Anu

An Analytical Study on Brand Equity and Brand Loyalty
PES-IUP
1

CHAPTER-1: INTRODUCTION


PES-IUP
2
CHAPTER 1
INTRODUCTION

1.1 DEFINITION
According to Philip kotler marketing is a human activity directed at satisfying
needs and wants through exchange process.
1.2 MARKETING
The management process through which good and services move from concept to
the customer. It includes the coordination of four elements called 4ps of marketing
1. Identification, selection , development of a Place
2. Determination of its price
3. Selection of a distribution channel to reach the customers place
4. Development and implementation of a promotional strategy
In the terms of marketing, marketing should be included. Marketing is the
process of creating awareness and interest in companies, products or services.
While some in sales say they are in marketing the two are distinct functions.
Before Branding, advertising and PR are all elements of marketing.
Product is a very important element in marketing. Without product the other 3
elements of marketing mix do not come into existence. And before launching a
product the first and the foremost step is giving a brand name to the product.
At the heart of a great business is a first class product or service and every business
wants to be a customers first choice building and managing a brand can play a

PES-IUP
3
large part in making this happen and if you want to strengthen and manage the
perceptions of your business, then a strong brand is needed. Good branding
elevates and differentiates youre like-for-like products or services and gives your
customers reason to choose you over your competitors.
Thus, branding is a management process by which a product is branded. It
includes giving a brand name to a product, designing a brand mark and
establishing and popularizing it.
For promotional activities it is necessary a brand is well recognized, if you dont
give a brand name a product which is already not in movement, it will not take
place in its sale. This term is known as brand equity, it describes the value of
having a well-known brand name, based on the idea that the owner of a well-
known brand name can generate more money from products with the brand name
than from products with a less well-known name, as consumers believe that a
product with a well-known name is better than products with less well-known
name. Thus brand equity is associated with wide recognition, customer loyalty, and
a dominant share tends in the long run to be the consequences of consistently
favorable performance by the owner of the brand. Very strong brand equity of long
standing may also result in that brand being used as the name of an entire category.
Hence Brands are the most valuable assets a company has, as brand equity is one
of the factors which can increase the financial value of a brand to the brand owner,
although not the only one. If the brand equity of the product is higher, people will
always show more brand loyalty to a specific brand.
Brand loyalty is directly linked with the brand equity. Brand loyalty is the
consumers commitment to repurchase the products of a specific brand while brand

PES-IUP
4
equity refers to marketing effects which a product results because of brand name
attached with it. Brand loyalty is a focal point of brand equity. And its a
important component of brand equity.
BRAND EQUITY
1.3 MEANING
The commercial value that derives from consumer perception of the brand name of
a particular product or service rather than from the product or service itself.
1.4 DEFINITION
Brand equity is a set of brand assets and liability linked to brand, its name and
symbol that add or subtract from the value provided by a product to a firm and/or
to that firms customers.
1.5 PURPOSE OF BRAND EQUITY
The purpose of brand equity metrics is to measure the value of the brand. A brand
encompasses the name, logo, image and perceptions that identify a product,
service, or provider in the minds of customers. It takes shape in advertising,
packaging, and other marketing communications, and becomes a focus of the
relationship with customers. In time, a brand comes to embody a promise about the
goods it identifies- a promise about quality, performance or other dimension of
value which can influence customers choice among the competing products.
When consumers trust a brand and find it relevant, they may select the offerings
associated with that brand over those of competitors, even at a premium price.
When a brands premium extends beyond a particular product, its owner may
leverage it to enter new markets. For all these reasons, a brand can hold

PES-IUP
5
tremendous value which is known as brand equity
Brand equity is best managed with the development of brand equity goals which
are then used to track progress and performance.

1.6 HOW TO BUILD BRAND EQUITY
1. Target your audience the surest road to product failure is to try to be all things to
all people
2. Get the customers attention- heres when a good advertising strategy comes into
play. Your goals are to create public awareness and then build on that brand. You
do this by getting consumers to notice that your product stands out from the rest.
3. Make the public remember your brand your objective is to make consumers feel
an emotional attachment to the brand.
4. Build a solid image- once again, consider your products special feature add to that
character of your company. Combine these two factors to reinforce an image to the
product that reflects favorably on its manufacture or provider.
5. Reinforce the brand image within the company- make sure employees at every
level of your organization work and behave in a way that reinforce your brand
image.

1.7 STRATEGIC FRAMEWORK OF BRAND EQUITY
Brand equity helps a brand in the long run; the customers tolerance level for the
brand increases. Also, it helps in launching brand extensions of the brand. For
measuring equity for the two different brands is still a question of debate. There are
many financial and other models for measuring the equity as various elements

PES-IUP
6
contribute in forming and calculating the equity for a brand, below is the
framework for measuring brand equity in a way that, easy to comprehend and
relevant in todays context.

1.8 IMPORTANCE OF BRAND EQUITY
The higher margins and premium pricing are two fruits of investing in a brand and
building equity. Brand equity provides support in premium pricing, the brand is
able to charge a premium on its name and sell at a higher ASP (average selling
price) than its competitors brand equity deals with all aspects of a brand together
with its liabilities and assets. The strong brand equity can also be competitive
advantage in the market. Also, while going for mergers and acquisition and brand
comparison with its competitors equity comes into the play
1.8.1 Mergers and acquisitions (M&A)
Brand equity helps a brand when it is planning to go for M&A. they are the
primary source of how the companies join together to do the business. Equity is a
goodwill that is an intangible asset in the balance sheets of many companies.
When companies are planning to come together to business, equity comes into
play. Brands with high equity can charge a premium when mergers and acquisition
takes place.
1.8.2 Brand comparison
Brands choose various dimensions; the performance on each of this is measured
and evaluated to check for the brand health and its assets. Brand equity is measured
by various parameters including how much loyalty does brand command, its
perceived quality, brand associations, brand awareness and market behavior
measures, etc
1.8.3 Brand equity parameters

PES-IUP
7
Brands choose various dimensions; the performance on each of this is measured
and evaluated to check for the brand health and its assets. Brand equity is measured
by various parameters including how much loyalty does brand command, its
perceived quality, brand awareness, brand associations and brand behavior
measures, etc.

1.9 BRAND EQUITY MEASURES
The way customers behave towards your brand speaks a lot about loyalty that a
brand commands from its customers. The loyalty in a brand can be leveraged in
various ways as it will reduce the marketing costs of the company.
The loyalty comes from liking the brand and the respect that it commands that
stems out from the trust that the brand builds over period of time. This trust is
developed not only in the customers but also in the trade partners. This can also be
competitive advantage if the trade partners are not ready to sell any competition
brands and promote your brand only.
In simple terms, brand equity is a construct that is designed to reflect the real
value that brand name holds for the products and services that it accompanies.
Brand equity is considered important because brands are believed to be strong
influencers of critical business outcomes, such as sales and market share.

1.10 ADVANTAGES OF BRAND EQUITY
It helps in brand comparison vis- a-vis competition the more connection the
brand has with its customers, greater the relationship and greater the equity. It
helps in building a significant stand in comparison to the competition.
Brand equity id instrumental in figuring out the brand loyalty- the customers for
brands with high brand equity seemingly demonstrate price insensitivity and

PES-IUP
8
perceived price is not a driver of purchase customers who are loyal to these
prenium brand show true senses of belonging for the brand .
Helps in brand extension- high equity alos helps in lunching brand extensions due
to the trust that the brand has developed in the market.
Helps in mergers and aquistions- brands get leverage if the equity of the equity of
the brand is higher especially while going for mergers and aquisations.
Helps in measuring brand awareness and recall of a particular product- linked to
your brand profike are various associations and experiences that a customer has
with your brand.
Brand equity has to focus on the core competancies of the brand that are difficult
for the competitors to copy. The customers level of attachment with the brand is
always on the rise and perceived price no longer is the driver of the purchase.
Rather than prenium price if the brand becomes more desirable as the customers
becomes insenstive to the pric changes.

1.11 DISADVNATAGES OF BRAND EQUITY
Not all brands are identical- brands have different performance indicators and
different nature of businesses, so same parameters cannot br aplies to judge all the
brands. But we are yet to come up with some more authentic and more discerning
model that can resolve this issue.
The market perception differs from consumer to consumer, market to market and
country to country- equity of a brand may vary from country to country and
among different groups it may br different. The challenge is how to overcome the
same and measure the equity that shows a clear and fair equity for the brand
overall across market segments and markets.


