Professional Documents
Culture Documents
On
A COMPARATIVE STUDY OF CUSTOMER
SATISFACTION OF TOWARDS PERFORMANCE OF
HERO HONDA ,TVS & BAJAJ BIKES
PREFACE
In its broadest sense project report is necessary to make the students of
business school familiar with the industrial environment prevailing in the world.
To be competitive and work aggressive, students need to know the policies,
procedures and the trends going on in the present industrial world.
The purpose and objective of this project report is to find out the To know about
ACKNOWLEDGEMENT
At the onset I must bow down in reverence to the almighty that blessed us with
the understanding & prevalence that is needed in this kind of project report.
With great pleasure I express my heartiest thanks to Offc. Director Dr. (Director
RATM), Mohd. Zahid (HOD B.B.A. Deptt.). I would like to extend my sincere
thanks to Mrs. mansi Sharma. [Faculty Deptt. of Management Studies],
without whose unrelated support and guidance, this project would just not have
been possible. I am very thankful for his invaluable guidance, support, and
affable & friendly nature. He guided me at each and every stage of project.
I am equally indebted to my friends who always inspired and motivated me to do
something better through out this project.
At last I would like to extend my sincere thanks to all the respondents to whom I
visited for giving their support and valuable information, which helps me in
completing my project work.
Piyush chaturvedi
B.B.A. Vith Sem
STUDENTS DECLARATION
I, Piyush chaturvedi, hereby declare that this work entitled A Comparative Study
Of Customer Satisfaction Of Towards Performance Of HERO HONDA ,TVS & BAJAJ
BIKES is the result of research under taken. The findings and conclusions
expressed in this report are genuine, authentic and are for academic purpose.
Any resemblance to earlier research work is purely coincidental.
CERTIFICATE
This is to certify that Piyush chaturvedi, student of B.B.A. V SEM of Rajiv
Academy for Technology & Management, Mathura has done this project work
under my supervision.
As per knowledge she has done this project work with sincerity. This project work
is the result of her hard work. Any part of this project is not copied from anywhere
else for the fulfillment of any degrees or diploma.
I really appreciate his hard work & wish his all the best for the future ahead.
Dated:.
Project
Guide
Mr. mansi Shrma
[Faculty-Deptt.of Mgmt.]
RATM, Mathura
TABLE OF CONTENTS
Preface
...
i
Acknowledgement
ii
Students Declaration..
.
iii
Certificate .
iv
02
14
25
35
37
41
57
84
10.0 Conclusion...
87
10.1 Recommendation..
89
Bibliography......
92
Appendix [Questionnaire]... 93
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TOPIC
This study shows comparison between three bikes and shows which
company is more better then each other.
India has the largest number of two wheelers in the world with 41.6
million vehicles. India has a mix of 30 percent automobiles and 70
percent two wheelers in the country. India was the second largest two
wheeler manufacturer in the world starting in the 1950s with the birth
of Automobile Products of India (API) that manufactured scooters.
API manufactured the Lambrettas but, another company,
Bajaj Auto Ltd. surpassed API and remained through the turn of the
century from its association with Piaggio of Italy (manufacturer of
Vespa).
The license raj that existed between the1940s to1980s in India, did
not allow foreign companies to enter the market and imports were
tightly controlled. This regulatory
maze, before the economic liberalization, made business easier for local players
to have a sellers market. Customers in India were forced to wait 12 years to buy
a scooter from Bajaj. The CEO of Bajaj commented that he did not need a
The motorcycle segment had the same long wait times with three
manufacturers; Royal Enfield, Ideal Jawa, and Escorts. Royal Enfield
made a 350cc Bullet with the only four-stroke engine at that time and
took the higher end of the market but, there was little competition for
their customers. Ideal Jawa and Escorts took the middle and lower
end of the market respectively. In the mid-1980s, the Indian
government regulations changed and permitted foreign companies to
enter the Indian market through minority joint ventures. The twowheeler market changed with four IndoJapanese joint ventures: Hero Honda, TVS Suzuki, Bajaj Kawasaki
and Kinetic Honda. The entry of these foreign companies changed
the Indian market dynamics
from the supply side to the demand side. With a larger selection of
two-wheelers on the Indian market, consumers started to gain
influence over the products they bought
and raised higher customer expectations. The industry produced
more models, styling options, prices, and different fuel efficiencies.
