com

¥ www.google.com

ANNEXURE

QUESTIONNAIRE

Name : ……………………………………………………….Father's Name : ……………………………………………………….Age : …….Nationality : …………..Address : ……………………………………………………….

……………………………………………………….……………………………………………………….

Telephone Nos. : ……………………………………………………….

1. Are you using the bike: a. Yes b. No

2. Who are you using the bikea. 2 Strokes b. 4 Strokes

3. Which bike do you like mosta. Hero Honda b. Bajajc. LML d. TVSe. Yamaha f. Others

4. What will you prefera. Mileage b. Powerc. Maintenance d. Pricee. Looking

5. How much CC Bike you want a. Under 100 CC b. 100-125 CCc. 125-150CC d. Above 150CC

6. Maximum Mileage of given by a. Hero Honda b. Bajajc. LML d. TVSe. Yamaha f. Others

7. Attractive Price of Companya. Hero Honda b. Bajajc. LML d. TVSe. Yamaha f. Others

8. Which company produce minimum maintenance bike

a. Hero Honda b. Bajajc. LML d. TVSe. Yamaha f. Others

9. Who influence your decision most while purchasing bikea. Parents b. Friendsc. Advertisement d. Other

10. Which company provide the attractive finance facilitya. Hero Honda b. Bajajc. LML d. TVSe. Yamaha f. Others

11. Which company provide festival offers:a. Hero Honda b. Bajajc. LML d. TVSe. Yamaha f. Others

12. Which brand aware by youa. Hero Honda b. Bajajc. LML d. TVSe. Yamaha f. Others

13. How much money you can expend in 4 Strokes bikesa. 30,000-35,000 b. 35,000 - 40,000c. 40,000 - 50,000 d. above 50,000

14. Which company provide after sales servicesa. Hero Honda b. Bajajc. LML d. TVSe. Yamaha f. Others

15. Which company pricing strategies of better according to their featuresa. Hero Honda b. Bajajc. LML d. TVSe. Yamaha f. Others

16. Which company have more models & colours a. Hero Honda b. Bajajc. LML d. TVSe. Yamaha f. Others

Consumer Signature

Marketing Project2

Documents

Transcript of Marketing Project2