PES-IUP
9

1.12 VALUE TO CUSTOMERS
Brand equity assets can enhance or decrease value for customers. A brands
equity is valuable to customers because
It helps customers in information processing. A brand is useful in aiding customers
in interpreting, processing and storing information about products and brands,. T
simplifies this process. Brands are taken by customers as chunks of information
which is easily decoded and stored in proper order. it considerably reduces chaos
possibilities that may occur in the absence of branding . Branding allows customers
to store great quantities of information about brands without getting confused.
A brands assets enhance customer confidence in the purchase decision. One feels
more confident in purchasing a brand. It happens because of familiarity with a
brand. Familiarity creates confidence. Brand stands for consistency and assurance.
It provides guarantee of promised delivery.
The final value to the customer comes in the form of usage satisfaction. Brands
transform customer experience. The brand associations and quality move the
product beyond its thingness boundary enveloping it with images that customers
value and identify with.

1.13 VALUE TO MARKETER
Brand equity also plays a critical role in enhancing value for the marketer. A firm
benefits from the equity in the following ways :
The effectiveness and efficiency of the marketing programmes is increased by brad
equity assets. The expenditure associated with a brand to achieve a goal generally

PES-IUP
10
to be less than an unbranded product aiming the same the goal. For instance
retaining a customer is much less costly than retention when a product is
unbranded, it may partially happen due to lack of brand loyalty and preference.
Similarly, launching of a new product with extension may be much simpler, easy
and less costly.
Brand equity dimensions allow a firm to have a greater customer loyalty. The
customers can exhibit preference and commitment to a brand only. A greater
number of loyal customers in the basket automatically reduce the expenditures that
need to be incurred in maintaining a customer base. Fewer customers would need
to be replaced. Accordingly, the expenditure would be lesser.
Brand equity allows a firm a charge premium. That is, a customer may willingly
support a brand in spite of greater sacrifice that needs to be made. In fact, brands
with premium pricing are the ones which enjoy strong equity in the market.
Brand equity provides great opportunities for growth. In fact, most firms now rely
on brand extensions to achieve growth rather than launch new brands. Brand equity
makes growth easier for the firms. It is how the value is added.
Brand equity is a good source of achieving leverage in distribution channels. It is
easier to get access in the distribution chain when the brand has equity. Trade
partners exhibit skepticism in dealing with a brand without equity because of the
uncertainties it brings along with it. Brand equity is an implicit assurance of
success. Therefore, channels welcome brands with equity and gives access to point
of purchase displays, shelf space, etc channel cooperation os achieved easily when
the brand enjoys equity,
Finally, brand equity is a provider of competitive advantage. It imposes barriers on
the entry of competitors. Brands can build equity occupying positions and attribute
associations in a preemptive fashion. Once these become proprietary to a brand,

PES-IUP
11
other brands are at a disadvantage.
Brand equity holds immense potential to create economic value for the markets.
The advantage listed above make compelling reasons in favor of creations,
protection and enhancement of equity of a brand. It can only be done once it is
understood what derives brand equity.

1.14 CUSTOMER BASED BRAND EQUITY
Kellers views on brand equity are customer oriented. Brand equity is seen from
perspective of the customer.
In the figure below, it depicts that the customer based brand equity is
conceptualized as the differential effect of the brand knowledge on the consumer
response to marketing of a brand. at a more general level, equity is seen as a
marketing effects customers perception of value/behaviors/preference that
occur due to brand name, which otherwise would not occur if brand name Is
missing, to is differential in marketing effect which could be attributed to a brand
name. The differential that a brand brings determines that brand worth of value.
Strong brands embody a kind of brand power which dramatically enhances the
marketing effects while the weaker brands are unable to achieve this feat. It is for
this reason that strong brands command huge financial value.
These are three key elements in Kellers framework of brand equity:
-differential effect
- Brand knowledge
-customer response
Consider the situation when a product without any brand name is marketed. It is
generic commodity. In such a situation, a consumer is likely to exhibit a particular
kind f behavior pattern is marketing effects that are attributable to the commodity

PES-IUP
12
marketed in question. If the brand name is now attached to the product, it acts a
moderator between marketing effects and marketing efforts. The brand name may
bring along with a knowledge structure associations tied to a brand node
creating a change in marketing effects. This differential is brand equity, the source
of which is brand knowledge structure. The differential effect can be positive and
negative. The brand name, if it signifies associations that are not favorable, could
create negative differential effect in the form of consumers disliking and valuing
the brand less than the generic product. Accordingly, customers may prefer to stay
away from the brand.
This view if brand equity as differential effect caused by brand knowledge
structure is particularly useful in conducting operational decisions. Given the
pressure that marketers are experiencing about raising effectiveness and efficiency
of decisions, this consumer oriented framework may provide help on pin pointing
exactly what needs to be dome in order to achieve desired results. In the absence of
this framework, marketers have a rely on aggregate indirect measures like sales as
a guide to a decisions. The performance of a brand is directly influenced by the
knowledge structure it has. Accordingly, a marketer can explore the content and
structure of brand knowledge to arrive at the attending challenges that must be
taken care of by the marketing efforts.
In this framework of customer based brand equity, brand knowledge is the key
concept,. It is important to understand what kind of structure the brand knowledge
has in the customers mind. That is, when a customer is confronted with a brand
name, what name is crucial determinant of customer behavior, as discussed earlier,
a brand tends to form an associative network of nodes and connection. The nodes
signify concepts on information chunks which is linked to another nodes. The links
or connections may vary in their strength. A weak link would mean difficulty in

PES-IUP
13
spreading activation the links determine the speed which is which other nodes
would be activated and what would be recalled. Activation spreads from one node
to another. Thus, strength of link or connection is a important concept. The recall
of information contained in a node depends on its level of activation. Only if
activation exceeds a threshold level , is information recalled.
A brand in the memory is a node which is connected with another nodes signifying
various associations,. It is the network which refers to brand knowledge. The
structure and content of brand knowledge influences consumer behavior. It is what
resides in consumers mind in the form of knowledge structure that determines
brand equity. The knowledge structure is the source of brand equity. The
knowledge structure is a source of brand equity. Brand knowledge has two
components:
Brand awareness
Brand image

1.12.1 BRAND AWARENESS

The ability to identify a brand is brand awareness. Familiar brands succeed in
firing a node in the customers brain. This depends upon the strength of the node.
If the brand is not strong enough and is not able to fire a node, awareness cannot be
created. Brand recall and brand recognition are the two components of brand
awareness whereas brand recognition needs a stronger hint to the customer for
generating awareness.
Brand awareness in condition of high involvement the customers have to be
coaxed with additional of benefits and attributes before they arrive at a buying

PES-IUP
14
decision. A description of benefits and attributes shall create a clear image of the
brand in the consumers perception.

DIMENSION OF BRAND KNOWLEDGE DIAGRAM

Brand
knowled
ge
Brand
awarenes
s
Brand
image
Types of
brand
associati
ons
Favorabilit
y of brand
association
Strength
of brand
associatio
n
Uniqueness
of brand
association
Brand
recall
Brand
recognition
Product
related
Function
al
Experiential
Symbolic
Attribute
Benefits
Attitude
s
Non-
product
related
Price Packaging
User &
uses
imagery

PES-IUP
15

1.12.2 BRAND IMAGE
The sum total of all associations with brand that are perceived in the customers
mind is termed brand image. These associations are held in consumers memory as
information nodes connected to the brand node. They are present in different sites
in the brain for different brands. All brand association, their attribute and benefits
should be favorably perceived by the customer. There should be no unfavorable
associations. Firstly, the attribute, particularly the most important one should be
positioned favorably in the mind space of the customer. Secondly, the brand
association should be strongly located in the memory of the customer. By strongly
located, we imply that there should be a promptness in the recall of the brand. The
third quality of association is that it should have a unique edge over competitors in
having a unique selling proposition which the competitors do not have. Only with
the three above- mentioned associations being present, the brand in question will
emerge a winner. The brand may contain three different types of associations in the
memory:
Attributes
Benefits
Attitudes.
a. Attribute association -An attribute comprises of the physical details
of the product in question. These are descriptive features which are used to
characterize a product or service. The product related attributes are
ingredients necessary for a products performance. They relate to the
physical makeup of the product.
b. Benefit association The customers is much more interested in the benefits

PES-IUP
16
rather than the attributes. For example, in case of the Bata shoe the customer
is interested in the utility, durability and value for money proposition of the
shoe. The benefits are divided in three categories:
Functional benefits which focus on physiological benefit, safety need fulfillment,
etc. they are the outcomes of functions performed by a product or service. These
are intrinsic advantages of consuming a product or service.
Experiential benefit the pleasure derived from using the product. for example, in
case of the shoe it is the comfort and pleasure derived in using the shoe
The third benefit is nit intrinsic but is symbolic benefit derived in the form of self-
esteem, class or prestige
c. Attitude associations attitude is an important psychological construct.
Attitudes determine buying decision. Attitude refers to overall evaluation of
a concept like person, product, object or a brand. They are three components
in attitude:
1. The cognitive component involves thought process and includes the knowledge or
information derived from another sources about the product. it derives the buying
decision
2. The effective component consists of the role of right- side-of brain thinking and
emotions that one has towards a brand
3. The cognitive component is the behavioral component, based on which the
customer takes a buying decision.
According to Keller a brand is said to have positive customer based brand equity
if consumers react, more favorably to product, price. Promotion or distribution of
the brand than they do the same marketing mix elements when is attributed to a
factiously named or unnamed version of the product or service.
The consumer response is favorable owing to positive brand equity and greater

PES-IUP
17
revenues and profits are generated at lower marketing costs.
Brand knowledge is the key variable which connects companys marketing efforts
and customers response. Thus, in the final analysis it is of paramount importance
to build and maintain a strong and favorable knowledge structure and unique brand
associations.