The foreign companies new
technologies helped make the products mor`e reliable and with better
quality. Indian companies had to change to keep up with their global
counterparts.
4
BOARD OF DIRECTORS
HERO HONDA
HEADQUARTERS
6
[ Models ]
Bikes
Hero Honda Splendor Plus
Hero Honda Passion Plus
Hero Honda Karizma
Hero Honda CBZ
Hero Honda Super Splendor
Hero Honda CD Dawn
Hero Honda CD Deluxe
Hero Honda Achiever
Hero Honda Glamour
Hero Honda Ambition
COMPANY PROFILE
Hero, is the brand name used by the Munjal brothers in the year
1956 with the flagship company Hero Cycles. The two-wheeler
manufacturing business of bicycle components had originally started
in the 1940s and turned into the worlds largest bicycle manufacturer
today. Hero, is a name synonymous with two-wheelers in India today.
The Munjals roll their own steel, make free wheel bicycle critical
components and have diversified into different ventures like product
design. The Hero Group philosophy is: To provide excellent
transportation to the common man at easily
affordable prices and to provide total satisfaction in all its spheres of
activity. The Hero group vision is to build long lasting relationships
with everyone (customers, workers, dealers and vendors). The Hero
Group has a passion for setting higher standards and Engineering
Satisfaction is the prime motivation, way of life and work culture of
the Group.
In the year 1984, Mr. Brijmohan Lal Munjal, the Chairman and
Managing Director of Hero Honda Motors (HHM), headed an alliance
between the Munjal family and Honda Motor Company Ltd. (HMC).
HHM Mission Statement is: We, at Hero Honda, are continuously
striving for synergy between technology, systems, and human
resources to provide products and services that meet the quality,
performance,
and price aspirations of our customers. While doing so, we maintain
the highest standards of ethics and societal responsibilities,
constantly innovate products and
Just-in-Time
The Hero Group through the Hero Cycles Division was the first to
introduce the concept of just-in-time inventory. The Group boasts of
superb operational efficiencies. Every assembly line worker operates
two machines simultaneously to save time and improve productivity.
The fact that most of the machines are either developed or fabricated
in-house, has resulted in low inventory levels. In Hero Cycles
Limited, the just-in-time inventory principle has been working since
the beginning of production in the unit and is functional even till date..
This is the Japanese style of
production and in India; Hero is probably the only company to have
mastered the art of the just-in-time inventory principle.
Ancillarisation
An integral part of the Group strategy of doing business differently
was providing support to ancillary units. There are over 300 ancillary
units today, whose production
is dedicated to Hero's requirements and also a large number of other
vendors, which include some of the better known companies in the
automotive segment. Employee Policy:
Another Striking feature within the Hero Group is the commitment and
dedication of its workers. There is no organized labor union and
family members of employees find ready employment within Hero.
Dealer Network
The relationship of Hero Group with their dealers is unique in its
closeness. The dealers are considered a part of the Hero family. A
nation-wide dealer network comprising of over 5,000 outlets, and
have a formidable distribution system in place. Sales agents from
Hero travels to all the corners of the country, visiting dealers and
send back daily postcards with information on the stock position that
day, turnover,
fresh purchases, anticipated demand and also competitor action in
the region. The manufacturing units have a separate department to
handle dealer complaints and
problems and the first response is always given in 24 hours.
Financial Planning
The Hero Group benefits from the Group Chairman's financial
acumen and his grasp on technology, manufacturing and marketing.
