IDENTIFICATION OF CONSUMER SATISFACTION LEVEL OF BAJAJ AUTOMOBILE CUSTOMER IN LUCKNOW CITY.docx

GCRG Memorial Trust's Group of Institutions, Lucknow

Faculty of ManagementA Project ReportonIdentification of consumer Satisfaction level of Bajaj Automobile customer in Lucknow citySubmitted for partial fulfillment for award ofMaster of Business AdministrationDegree

SUBMITTED TOMr. PashupatiNathVermaHead of MBA Department

SUBMITTED BYSHARAD MOHAN SRIVASTAVA(Roll No:1362070049)

Uttar pradesh TECHNICAL UNIVERSITY, LUCKNOW, INDIAJune, 2015ACKNOWLEDGEMENTThe research work requires co-operation of many people and this work is no exception. It is difficult to thank individually all the persons who patronized this work. The researcher had asked for favors, borrowed ideas, expressions and facts from so many that it would require one volume to give credit to all. So, the researcher wants to thank all the patrons of this reportI wish to express my profound gratitude to Mr. Pashupati NathVerma (HOD) for his unhitching support during my work. He is the true driving force behind this work throughout, constantly encouraging me to do my best and inspiring me to aim higher.I am also very thankful to all the faculty members, the whole college staff for providing me with necessary facilities and support, essential for bringing out this work in a short time.Last but not the least, I am thankful to all respondents, who gave me their precious time and support to fulfill this task, without their co-operation the study would not have seen the light of the day.SHARAD MOHAN SRIVASTAVAIVth SemesterRoll No- 1362070049

DECLARATION

I hereby declare that this Project Report entitled Identification of consumer Satisfaction level of Bajaj Automobile customer in Lucknow city in the partial fulfillment of the requirement of Master in Business Administration (MBA) of gcrg, is based on primary & secondary data collected by me from various departments, books, magazines and websites under guidance of my HOD Mr. Pashupati Nath Verma.It is my own work to the best of my knowledge & contains no material written by any other person.

SHARAD MOHAN SRIVASTAVAIVth SemesterRoll No- 1362070049

Certificate from the Head of the department

Table of Content

ParticularPage No.

acknowledgement

Declaration

Certificate from the Head of the department

Table of content

Project Summary Research Objective Results Conclusions

PART-I

1. Introduction to The Industry1.1 Industry Profile1.2 Major Players1.3 Recent Problem Faced by Industry.

PART-II

2. Introduction & Design of Study2.1 Introduction to the problem2.2 Review of Literature2.3 Objective of the Study2.4 Research Problem

3. Research Methodology3.1Research Objective3.2Research Hypothesis 3.3Research Design3.3.1 Sampling Design3.3.2 Data Collection Design

4. Data Collection & Field Work4.1Data Editing4.2Data Coding4.3Coded Data

5. Data Analysis & Interpretation5.1Graphical Representation5.2Data Analysis: Different Measures5.3Data Analysis: Test of Hypothesis5.4Interpretation of Research Findings

6. Final Report6.1 Results6.6. Conclusions6.7. Limitation6.8. Further implications

7. Appended Parts7.1Data Collection Forms7.2Bibliography7.3.

Executive Summary

The present aim at examining the Identification of Customer satisfaction Level of Bajaj automobiles customers in lucknow city The importance of the study is emphasized by the fact the Customer Satisfaction is person feelings (or) disappointment resulting from comparing a products performance in relation to his/her expectations. It is the key to generate the high customer loyalty.

The measures the Customer satisfaction level research survey was conducted with sample size of 60. The information is collected with the help of questionnaire through personal interview and study is revealed that the most of the customer are satisfied with Bajaj.

Chapter-1

PART-IIntroduction on topic

Identification of consumer Satisfaction level of Bajaj Automobile customer in Lucknow city

Satisfaction is a persons feelings of pleasure or disappointment resulting from comparing a products perceived performance (or outcome) in relation to his or her expectations. Whether the buyer is satisfied after purchase depends on the offers performance in relation to the buyers expectations. If theperformancefalls short of the expectations, the customer is dissatisfied. If the performancematches the expectations, the customer is satisfied. If the performance exceeds expectations the customer is highly satisfied or delighted.