1.13 BRAND EQUITY MODEL
1. Brand awareness ( strength of brand in consumers memory)
Breadth (i.e. likeliness of recall and recognition of brand)
Depth (i.e. mindfulness of brand under different purchase and
consumption situation)
2. brand image ( consumer perceptions and preferences for a brand )
Lower order brand associations ( perceptions of attributes and benefits)
Brand performance imagery
o Reliability, durability and serviceability
o Effectiveness, efficiency & empathy
o Style & design
o Price
Brand imagery
o User profile ( type of person who uses brand )
o Purchase situations ( conditions brand should be bought)
o Usage situations ( conditions brand should be used)
o Personality and values ( traits to human values / personality)
o History, heritage ( brand history, linkage & affiliation with those
linkages)

PES-IUP
18
Higher order brand associations ( responses, judgments & feelings )
Brand judgments
o Brand quality (quality, value etc.)
o Brand credibility ( competence/ expertise, dependability/
trustworthiness, fun/ likability)
o Brand consideration ( whether customer views brand in set of
options they would consider)
o Brand superiority (uniqueness and superiority of brand )
Brand feelings
o Warmth (soothing feelings)
o Fun ( upbeat, amusing, etc. feelings )
o Excitement ( feelings of energy and specialness)
o Security (safety, comfort, self- assurance )
o Social approval ( perceptions of positive reactions from
anothers)
o Self-respect (brand generates feelings of pride, accomplishment,
etc.)

1.14 BRAND ASSETS AND LIABILITIES
David aaker defines brand equity as a set of brand assets and liabilities linked to a
brand, its name and symbol that add to or value or subtract from the value provided
by a product or service to a firm and to the firms customers.
Brand equity can take the form of an asset or a liability. An asset enhances value
while liability decreases the value. The following are the assets and liabilities on
which the brand equity is based:

PES-IUP
19
1. Name awareness
2. Perceived quality
3. Brand association
4. Other proprietary assets linked to the brand
Brands add value to customers by helping them in the storage of information and
its interpretation and processing. Brand equity assets like perceived quality and
association increase the confidence of the consumer in making a purchase and
enhance customer satisfaction. The benefits provided by brand equity to the firm
include ability to charge premium price, channel cooperation and customer loyalty
benefits.

1.15 BRAND LOYALTY
In the past, loyalty was confined to customer behavior. Now, it is proposed
by researchers that apart from behavior it is the attitude aspect which also plays a
role in the purchase and frequent repurchase process. On the basis of brand, loyalty
customers can be divided into five categories:
1. Indifferent buyers are the lowest level of brand loyalty. He is not concerned with
the brand during his purchasing process.
2. Satisfied customers: they are not dissatisfied with the brand. They might switch to
other brands any time. They are of fickle and vulnerable attitude.
3. Brand switchers-if the firms competitors cover their switching cost only then they
will switch to the competitors.
4. Emotionally attached customers: due to prolonged relationship with the brand they
are emotionally attached to the brand

PES-IUP
20
5. Committed customers- they have a strong desire to continue with the brand. They
will not only stick to the brand because they strongly identify themselves with the
brand but they also recommend it to anothers.
The brand loyalty of American to McDonalds hamburger is an example of total
brand loyalty. McDonald has joined hands with coke at their outlets to make it
strong combination of two brands which a American loves.
Brand loyalty offers four benefits. Firstly, reduction in marketing costs; secondly;
channels members cooperate and another self space: thirdly, a chain reaction of
new customers due to herd effect. Finally, in times of distress loyal customers
give time to firm to modify / improve the product.

1.16 BRAND EQUITY VALUATION
The three brand equity models discussed give only a qualitative measure of
brand equity. For instance, Biels brand image model implies that brand equity is
the additional cash flow achieved by associating a brand with the product. Kevin
Kellers model speaks of differential effect of brand knowledge on consumer
response. David Aakers model speaks of addition of value provided when brand
name is attached to it. However, none of these models speak of monetary gain in
absolute terms or quantitative measure adopted by certain authors to measure brand
equity to give the procedure adopted by certain authors to measure brand equity in
monetary terms as well as relative brand equity a 10- point scale or 100-point
scale. The brand equity valuation shall be discussed in three criteria.
Cost- based method
Price- based method
Customer-based method

PES-IUP
21

HISTORICAL COST-BASED METHOD
In order to build a brand a lot of money has to be spent in the heads-
development cost, marketing cost, advertising and general communication cost.
These costs can be found in the income statement of today and in the past. Though,
on the face of it this seems to be a simple matter, but there are many problems.
Over what period theses historical cost be accounted? How present market share is
linked with past advertising is a logical way of looking even if the firm brought the
commodity in market in 10years ago. Which cost to consider?
This method consists of calculating next 10years cash flows that would accrue to a
brand in future. However, these cash flows have been discounted to present value
using time value of money.
. MARKET VALUE METHOD
This method consists of keeping an eye on some recent and very recent acquisition.
The merit of knowing the most recent acquisitions is that there is not much need
for making allowance for inflation in getting an idea of brand equity.
INTERBRAND METHOD
The Interbrand Company, U.K. developed a structured method of arriving at brand
equity. This method aims at arriving at a value at which a brand can be sold by one
Brand Company to another. The steps used in this method are described below
Step 1- the weighted average of the last years profit is computed

PES-IUP
22
Step2- the weighted average is multiplied with brand strength of the brand and a
ratio called (P/E) ratio. Thus brand equity is= (weighted average of profits *(P/E)
of the industry *brand strength
The brands strength depends on seven factors leadership, stability.
Internationality, support to the brand by the brand, protection i.e. is the brand
adequately protected by the trademark? Market: is the market in which the brand
operates in a stable market?


PES-IUP
23

CHAPTER -2
RESEARCH DESIGN


PES-IUP
24

CHAPTER-2
RESEARCH DESIGN

2.1 INTRODUCTION TO RESEARCH DESIGN
Research design refers to all aspects of translating survey requirements and
objectives into a process to be deployed.
Thus Yam
2.2 STATEMENT OF THE PROBLEM
Even though R15 of Yamaha was manufactured on the same lines that of R1 yet its
performance was not up to the level of R1, what are the changes in the perception
of the overall brand due to the underperformance of R15?
2.3 OBJECTIVES
1. To understand what drives the sale of Yamaha and factors influencing the
choice of customer regarding Yamaha bikes.
2. To study the customer awareness and how customer perceive the pacer
Yamaha
3. To understand the effectiveness of Yamahas marketing strategy and also to
understand the performing areas of Yamaha and areas yet to be focused.
4. To know the market share of Yamaha bikes and its competitors.
5. To analyze the overall performance of Yamaha pacer.

PES-IUP
25

2.4 SCOPE OF THE STUDY
2.5 METHODOLOGY
The methodology chosen for the study is analytical research method. This
method is the most suitable method for this study, as it would help to look
out into any problem (if any) and find out suitable solution for the same.
The study requires both primary and secondary data. The primary data has
been collected by an interaction with the customers who visited the
showroom.