Group Company, Hero Cycles Limited has one of the highest labor
It
comes from an
PROFILE:
KEY PERSONS:
COMPANY'S HISTORY
Bajaj Auto came into existence on November 29, 1945 as M/s
Bachraj Trading Corporation Private Limited. It started off by selling
imported two- and three wheelers in India. In 1959, it obtained license
from the Government of India to
manufacture two- and three-wheelers and it went public in 1960. In
1970, it rolled out its 100,000th vehicle. In 1977, it managed to
produce and sell 100,000 vehicles in a
single financial year. In 1985, it started producing at Waluj in
Aurangabad. In 1986, it managed to produce and sell 500,000
vehicles in a single financial year. In 1995, it
rolled out its ten millionth vehicle and produced and sold 1 million
vehicles in a year.
Timeline of new releases
1971 - three-wheeler goods carrier
1972 - Bajaj Chetak
1976 - Bajaj Super
1977 - Rear engine Autorickshaw
1981 - Bajaj M-50
1986 - Bajaj M-80, Kawasaki Bajaj KB100
1990 - Bajaj Sunny
1994 - Bajaj Classic
1995 - Bajaj Super Excel
1997 - Kawasaki Bajaj Boxer, Rear Engine Diesel Autorickshaw
1998 - Kawasaki Bajaj Caliber, Legend(India's first four-stroke
scooter)
2000 - Bajaj Saffire
Scooters
Bajaj Sunny
Bajaj Chetak
Bajaj Cub
Bajaj Super
Bajaj Wave
Bajaj Legend
Motorcycles
Kawasaki Eliminator
Bajaj Pulsar
Bajaj Kawasaki Wind 125
Bajaj Boxer
Bajaj CT 100
Bajaj Platina
Bajaj Caliber
Bajaj Discover
Bajaj Avenger
Bajaj Pulsar 220 DTS-Fi
Upcoming Models
Bajaj Krystal
Bajaj Blade
Bajaj Sonic
Bajaj XCD String
New Image
The company, over the last decade has successfully changed its
image from a scooter manufacturer to a two wheeler manufacturer,
product range ranging from Scooter ettes
to Scooters to Motorcycle. Its real growth in numbers has come in the
last 4 years after successful introduction of a few models in the
motorcycle segment.The company
is headed by Rahul Bajaj who is worth more than US$1.5 billion.
TVS Motor Company Limited, the flagship company of the USD 2.2
billion TVS Group, is the third largest two-wheeler manufacturer in
India and among the top ten in the world, with an annual turnover of
over USD 650 million.
The year 1980 is one to be remembered for the Indian two-wheeler
industry, with the roll out of TVS 50, India's first two-seater moped
that ushered in an era of affordable personal transportation. For the
Indian Automobile sector, it was a breakthrough to be etched in
history. TVS Motor Company is the first two-wheeler manufacturer in
the world to be honoured with the hallmark of Japanese Quality
The Deming Prize for Total Quality Management.
TVS MOTORS
TVS Motor Company has its origin in SUndaram CLayton Limited,
Moped Division, started in 1980. The factory was started in Hosur,
Tamilnadu in southern India. The first product launched was a 50 cc
moped, which appealed to the masses because of its capability to
carry two people. In the same location, the same promoters started
another company in 1984, in collaboration with Suzuki Motor
Corporation of Japan, for the manufacture of 100 cc motorcycles
under the brand name of Ind-Suzuki Motorcycles. Subsequently in
the moped division was bought by Ind Suzuki Motorcycles in 1987
and the company changed its name to TVS Suzuki Ltd. Even though
the company started producing all kinds of two wheelers like mopeds,
scooters and motorcycles, the collaboration with Suzuki continued for
the motorcycles only.
The collaboration with Suzuki Motor Corporation ended in 2001 and
since then the name of the company changed to TVS Motor
Company. The company now develops all types of two-wheelers
through its own in house R&D facility and manufactures in three
locations in India, Hosur in Tamlnadu, Mysore in Karnataka and
Baddi in Himachal Pradesh. It has recently started a new
manufacturing plant in Indonesia to
cater to the South east Asian market. The Chairman and Managing
Director of the Company is Mr. Venu Srinivasan who is the grandson
of TV Sundaram Iyengar.