2.6 SOURCES OF DATA:

PRIMARY DATA:
A structured questionnaire has been distributed keeping in mind the
pre-requisites of the reliable information
RESPONSENTS: customers who visited the showroom
SECONDARY DATA
Secondary data pertaining to the study was collected from the online
sources and past records of the showroom.
2.7 SAMPLING DESIGN
Sampling design refers to the technique or procedure in which sample units
are drawn from which the inference of the customers is drawn.
Sampling is basically targeted to customers of the Pacer Yamaha, though the
size of the sample is small, it is highly reliable findings as it is targeted to the

PES-IUP
26
customers of Pacer Yamaha.
SAMPLING SIZE: The sample size for the study is 80 respondents

METHOD OF SAMPLING: the respondents were selected on RANDOM
SAMPLING. The respondents are the customers of Pacer Yamaha.

2.8 TOOLS FOR COLLECTING DATA
Detailed comprehensive questionnaire was given to the customers of Pacer
Yamaha through which analysis and interpretation was done.
2.8.1. Contract instrument
A structured close ended questionnaire is used.
Simple analysis technique is used to analyze the data.
Data tool is based on percentage method which is used in making
comparisons between two or more data.

2.8.2 Contract Method:
The research was conducted by using the contract instruments like questionnaire
and observation.
2.9. PLAN OF ANALYSIS:
The researcher distributed the questionnaire among the target respondents to
obtain the data.
The data was obtained through close and open ended questionnaire.

PES-IUP
27
The data collected was tabulated and analysis was done based on the tables.
The data collected through questionnaire was analyzed with the help of
statistical tools such as graphs and pie charts.
With the help of such analysis the interpretations were made as indicated by
the data collected.
Through the interpretations, suggestions are made, if any.
To put forth all the important and valuable suggestions obtained during the
course of research.

2.10 LIMITATION OF THE STUDY:
1. The study is limited geographically with boundaries of Bangalore north
district only, which will affect the accuracy of the research.
2. The study aims at only dealers of Bangalore north and not the company as a
whole.
3. Time constraint is another limitation since nature of the survey received
needed more time for better results.

2.11. OPERATIONAL DEFINITION OF CONCEPTS:
Equity Equity is the ownership interest of investors in a business firm.
Investors can own equity shares in a firm in the form of common stock or
preferred stock. Equity ownership in the firm means that the original
business owner no longer owns 100% of the firm but shares ownership
with others.
Brand image - The impression in the consumers' mind of a brand's total
personality (real and imaginary qualities and shortcomings). Brand image

PES-IUP
28
is developed over time through advertising campaigns with a consistent
theme, and is authenticated through the consumers' direct experience. See
also corporate image.
Competitive advantage- An advantage that a firm has over its
competitors, allowing it to generate greater sales or margins and/or retain
more customers than its competition. There can be many types of
competitive advantages including the firm's cost structure, product
offerings, distribution network and customer support.
Average selling price- The average sales price (ASP) of goods or
commodities is the average price at which a particular product or
commodity is sold across channels or markets.

2.12. CHAPTER SCHEME:

2.12.1. Chapter 1: Introduction
This chapter includes:
Meaning
Definition
Purpose of brand equity
Strategic framework of brand equity
Importance of brand equity
Brand equity measures
Advantages of brand equity
Disadvantages of brand equity
Value to customers

PES-IUP
29
Value to marketers
Customer based equity
Brand awareness
Brand image
Branding model
Brand Assets and liabilities
Brand loyalty
Brand equity valuation

2.12.2. Chapter 2: Research design

This chapter contains:
Introduction to research design
Statement of the problem
Objectives of the study
Scope of the study
Methodology
Sources of data (primary and secondary)
Sampling design (method and sample size)
Tools for collection of data
Plan of analysis
Limitations of the study
Operational definition of concepts
Chapter scheme


PES-IUP
30

2.12.3. Chapter 3: Profile of the company

This chapter gives a complete information about the company such as th
company profile such as the company profile, products, values , companys
mission, companys vision, objectives and organizational structure of the
showroom.

2.12.4. Chapter 4: Analysis and Interpretation of data
This chapter gives the data analysis and interpretation of the study

2.12.5. Chapter 5: Summary of findings, conclusions and suggestions
This chapter contains the findings finally made during the study and suggestions
are given. Overall certain have been drawn by the study.

Appendix and Annexures
After chapter v the report should contain the bibliography and annexures
(including a copy of the questionnaire or interview schedule, copy of income
statement, annual report etc.)

Bibliography
This deals with various books, journals, reports and other sources used
for collecting information for completion of t

PES-IUP
31

CHAPTER -3
PROFILE OF THE COMPANY


PES-IUP
32
CHAPTER-4
PROFILE OF THE COMPANY

3.1 PROFILE OF YAMAHA INDIA
Yamaha made its initial foray into India in 1985.in august 2001, Yamaha India
became a 100% subsidiary of Yamaha motor co. Ltd, Japan (YMC). In 2008,
mitisui & co. ltd entered into an agreement with YMC to become a joint venture
in the motorcycle manufacturing company India Yamaha motor private limited
(IYM)
IYMs manufacturing facilities comprise of 2 state- of the art plants at Faridabad
(Haryana) and surajpur (Uttar Pradesh). The infrastructure at both the plants
supports production of motorcycles and parts for the domestic as well as overseas
markets. The surajpur plant was established in 1984. The state of the art
assembly plant at surajpur was inaugurated on 6
th
July 2009 and is spread over an
area of 36000 sq. mts it has the capacity to produce 1 million motorcycles and
scooters annually.
This fully integrated assembly plant is built on the lines of Yamahas globally
tried, tested and success implemented standards and meets the global quality
benchmarks. The plant has vehicle assembly lines and 4 engine assembly lines.
The Faridabad plant was established in 1965 and was upgraded in 2008 for
manufacturing of machinery parts like gears & shafts, crank, clutch assembly,
crank case, body cylinder, head cylinder.
In April 20013, 1YM established 2 functionally independent entities namely

PES-IUP
33
Yamaha motor India sales Pvt. Ltd (YMIS) that will cater to the sales and
marketing needs of the company and Yamaha motor research and development
India Pvt. Ltd (YMRI) that is intended to increase Yamahas manufacturing
competiveness through the establishment of an R&D headquarters in India.
With a strong workforce of more than 20000 employees, IYM is highly customer-
driven and has a countrywide network of over 400 dealers. Presently, its products
portfolio includes YZF-R15 version 2.0 (150cc), Fazer (153cc), FZ-S(153cc),
FZ(153cc), SZ X, SZ-R &SZ RR (153cc) SS125 (123cc), YBR 125 (123cc),
YBR 110 ( 106cc), Crux ( 106cc) and scooter ray (113cc) and ray Z (113cc). its
import portfolio includes VMAX (1,678cc), YZF- R1 ( 998cc) and FZI (998cc)

3.2 HISTORY OF YAMAHA MOTORS
"I want to carry out trial manufacture of motorcycle engines." It was from these
words spoken by Ginichi Kawakami (Yamaha Motor's first president) in 1953, that
today's Yamaha Motor Company was born.
Genichi Kawakami was the first son of Kaichi Kawakami, the third-generation
president of Nippon Gakki (musical instruments and electronics; presently Yamaha
Corporation). Genichi studied and graduated from Takachiho Higher Commercial
School in March of 1934. In July of 1937, he was the second Kawakami to join the
Nippon Gakki Company.
He quickly rose to positions of manager of the company's Tenryu Factory
Company (musical instruments) and then Senior General Manager, before
assuming the position of fourth-generation President in 1950 at the age of 38.

PES-IUP
34

In 1953, Genichi was looking for a way to make use of idle machining equipment
that had previously been used to make aircraft propellers. Looking back on the
founding of Yamaha Motor Company, Ginichi had this to say. "While the company
was performing well and had some financial leeway, I felt the need to look for our
next area of business. So, I did some research." He explored producing many
products, including sewing machines, auto parts, scooters, three-wheeled utility
vehicles, and motorcycles. Market and competitive factors led him to focus on the
motorcycle market. Ginichi actually visited the United States many times during
the period.
When asked about this decision, he said, "I had my research division chief and
other managers visit leading motorcycle factories around the country. They came
back and told me there was still plenty of opportunity, even if we were entering the
market late. I didn't want to be completely unprepared in this unfamiliar business
so we toured to German factories before setting out to build our first 125cc bike. I
joined in this tour around Europe during which my chief engineers learned how to
build motorbikes. We did as much research as possible to insure that we could
build a bike as good as any out there. Once we had that confidence, we started
going."
"If you are going to make it, make it the very best there is." With these words as
their motto, the development team poured all their energies into building the first
prototype, and ten months later in August of 1954 the first model was complete.


PES-IUP
35
3.3 ABOUT YAMAHA MOTOR INDIA SALES PRIVATE LIMITED
In April 2013, India Yamaha motor established functionally independent sales and
marketing entity i.e. Yamaha motor India sales Pvt. Ltd (YMIS).
The newly formed Yamaha motor India sales Pvt. Ltd. (YMIS) is intended to
further strengthen the sales and marketing unit which is responsible for sales and
promotion, after sales service and provision of spare parts. It has been Yamahas
constant endeavor to fortify its brand image and supersede customer expectation.
YMIS will continue to reinforce its relationship with the customers with its YES!
YAMAHA! Campaign emphasizes on providing the best 3S experience sales,
service & spare parts so that the customer always appreciates Yamaha and accepts
the brand like the word YES.
Yamaha India sales private limited (YMIS) is currently responsible for the sales
and promotion of YZF-R15 version 2.0 (150cc), Fazer (153cc), FZ-S(153cc),FZ
(153CC), SZ-X,SZ-X,SX-R & SZ-RR (153cc), SS125(123cc) YBR 125 (123cc),
YBR 110 (100cc), Crux (106cc), SS125 and ray Z (113cc) Scooter. The import
portfolio includes VMAX (1,679cc), YZF-R1 (998cc) and FZI (998cc).
The head office of YMIS is located in Chennai.

3.4 ABOUT YAMAHA MOTOR RESEARCH AND DEVELOPMENT
INDIA PVT. LTD
Yamaha motor research and development India Pvt. Ltd (YMRI) has been
established to function as the motorcycle R&D headquarters for Yamaha moor
company Japan. This initiative is intended to reinforce the global competiveness of

PES-IUP
36
Yamahas engineering, manufacturing and marketing functions in India.
It was formally established on 18
th
February2013 and has been functionally since
1
st
April 2013. It is currently operating from the headquarters of India Yamaha
motor Private Limited.
YMRI is the fifth oversees R&D headquarters for Yamaha motor group following
Italy, Taiwan, china and Thailand.
Yamaha motor research and development India Private Limited (YMIR) functions
as the core of the integrated development center (IDC) concept. In addition to
R&D activities, global sourcing activities have been included in the IDC. He first
such center was established as ASEAN integrated development center in Thailand
in 2012.
3.5 BRAND SLOGAN
Yamaha revs your heart
Empowered by a passion for innovation, we create exceptional value and
experiences that enrich the lives of our customer.
3.6 VISION
We are establish YAMAHA as the exclusive and trusted brand of customers by
creating kando (touching their hearts)- the first time and every time with world
class products and services delivered by people having passion for customers.
3.7 MISSION
They are committed to be the exclusive brand renowned for marketing and
manufacturing of Yamaha products, focusing on serving our customer where we

PES-IUP
37
can build long term relationship by raising their lifestyle through performance
excellence, proactive design and innovative technology. Our innovative solutions
will always exceed the changing needs of our customer and provides value added
vehicles.
Build the winning team with capabilities for success. Thriving in a climate for
action and delivering results. Our employees are the most valuable assets and we
intend to develop them to achieve international level of professionalism with
progressive career development. As a good corporate citizen, we will conduct our
business ethically and socially in a responsible manner with concerns for the
environment.
Grow through continuously innovating our business processes for creating value
and knowledge across our customers thereby earning the loyalty of our partners
and increasing our stakeholder value.
3.8 CORE COMPETENCIES
CUSTOMER#1
We put customers first in everything we do. We have decisions keeping the
customer in mind.
CHALLENGING SPIRIT
We strive for excellence in everything we do and in the quality of goods and
services we provide. We work hard to achieve what we commit and achieve results
faster than our competitors and we never give up.


PES-IUP
38
TEAM- WORK
We work cohesively with our colleagues as a multi- cultural team build on trust,
respect, understanding and mutual co-operation. Everyones contribution is equally
important for the success.
Frank and fair organization
We are honest, sincere, open minded, fair and transparent in our dealings. We
actively listen to others and participate in healthy and frank discussions to achieve
the organizations goals.
3.9 INDIA YAMAHA MOTORS INAUGURATED NEW PLANT AT
SURAJPUR (GREATER NOIDA)
The new surajpur plant has been inaugurated by Mr. T.Kazikawa C.E.O and MD
Yamaha Global on 6
th
July 2009, which has capacity to produce 6 lakh
motorcycles annually including fazer followed by FZ-16, FZ-S, YZF-RI5 and
other models. The plant capacity can be augmented up to 1 million units.
This full integrated assembly plant is build on the lines of Yamahas globally tried,
tested and successfully implemented standards and meets the global quality
benchmarks. At the core are the 5-S and TPM activities that fuel its manufacturing
processes. The plant has 3 vehicles assembly lines and 4 engine assembly lines are
synchronized and incorporate concepts of unit assurance i.e. complete product
assurance, parts assurance through 100% kit supply on lines and synchronization
of parts storage, supply and production. The innovative production processes along
with high tech final assurance processes are aimed to achieve zero claims to our
dealers and thus, a highly satisfied customer base.

PES-IUP
39

3.10 MANUFACTURING PROCESS
IYMs manufacturing facilities comprises of two states-of-the-art plants at-
Faridabad (Haryana) and surajpur (Uttar Pradesh). Currently 10 models roll out of
the 2 Yamaha plants.
The infrastructure at both the plants supports production of motorcycles and its
part for the domestic as well as oversees market. At the core are the 5-S and TPM
activities that fuel our agile manufacturing processes. We have in- house facility
for machining, welding processes as well as finishing processes of the electro
plating and painting till the assembly line.
The stringent quality assurance norms ensure that our motorcycles meet the
reputed international standards of excellence in every sphere.
As the environmental sensitive organization we have the concept environmental-
friendly technology ingrained in our corporate philosophy. The company boasts
of effluent treatment plant, rainwater- harvesting mechanism, a motivated
forestation derive. The ISO- 14001 certification is in the anvil- early next year. All
our endeavors give us reason to believe that sustainable development for Yamaha
will not remain merely an idea in pipeline.
We believe in taking care of not only your motoring needs but also the needs of
future generation to come.


PES-IUP
40
3.11 THE STANDARDS OF ENGINEERING OF MANUFACTURING
THAT DEFINE YAMAHA
There is a strict standard that prevails in every work place where Yamaha products
are created. It is a no- comprise standard based on unique Yamaha values. One
could call this a people- oriented standard of product creation, based on human
perception and human sensibilities.
At Yamaha motor our aim is nothing less than a level of quality that moves people
to the south in everything from the product concept and design to its performance
and function.
3.12 SWOT ANALYSIS
STRENGTH
1. Excellent branding, advertising and global distribution
2. Yamaha motor corporation has over 39,000 employees
3. One of the major brand in motor sport like motoGP, world super bike etc.
4. Yamaha produces scooters from 50 to 500cc, and a range of motorcycles
from 50 to 1900cc, including cruiser, sport touring, sport, dual-sport and off
road.
5. Extremely high size and reach of company.
WEAKNESS
1. Bikes like R15, R1 are quite expensive
OPPORTUNITIES
1. Two-wheeler segment is one of the most growing industries.
2. Export of bikes is limited i.e. untapped international markets.

PES-IUP
41

THREATS
1. Strong competition from Indian and international brands.
2. Dependence on government policies and raising fuel prices.
3. Better public transport will affect two-wheeler sales.

COMPETITORS
1. Bajaj auto
2. Hero motor corp. ( hero Honda)
3. TVS
4. Suzuki
5. Harley David son
6. Royal Enfield
7. Ducati
3.12 YAMAHAS WORK CULTURE
Yamaha strives to provide the best environment to its employees. The company
has provision for day care for children of the employees. It follows the
management principals of kaizen (continuous improvement), leadership, team-
work, empowerment, etc.
3.13 TRAINING
Training and development programs for the employees are held from time to
time. The company welcomes engineers and management professionals. It has
its own training and development centers for various such as motor cycles

PES-IUP
42
service skills, etc.
3.14 YAMAHA INDIA FINANCE ARM EYE 33% RISE IN
DISBURSALS
Chennai, July 23
rd
Bussan auto finance India private limited, the finance arm of
India Yamaha motor private limited, is set to increase its loan book by 33%
to100 crore.
The two- year old Bussan auto finance is a joint venture of Mitsui Corporation
of Japan (64%), Axis bank (26 per cent) and India Yamaha.
Mr. P. Kosalairam, Regional head Bussan Auto, told business lone on the
sidelines of the Yamaha Fazer launch on Monday that the increase in disbursals
is possible with growing sales and ramp up in the product portfolio by India
Yamaha.
In addition to the Fazer, India Yamaha also introduced an upgrade in its 150-cc
model R15. Its portfolio includes gladiator, Gladiator Graffiti, Alba, Crux, FX-S,
FZ16 and YZF-R15. It also sells MTO1 and YZF-R1, imported as completely
built units.
India Yamaha is also working o introducing an automatic scooter this year.
Besides, the company has introduced referral and students schemes for FZ-16
and FZ-S.
These initiatives will improve sales
In 2008-2009, the India Yamaha sold 1.62 lakh units, registering 45 per cent
over the previous year.