TVS Group Companies
Sundaram Brake Linings
Sundaram Fastners
Southern Roadways
Sundaram Finance
Sundharams Private Limited
TVS Flame
Scooterettes
TVS Scooty ES (60 cc)
TVS Scooty KS (60 cc)
TVS Scooty Pep (75 cc)
TVS Scooty Pep + (90 cc)
TVS Teenz
TVS Teenz Electric
Mopeds
TVS XL 50(50 cc)
TVS XL (60 cc
TVS Eco
TVS Astra
TVS XL Super (60 cc)
TVS XL Super Heavy Duty
TVS Champ (60 cc)
TVS Super Champ (60cc)
TVS APACHE
Price: Rs.58,600/- (Pune)
Displacement 150 cc
Good Balance, Good brakes
4-stroke single cylinder
Electric start & kick start option
Six-spoke black alloy wheels
in
the
City
Mathura only.
Marketing research shows more competition level in the market and it provide
current information about market share of moter bikes.At time which company is
more better to his competitor
This project is helpful leasing the risk involved in marketing decisions in
two ways by providing as follows(a)
VALUABLE INFORMATION ABOUT CUSTOMER:Various valuable information about customer:- are made available by the
marketing research who are our customer for the brand of HERO HONDA bajaj
and Tvs bikes, Why they purchased companies product? What they feel after
purchase of a particular product about it.
Consumer Behavior.
The Consumer.
The Customer.
The Consumer imagery.
The Product image.
Consumer Need & Motivation.
Consumer Personality.
Consumer perception.
Consumer learning.
Consumer Attitude.
Consumer Persuasion.
The Family.
Social class.
Personal Influence.
Decision making.
CONSUMER: -
CUSTOMER: Some one who purchase goods and services from a particular
store or company.
KINDS OF CONSUMER:-
Personal consumers,
Organizational or institutional Consumers ,
1. PERSONAL CONSUMER:-
2.
3.
COMPANY
Hero, is the brand name used by the Munjal brothers in the year
1956 with the flagship company Hero Cycles. The two-wheeler
manufacturing business of bicycle components had originally started
in the 1940s and turned into the worlds largest bicycle manufacturer
today. Hero, is a name synonymous with two-wheelers in India today.
The Munjals roll their own steel, make free wheel bicycle critical
components and have diversified into different ventures like product
design. The Hero Group philosophy is: To provide excellent
transportation to the common man at easily
affordable prices and to provide total satisfaction in all its spheres of
activity. The Hero group vision is to build long lasting relationships
with everyone (customers, workers, dealers and vendors). The Hero
Group has a passion for setting higher standards and Engineering
Satisfaction is the prime motivation, way of life and work culture of
the Group.
In the year 1984, Mr. Brijmohan Lal Munjal, the Chairman and
Managing Director of Hero Honda Motors (HHM), headed an alliance
between the Munjal family and Honda Motor Company Ltd. (HMC).
HHM Mission Statement is: We, at Hero Honda, are continuously
Just-in-Time
The Hero Group through the Hero Cycles Division was the first to
introduce the concept of just-in-time inventory. The Group boasts of
superb operational efficiencies. Every assembly line worker operates
two machines simultaneously to save time and improve productivity.
The fact that most of the machines are either developed or fabricated
in-house, has resulted in low inventory levels. In Hero Cycles
Limited, the just-in-time inventory principle has been working since
the beginning of production in the unit and is functional even till date..
This is the Japanese style of
production and in India; Hero is probably the only company to have
mastered the art of the just-in-time inventory principle.
Ancillarisation
An integral part of the Group strategy of doing business differently
was providing support to ancillary units. There are over 300 ancillary
units today, whose production
Dealer Network
The relationship of Hero Group with their dealers is unique in its
closeness. The dealers are considered a part of the Hero family. A
nation-wide dealer network comprising of over 5,000 outlets, and
have a formidable distribution system in place. Sales agents from
Hero travels to all the corners of the country, visiting dealers and
send back daily postcards with information on the stock position that
day, turnover,
fresh purchases, anticipated demand and also competitor action in
the region. The manufacturing units have a separate department to
handle dealer complaints and
It
comes from an
Diversification
Throughout the years of enormous growth, the Group Chairman, Mr.