PES-IUP
43
Currently close to 80 per cent vehicles sold by India Yamaha is on cash since
most of them are in the power and performance segment that are primarily not
used for commuting alone.
HDFC bank funds a small portion, by offering loans to its customers. As part of its
initiative, Bussan Auto Finance India plans to double its sales point to 300 by
March 2010.
Today, it is present at 165 of the 400 India Yamahas dealerships. The focus will
be on rural areas.
A report is submitted by Mr. Kiran Bhojanna, Pacer Motors, and Bangalore.
3.15 PROFILE OF PACER MOTORS
Pacer Motors Pvt. Ltd was first established in Infantry Road on June 2002. The
company has a total of 13 employees including 5 mechanics that takes care of the
after sales servicing of the bikes. The showroom sells anywhere from 50 to 100
bikes a month and is the main distributor of Yamaha bikes.
The main strengths of the show room are:
1) The location of the showroom is ideal.
2) Little competition from other dealers.
3) Good prices and good after-sales services

In a span of 9 years the operations have bloomed into a conglomerate employing
over 30 professionals. Pacer Motors Pvt. Ltd. is currently one of the largest dealers
for Yamaha motors India limited in the state of Karnataka.
Every day, a staggering over 100 customers make an interface with Pacer Motors

PES-IUP
44
Pvt. Ltd. buying a spare parts, purchasing motor bikes, servicing vehicles etc., to
an effectively serve a large customer base demands a level of market orientation.
Getting close to the customer and responding speedily to their needs with solution
has been Pacer Motors Pvt. Ltd.
Pacer Motors Pvt. Ltd. strongly believes that it is a servicing business. Thats why
it has a unique cadre of sales team executive whose sole job is to maintain a close
liaison with potential and existing customer.
The sales team executive are always present in the market location, interacting
with customer, getting feedback on the products and services and assessing market
trends with just one objective in mind; ensuring better and high levels of customer
care and satisfaction.


PES-IUP
45

3.16 ORGANISATIONAL STRUCTURE OF PACER MOTORS

YAMAHA COMPANY LIMITED

DIRECTOR

MANAGING DIRECTOR

GENERAL MANAGER

SALES MANAGER WORKS MANAGER

EXECUTIVE MECHANICS
SALES


PES-IUP
46
3.17 ORGANISATION CHART


PES-IUP
47

CHAPTER-4
DATA ANALYSIS AND
INTERPRETATION


PES-IUP
48

CHAPTER-1V
DATA ANALYSIS AND INTERPRETAION

TABLE 4.1 SHOWING THE OPINION ON YAMAHAS STYLING, FUEL,
EFFICIENCY, POWER AND MAINTENANCE

RESPONSE NO. OF REPONDENTS PERCENTAGE OF
REPONDENTS
Attractive

33 41%
Good

40 50%
Need to change

7 9%

ANALYSIS
From the above table we can analyze that 50% of the respondents opinion on
Yamahas styling, fuel, efficiency, power and maintenance is good, 41% feel its
attractive and 9% of the respondents say it needs to be changed.


PES-IUP
49
GRAPH 4.1 SHOWING THE OPINION OF RESPONDENTS ON
YAMAHAS STYLING, FUEL EFFICIENCY, POWER AND
MAINTENANCE

INFERENCES
From the above graph we can infer that half of the respondents opinion on
Yamahas styling, fuel efficiency, power and maintenance is good whereas the
least percentage that is 9% of respondents opinion is that Yamahas styling, fuel
efficiency, power and maintenance needs to be changed, this may be because
Yamaha as a brand did not meet their expectations.

41%
50%
9%
Attractive
good
need more change

PES-IUP
50
TABLE 4.2 SHOWING THE OPINION ON THE SERVICE OF YAMAHA
PACER

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
Immediate & efficient

42 53%
Reasonably efficient

30 37 %
Need to improve

8 10%

ANALYSIS
From the above table we can analysis that 53% of respondents think that Yamaha
services are immediate & efficient, 37% say its reasonably efficient and 10% say
the services offered needs to be changed.


PES-IUP
51

GRAPH 4.2 SHOWING THE OPINION OF RESPONDENTS ON THE
SERVICES OF YAMAHA PACER

INFERENCES
From the above graph we can infer that half of the respondents opinion on the
services of pacer Yamaha is immediate and efficient whereas the least percentage
of respondents say, it needs to improve and relatively number of respondents say
its reasonably efficient.

0%
10%
20%
30%
40%
50%
60%
Immediate & efficient Reasonably efficient Need to improve

PES-IUP
52

TABLE 4.3 SHOWING THE SHOWROOMS FLEXIBILITY TO
CUSTOMERS DEMAND

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
Agree

19 24%
Disagree

18 22%
Strongly agree

30 38%
Partially agree

9

11%
Strongly disagree

4 5%

ANALYSIS
From the above table we can analyze that 24% of the respondents agree that
showroom is flexible to customers demand , 38% strongly agree whereas 22% of
them disagree , 5% strongly disagree and 11% partially agree.


PES-IUP
53

GRAPH 4.3 SHOWING THE SHOWROOM FLEXIBILITY TO
CUSTOMERS DEMAND

INFERENCES
From the above graph we can infer that majority of the respondents agree and
strongly agrees that the showroom is flexible to customers demand whereas the
least percentage of respondents strongly disagrees to it as there could be some
management issues.
24%
22%
38%
11%
5%
Agree
Disagree
Strongly agree
Partially agree
Strongly disagree

PES-IUP
54

TABLE 4.4 SHOWING THE CUSTOMERS SATISFACTORY
RELATIONSHIP WITH PACER YAMAHA

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
Yes

28 35%
N0

10 12%
Not really

41 53%

ANALYSIS
From the above table we can analyze that 35% of the respondents have a
satisfactory relationship with pacer Yamaha and 12% of them do not have
satisfactory relationship, rest 53% do not really have a satisfactory relationship
with them.


PES-IUP
55

GRAPH 4.4 SHOWING THE SATISFACTORY RELATIONSHIP WITH
PACER YAMAHA

INFERENCES
From the above graph we can infer that the highest percentage of respondents do
not really have a satisfactory relationship with pacer Yamaha whereas the least
percentage of them say no, they do not have a satisfactory relationship with pacer
Yamaha this may be because they visited the showroom for the first time.
0%
10%
20%
30%
40%
50%
60%
Yes No Not really

PES-IUP
56

TABLE 4.5 SHOWING THE SALESMANS INFLUENCE ON
CUSTOMERS PURCHASE IN THE SHOWROOM

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
Agree

20 25%
Disagree

18 23%
Strongly agree

30 37%
Partially agree

8 10%
Strongly disagree

4 5%

ANALYSIS
salesman does influence their purchase while 23% of them disagree, 37% strongly
agree, 10% partially agree and 5% strongly disagree.

PES-IUP
57

GRAPH 4.5 SHOWING THE SALESPERSONS INFLUENCE ON THE
RESPONDENTS PURCHASE IN THE SHOWROOM

INFERENCES
From the above the graph we can infer that majority of the respondents agree and
strongly agrees that salesmans does influence their purchase in the showroom
while 23% of them disagrees that salesperson influence their purchase and 5% of
them strongly agrees to it .
25%
23%
37%
10%
5%
Agree
Disagree
Strongly agree
Partially agree
Strongly disagree

PES-IUP
58

TABLE 4.6 SHOWING WHY CUSTOMERS PREFER YAMAHA BIKES
OVER ANOTHER BIKES

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
Service

24 30%
Atmospheric environment 20 25%
Products

24 30%
Overall experience

12 15%

ANALYSIS
From the above analyze we can say that 24% of the respondents prefer Yamaha
bikes over other bikes because of the service they render, 25% because of the
atmospheric environment, 30% due to the products they offer and 15% of them
prefer Yamaha bikes because of the overall experience they had with Yamaha.

PES-IUP
59

GRAPH 4.6 SHOWING WHY RESPONDENTS PREFER YAMAHA BIKES
OVER ANOTHER BIKE

INFERENCES
From the above graph we can infer that the highest percentage of respondents say
they prefer Yamaha bikes over anothers because of the services they provide and
the products they sell whereas the least percentage of respondents say its because
of the overall experiences they prefer Yamaha bikes.
0%
5%
10%
15%
20%
25%
30%
Services Atmospheric
environment
Products Overall experience
30%
25%
30%
15%

PES-IUP
60

TABLE4.7 SHOWING WHEATHER YAMAHA SERVICE OFFER A
VARIETY OF SERVICES

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
Agree

16 20%
Disagree

8 10%
Strongly agree

40 50%
Partially agree

12 15%
Strongly disagree

5 5%

ANALYSIS
Yamaha service offers a variety of services while 20% disagree, 50% of them
strongly agree, 15% partially agree and 5% strongly disagree.

PES-IUP
61

GRAPH 4.7 SHOWING IF YAMAHA SERVICES OFFER A VARIETY OF
SERVICES

INFERENCES
From the above graph we can infer that more than half of respondents agree and
strongly agrees that Yamaha offers a variety of services whereas 15% of them
partially agree and 5% & 10% of the respondents disagrees and strongly disagrees
to it
20%
10%
50%
15%
agree
Disagree
strongly agree
Partially agree
sStrongly disagree

PES-IUP
62

TABLE 4.8 SHOWING CUSTOMERS TAKE ON YAMAHAS PRICING

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
High- price

16 20%
Low- price

32 40%
Reasonable

32 40%

ANALYSIS
From the above table we can analyze that 20% of the respondents think Yamahas
pricing is high, 40% of them say its low price and 40% say its reasonable.


PES-IUP
63

GRAPH 4.8 SHOWING RESPONDENTS TAKE ON YAMAHAS PRICING

INFERENCES
From the above graph we can infer that according to respondents Yamaha bikes are
low-priced and reasonable where the least percentage of respondents say its high
price.

20%
40%
40%
High- price
Low- price
Resonable

PES-IUP
64

TABLE 4.9 SHOWING IF YAMAHA BIKES ARE VALUE FOR MONEY

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
Agree

20 25%
Disagree

22 27%
Strongly agree

18 23%
Partially agree

16 20%
Strongly disagree

4 5%

ANALYSIS
Yamaha bikes are value for money while 27% of them disagree, 23% strongly
agree, 20% partially agree and 5% strongly disagree that Yamaha bikes are value
for money.

PES-IUP
65

GRAPH 4.9 SHOWING IF YAMAHA BIKES ARE VALUE FOR MONEY

INFERENCES
From the above graph we can infer that highest percentage of respondents disagree
that Yamaha is value for money whereas the least percentage of them strongly
disagree to it this may be because they had a bad experience with the bike they
own .
25%
27%
23%
20%
5%
Agree
Disagree
Strongly disagree
Partially agree
Strongly disagree

PES-IUP
66

TABLE 4.10 SHOWING THE INFLUENCE OF ADVERTISEMENT ON
DECISION IN CHOOSING YAMAHA BIKES

RESPONSE NO. OF RESPONDENTS PERCENTAGE OF
RESPONDENTS
Yes

14 18%
No

10 12%
Sometimes

24 30%
Cant say

32 40%

ANALYSIS
From the above table we can analyze that 18% of the respondents say yes ,
advertisement does influence they decision in choosing Yamaha bikes, 12% say
no, 30% say sometimes while 40% of them cant say if it influence or not.

PES-IUP
67

GRAPH 4.10 SHOWING THE INFLUENCE OF ADVERTISEMENT ON
DECISION IN CHOOSING YAMAHA BIKES

INFERENCES
From the above graph we can infer that the highest percentage of respondents cant
really say if advertisement influence their purchase or no whereas the least
percentage of respondents say yes advertisements does influence their purchase.

18%
12%
30%
40%
Yes
No
Sometimes
Can't say

PES-IUP
68

TABLE 4.11 SHOWING THE RATING OF YAMAHA BIKES WITH
RESPECT TO DIFFERENT COMPANIES ON SPECFIC FACTORS

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
Mileage

18 22%
Price

18 23%
Pick-up

30 38%
Maintenance

14 17%

ANALYSIS
From the above table we can analyze that 38% of the respondents say pick- up of
Yamaha bikes is comparatively better while 23% say price, 22% say mileage and
17% of them say maintenance.


PES-IUP
69

GRAPH 4.11 SHOWING THE RATING OF YAMAHA BIKES WITH
RESPECT TO DIFFERENT COMPANIES ON SPECFIC FACTORS

INFERENCES
From the above graph we can infer that the highest percentage of respondents rate
pick- up the highest followed by price and the least percentage of respondents rate
maintenance the lowest this may be because maintaining a Yamaha bike for them
would have been a problem.
22%
23%
38%
17%
Mileage
Price
Pick-up
Maintenance

PES-IUP
70

TABLE 1.12 SHOWING THE RATING OF YAMAHA ON THE SCALE OF
5 AS A BRAND OVER BAJAJ

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
1

3 4%
2

6 8%
3

22 27%
4

33 41%
5

16 20%

ANALYSIS
From the above table we can analyze that 4% of the respondents on the scale of 5
rate Yamaha as a brand over Bajaj 1, 8% of them rate 2 , 27% rate 3 , 41% rate 4
and 20% of the respondents rate 5

PES-IUP
71

GRAPH 4.12 SHOWING THE RATING OF YAMAHA ON THE SCALE OF
5 AS A BRAND OVER BAJAJ

INFERENCES
Yamaha over Bajaj 4 whereas the least percentage of them rate them 1 this may be
because they have a fine experience with Bajaj.

4%
8%
27%
41%
20%
61%
Rate-1
Rate-2
Rate-3
Rate-4
Rate-5

PES-IUP
72

TABLE 4.13 SHOWING WHICH OF THE DISCONTINUED BIKES OF
YAMAHA RESPOMDENTS WANT IT TO COME BACK

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
Enticer

12 15%
Rx-100

25 31%
Rx-135

18 23%
Rx-Z

25 31%

ANALYSIS
From the above table we can analyze that 31% of respondents want Rx- 100 and
Rx-Z bike to come back in the market while 23% of them want Rx-135 and 15%
want enticer to come back.


PES-IUP
73

GRAPH 4.13 SHOWING WHICH OF THE DISCONTINUED BIKE OF
YAMAHA WOULD RESPONDENTS PREFER TO COME BACK

INFERENCES
From the above graph we can infer that the highest percentage of respondents want
Rx-135 and Rx-Z to come back the least percentage of them want enticer to come
back.

15%
31%
23%
31%
Enticer
Rx-100
Rx-135
Rx-Z

PES-IUP
74

TABLE 4.14 SHOWING IF MASS CUSTOMIZATION SHOULD BE
ADOPTED BY YAMAHA

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
Agree

16 20%
Disagree

14 18%
Strongly agree

38 47%
Partially agree

10 13%
Strongly disagree

2 2%

ANALYSIS
From the above table we can analyze that 20% of the respondents agree that mass
customization should be adopted by Yamaha, 18% disagree, 47% of them strongly
agree, 13% partially agree rest 2% of them strongly disagree.


PES-IUP
75

GRAPH 4.14 SHOWING IF MASS CUSTOMIZATION SHOULD BE
ADOPTED BY YAMAHA

INFERENCES
From the above graph we can infer that highest percentage of respondents strongly
agrees that mass customization should be adopted by Yamaha whereas the \ least
percentage of respondents strongly disagrees to it.

20%
18%
47%
13%
2%
Agree
Disagree
Strongly agree
Partially agree
Strongly disagree

PES-IUP
76

TABLE 4.15 SHOWING IF YAMAHA REQUIRE MORE MARKETING

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
Agree

14 18%
Disagree

16 20%
Partially agree

24 30%
Cant say

26 32%

ANALYSIS
Yamaha requires more marketing whereas 20% of them disagree with it and 30%
partially agree, 32% of them cant say.


PES-IUP
77

GRAPH 4.15 SHOWING IF YAMAHA REQUIRES MORE MARKETING

INFERENCES
From the above graph we can infer that highest percentage of respondents cant
really say if Yamaha requires marketing or no whereas the least percentage of
respondents agrees that Yamaha requires more marketing this may be because
Yamaha does not usually do any marketing as such.
18%
20%
30%
32%
Agree
Disagree
Partially agree
can't say

PES-IUP
78

TABLE 4.16 SHOWING THE CHANGES THE RESPONDENTS WOULD
LIKE TO CHANGE IN YAMAHA BIKES

RESPONSE NO. OF
RESOPONDENTS
PERCENTAGE OF
RESPONDENTS
Mileage

20 25%
Cost

16 20%
Style

18 22%
Power

26 33%

ANALYSIS
From the above table we can analyze that 25% of the respondents would like to
change the mileage of Yamaha bikes, 20% of them cost, 22% would like to change
the style and rest 33% of them would like to change the power.