Lall has actively looked at diversification. A considerable level of
backward integration in its manufacturing activities has been ample in
the Group's growth and led to the establishment of the Hero Cycles
Cold Rolling Division, Munjal and Sunbeam Castings, Munjal Auto
Components and Munjal Showa Limited amongst other
component-manufacturing units.
Then there were the expansion into the automotive segment with the
setting up of Majestic Auto Limited, where the first indigenously
designed moped, Hero Majestic, went into commercial production in
1978. Then came Hero Motors which introduced Hero Puch, in
collaboration with global technology leader Steyr Daimler Puch of
Austria. Hero Honda Motors was established in 1984 to manufacture
100 cc
motorcycles. The Hero Group also took a venture into other
segments like exports, financial services, information technology,
which includes customer response services and
software development. Further expansion is expected in the areas of
Insurance and Telecommunication.
The Hero Group's phenomenal growth is the result of constant
innovations, a close watch on costs and the dynamic leadership of
the Group Chairman, characterized by a culture of entrepreneurship,
Scooters
Bajaj Sunny
Bajaj Chetak
Bajaj Cub
Bajaj Super
Bajaj Wave
Bajaj Legend
Motorcycles
Kawasaki Eliminator
Bajaj Pulsar
Bajaj Kawasaki Wind 125
Bajaj Boxer
Bajaj CT 100
Bajaj Platina
Bajaj Caliber
Bajaj Discover
Bajaj Avenger
Bajaj Pulsar 220 DTS-Fi
Upcoming Models
Bajaj Krystal
Bajaj Blade
Bajaj Sonic
Bajaj XCD String
New Image
The company, over the last decade has successfully changed its
image from a scooter manufacturer to a two wheeler manufacturer,
product range ranging from Scooter ettes
to Scooters to Motorcycle. Its real growth in numbers has come in the
last 4 years after successful introduction of a few models in the
motorcycle segment.The company
is headed by Rahul Bajaj who is worth more than US$1.5 billion.
TVS MOTORS
TVS Motor Company has its origin in SUndaram CLayton Limited,
Moped Division, started in 1980. The factory was started in Hosur,
Tamilnadu in southern India. The first product launched was a 50 cc
moped, which appealed to the masses because of its capability to
carry two people. In the same location, the same promoters started
another company in 1984, in collaboration with Suzuki Motor
Corporation of Japan, for the manufacture of 100 cc motorcycles
under the brand name of Ind-Suzuki Motorcycles. Subsequently in
the moped division was bought by Ind Suzuki Motorcycles in 1987
and the company changed its name to TVS Suzuki Ltd. Even though
the company started producing all kinds of two wheelers like mopeds,
scooters and motorcycles, the collaboration with Suzuki continued for
the motorcycles only.
The collaboration with Suzuki Motor Corporation ended in 2001 and
since then the name of the company changed to TVS Motor
Company. The company now develops all types of two-wheelers
through its own in house R&D facility and manufactures in three
locations in India, Hosur in Tamlnadu, Mysore in Karnataka and
Baddi in Himachal Pradesh. It has recently started a new
manufacturing plant in Indonesia to
cater to the South east Asian market. The Chairman and Managing
Director of the Company is Mr. Venu Srinivasan who is the grandson
of TV Sundaram Iyengar.
RESEARCH METHODOLOGY
It is well known fact that the most important step in marketing
research process is to define the problem. Choose for investigation
because a problem well defined is half solved. That was the reason
that at most care was taken while defining various parameters of the
problem. After giving through brain storming session, objectives were
selected and the set on the base of these objectives. A questionnaire
was designed major emphasis of which was gathering new ideas or
insight so as to determine and bind out solution to the problems.
DATA SOURCE
Research included gathering both Primary and Secondary data.
Primary data is the first hand data, which are selected a fresh and
thus happen to be original in character. Primary Data was crucial to
know various customers and past consumer views about bikes and to
calculate the market share of this brand in regards to other brands.
Secondary data are those which has been collected by some one
else and which already have been passed through statistical process.
Secondary data has been taken from internet, newspaper, magazines
and companies web sites.
RESEARCH APPROACH
The research approach was used survey method which is a widely
used method for data collection and best suited for descriptive type of
research survey includes research instrument like questionnaire
which can be structured and
unstructured. Target population is well identified and various methods
like personal interviews and telephone interviews are employed.
SAMPLING UNIT
It gives the target population that will be sampled. This research was
carried in Mathura (Distt Mathura) .These were 90 respondents.
Hypothesis- Hypothesis is framed based out of the urge to outline
and earmark factors and test their validity.
Null Hypothesis- There is no significant difference between relation of
established attractive parameters like fuel efficiency, design,
economy etc. and customer satisfaction.
Alternate Hypothesis- There is a significant difference between
relation of established attractive parameters like fuel efficiency,
design, economy etc. and customer satisfaction
DATA COMPLETION AND ANALYSIS
After the data has been collected, it was tabulated and findings of the
project were presented followed by analysis and interpretation to
reach certain conclusions.
SCOPE
My project was based on the A COMPARATIVE STUDY OF
CUSTOMER SATISFACTION TOWARD PERFORMANCE OF
HERO HONDA, TVS AND BAJAJ BIKES and data was taken in the
City Mathura only.
LIMITATIONS
1. Research work was carried out in one Distt of U.P. (MATHURA)
only the finding may not be applicable to the other parts of the
country because of social and cultural differences.
2. The sample was collected using connivance-sampling techniques.
As such result may not give an exact representation of the
population.
3. Shortage of time is also reason for incomprehensiveness.
4. The views of the people are biased therefore it doesnt reflect true
picture
HERO HONDA
TVS
HERO HONDA
BAJAJ
TVS
are ready to change their bikes if new bike provides some good
features to them.
MAJOR INTERPRETATIONBased on above analysis, Null Hypothesis is accepted. Thus, it is to
be seen that all factors like fuel efficiency, economy, design etc. add
up to customer satisfaction in his quest to get the best.
FINDINGS
During this research project I came in to contact with many
customers who are having bikes.
It has been found that in Hero Honda mostly the customers are
having splendor while the ratio of the customers using Passion,
Karizma and other bikes are comparatively low.
In Bajaj the customers are giving more preference to Discover
and Pulsar models.
in case of TVS Bikes the customers are givig more preference
to the other models rather than Flame,Starcityand Apache. The
maximum numbers of customers that are using these bikes fall
in the income group of 200000-300000.
It has been observed that the customers are using their bikes
mostly for official and personal purpose.
It is observed that the awareness of Hero Honda bikes mostly
comes from friends while of Bajaj and TVS the awareness
comes from newspapers and televisions.
Out of the sample size of 90 customers, 65 customers agree
with the fact that advertisements play a very significant role in
influencing their behavior to choose the bike. On the other hand
15 customers do not agree to this fact.
While remaining 10 customers are not sure about it.
When the customers are asked that are they satisfied with the
performance of their bikes then most of them agrees to the fact.
Out of the sample size of 90 customers, 55 customers says that
they are satisfied with the performance of their bikes.
Conclusion
1. Most of the Flame, Apache, Pulsar, CBZ & Karizma are purchased
by young generation 18 to 30 years because they prefer stylish looks
and rest of the models of Hero Honda, TVS and Bajaj are purchased
more by daily users who
needs more average of bikes than looks.
2. Hero Honda is considered to be most fuel-efficient bike on Indian
roads.
3. Service & Spare parts are available throughout India in local
markets also.
4. While buying a motorcycle, economy is the main consideration in
form of maintenance cost, fuel efficiency.
5. Majority of the respondent had bought their motorcycle more than
3 years.
RECOMMENDATIONS
1. Bajaj should introduce some more models having more engine
power.
2. Hero Honda should think about fuel efficiency in case of upper
segment bikes.
3. More service centers should be opened.
4. Maintenance cost and the availability of the spare parts should also
be given due importance.
5. They also introduce some good finance/discount schemes for
students.
6. The price should be economic
BIBLIOGRAPHY
1. www.herohonda.com
2. www.google.com
3. www.bajaj.com
4. www.twowheeler.com
5. www.extrememachines.com