PES-IUP
79

GRAPH 4.16 SHOWING THE CHANGES RESPONDENTS WOULD LIKE
TO CHANGE IN YAMAHA BIKES

INFERENCES
From the above graph we can infer that the highest percentage of respondents want
to change the power of the bike as it could be comparatively less compared to
another brands whereas the least percentage of respondents want to change the
cost of it .
25%
20%
22%
33%
55%
Mileage
Cost
Style
Power

PES-IUP
80

TABEL 4.17 SHOWING THE PERCEPTION OF RESOONDENTS
BEFORE COMING TO SHOWROOM AND AFTER IT

RESPONSE NO. OF
RESPONSDENTS
PERCENTAGE OF
RESPONDENTS
Excellent

18 23%
Good

28 35%
Bad

15 19%
Average

10 13%

ANALYSIS
From the above table we can analyze that 23% of the respondents perception
before coming to showroom and after it was excellent while 35% of the
respondents perception was good. 19% of them were bad and rest 13% was
average.

PES-IUP
81

GRAPH 4.17 SHOWING THE RESPONDENTS PERCEPTION BEFORE
COMING TO SHOWROOM AND AFTER IT

INFERENCES
From the above graph we can infer that less than half the respondents perception
before coming to the showroom and after it was good whereas the least of
respondents say its bad this may be because the showroom did not meet their
expectation.
23%
35%
19%
13%
Excellent
Good
Bad
average

PES-IUP
82

TABEL 4.18 SHOWING THE FACTORS THAT ENABLE THE COMPANY
TO BE THE MARKET LEADER

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
Globalization

20 25%
Advanced in marketing &
branding
10 13%
Economic opportunity in
country
8 10%
Increase awareness

42 52%

ANALYSIS
From the above we can analyze that according to 52% of the respondents, increase
in awareness of the brand is one of the major factor that enabled Yamaha to be the
market leader followed by globalization which is 25% then advanced in marketing
& branding that is 13% and economic opportunity in country which is 10%.

PES-IUP
83

GRAPH 4.18 SHOWING THE FACTORS THAT ENABLED YAMAHA TO
BE THE MARKET LEADER

INFERENCES
From the above graph we can infer that more than half the respondents say
Yamaha is the market leader because of its increase awareness whereas the least
percentage of respondents say economic opportunity this may be because business
environment is changing day by day and there are various opportunities available
to them if they can spot them or else it would be threat.
0%
10%
20%
30%
40%
50%
60%
Globalization Advanced in marketing
& branding
Economic opporturnity Increase awareness

PES-IUP
84

TABLE 4.19 SHOWING IF YAMAHA OFFERS A VARIETY OF
PRODUCTS

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
Agree

18 23%
Disagree

26 32%

Strongly agree

29 36%
Partially agree

7 9%
Strongly disagree

0 0

ANALYSIS
Yamaha offers a variety of services while 32% disagree, 36% of them strongly
agree and 9% partially agree.

PES-IUP
85

GRAPH 4.19 SHOWING IF YAMAHA OFFERS A VARIETY OF
SERVICES

INFERENCES
From the above graph we can infer that highest percentage of respondents strongly
agrees that Yamaha offers a variety of services and no one strongly disagrees to it
this may be because Yamaha as a brand has obtained that position where they
serve their customers according to the demand.
23%
32%
36%
9%
0
agree
disagree
strongly agree
partially agree
strongly disagree

PES-IUP
86

TABLE 4.20 SHOWING THE RATING OF PACER YAMAHA ON THE
SCALE OF 5 ON THE BASIS OG SERVICES RENDERED

RESPONSE NO. OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
1

2 3%
2

8 10%
3

17 21%
4

30 37%
5

23 29%

ANALYSIS
From the above table we can analyze that 3% of the respondents rate pacer
Yamaha 2 on the basis of services rendered, 10% rate 2, 21% of them rate 3 while
37% rate 4 and rest 29% rate 5.

PES-IUP
87

GRAPH 4.20 SHOWING THE RATING OF PACER YAMAHA ON THE
SCALE OF 5 ON THE BASIS OF SERVICES RENDERED

INFERENCES
pacer Yamaha on the basis of services rendered 4 whereas the least percentage of
respondents rate the showroom 1 this could be because customers were not happy
with the services rendered.
3%
10%
21%
37%
29%
Rate- 1
Rate-2
Rate-3
Rate-4
Rate-5

PES-IUP
88

CHAPTER V:
SUMMARY OF FINDINGS CONCLUSIONS
AND SUGGESTIONS


PES-IUP
89

Chapter v
Summary of findings, conclusion and suggestions

1. To understand what drives the sale of Yamaha and factors influencing the
choice of customer regarding Yamaha bikes
Most of the consumers prefer Yamaha brand because of its styling, fuel
efficiency, power and maintenance.
They majority of the respondents agree and strongly agrees that Yamaha
offers a variety of services thus this could be one of the reasons for the
increase in sales of Yamaha and the factor which influence consumers
purchase regarding Yamaha bikes
The Pricing of Yamaha bikes which is considered to be low-priced and
reasonable by the respondents is also a reason for the increase in sales and
the factor which influence them in purchasing Yamaha bikes.
Advertisements do play an important role in influencing consumer buying
decisions.
Pick-up of Yamaha bikes are comparatively better , this also could drive the
sales of Yamaha.

To study the customer awareness and how customers perceive pacer
Yamaha
Consumers of Yamaha brand strongly believes that Yamaha definitely offers
a wide range of products keeping in mind the taste and preference of the

PES-IUP
90
consumers
Half of the aggregate respondents do not perceive the showroom of the
company to be productive and effective while another half do perceive it in a
much positive approach.
Most of Respondents have rated pacer Yamaha on the scale of 5, 3. 4 and 5
which is considerably good

To understand the effectiveness of Yamaha marketing strategies and also
to understand the performing areas of Yamaha and areas yet to be focused
Yamaha brand definitely offers a variety of services thereby making the
consumers feel comfortable with the using of its products.
The consumers of the brand are way satisfied with its pricing policy as they
believe that the values of the bikes are quiet low and reasonable.
Apart from the pricing factor consumers also want the old models of
Yamaha that is Rx 100 and Rx Z to be re-launched.
Increasing awareness of the brand with the consumers is the main factor
contributing to its success and making it an effective market leader.
Yamaha should focus on mass customization where theyll be increase in the
market share leading to overall increase in the performance of Yamaha.
Thus Yamaha should focus on improving the power of the bike and a little
more on the mileage.
In terms of marketing, majority of the respondents say that in order to
promote itself and create and impact in the customers minds, Yamaha needs
to work towards its marketing strategies.
According to the respondents Yamaha bikes are not value for money.


PES-IUP
91
To know the market share of Yamaha bikes and its competitors
Most of the respondents have rated Yamaha 3 and 4 on the scale of 5 over
Bajaj which is average, thereby ranking Bajaj as the major competitor of
Yamaha in terms of its market share
Respondents prefer Yamaha bikes over anothers because of the services and
products they offer.
According to respondents the pick- up of Yamaha bike is comparatively
better over another bikes
To analysis the overall performance of Yamaha pacer.
The overall performance of Yamaha pacer is quiet positive in terms of the
service offered which is met immediately and efficiently on consumers
demand as well as the flexibility of the showroom towards the same.
Even though the showrooms are contributing towards the consumers buying
behavior Yamaha has failed to create a satisfactory relationship with its
customers.
Salesman does influence the purchase of consumers in the showroom, which
is good

5.2 SUGGESTIONS
Yamaha should improve a little more on its styling, fuel, efficiency and
maintenance
Pacer Yamaha needs to improve little on its services.
Pacer Yamaha should be more flexible to customers demand; this can be
done by improving the management and Training the salesman.
Pacer Yamaha should be more interactive as many respondents do not have

PES-IUP
92
a satisfactory relationship with them.
Yamaha can improve the overall experience of the respondents
Yamaha should provide more services to its consumers
Yamaha should advertise more so that it can influence the consumers to buy
the bikes.

.


PES-IUP
93

Anu

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Anu

Uploaded by

Copyright:

Available Formats

An Analytical Study on Brand Equity and Brand Loyalty

You might also like