A company would be wise to measure customer satisfaction regularly because one key to customer retention is customer satisfaction. A highly satisfied customer generally stays loyal longer, buys more as the company introduces new products and upgrades existing products, talks favourably about the company and its products, pays less attention to competing brands and is less sensitive to price, offers product or service ideas to the company, and costs less to serve than new customers because transactions are routine. When customers rate their satisfaction with an element of the companysperformance - say, delivery. It could mean early delivery, on-time delivery, ordercompleteness, and so on. The company must also realize that two customers can report being highly satisfied for different reasons. One may be easily satisfied most of the time and the other might be hard to please but was pleased on this occasion.A number of methods exist to measure customer satisfaction. Periodicsurveys can track customer satisfaction directly.

Respondents can also be asked additional questions to measure repurchase intention and the likelihood or willingness to recommend the company and brand to others. Companies that do achieve high customer satisfaction ratings make sure their target market knows it. For customer centered companies, customer satisfaction is both a goal and a marketing tool. Although the customer-centered firm seeks to create high customer satisfaction, that is not its ultimate goal. If the company increases customer satisfaction by lowering its price or increasing its services, the result may be lower profits.

The company might be able to increase its profitability by means other than increased satisfaction (for example, by improving manufacturing processes or investing more on R&D). Also, the company has many stakeholders, including employees, dealers, suppliers and stock holders. Spending more to increase customer satisfaction might divert funds from increasing the satisfaction of other partners. Ultimately, the company must operate on the philosophy that it is trying to deliver a high level of customer satisfaction subject to delivering acceptable levels of satisfaction to the other stakeholders, given its total resources.

The Automotive industry in India is one of the largest in the world and one of the fastest growing globally. India manufactures over 18 million vehicles (including 2 wheeled and 4 wheeled) and exports more than 2.3 million every year. It is the world's second largest manufacturer of motorcycles; there are eight key players in the Indian markets that produced 13.8 million units in 2010-112.

At present the dominant products of the automobile industry are Two Wheelers with a market share of over 75% and passenger cars with a market share of about 16%. Commercial vehicles and three wheelers share about 9% of the market between them. The industry has attained a turnover of more than USD 35 billion and provides direct and indirect employment to over 13 million people.

The Indian two-wheeler industry has come a long way since its humble beginning in 1948 when Bajaj Auto started importing and selling Vespa Scooters in India. Since then, the customer preferences have changed in favour of motorcycles and gearless scooters that score higher on technology, fuel economy and aesthetic appeal, at the expense of metal-bodied geared scooters and mopeds. These changes in customer preferences have had an impact on the fortunes of the players. The erstwhile leaders have either perished or have significantly lost market share, whereas new leaders have emerged.

With an expanding market and entry of new players over the last few years, the Indian two wheeler industry is now approaching a stage of maturity. Previously, there were only a handful of two-wheeler models available in the country. Currently, India is the second largest producer of two-wheelers in the world. It stands next only to China and Japan in terms of the number of two wheelers produced and the sales of two-wheelers respectively. There are many two-wheeler manufacturers in India. The major players in the 2-wheeler industry are Hero Honda, Bajaj Auto Ltd (Bajaj Auto), TVS Motor Company Ltd (TVS) and Honda Motorcycle & Scooter India, Private Limited (HMSI) accounting for over 93% of the sale in the domestic two wheeler market. It is noteworthy that motorbikes segments share is just below 80% of the total 2W market in India which is dominated by Hero Honda with a market share of 59%. Scooter segments market share is about 18% which is led by Honda Motorcycle & Scooter India, Private Limited (HMSI) with a market share of 43%.Three- fourth of the total exports in the two wheeler automobile industry are made in the motorcycle segment. Exports are made mainly to South East Asian and SAARC nations. The level of technology change in the Motor vehicle Industry has been high but, the rate of change in technology has been medium. Investment in the technology by the producers has been high. However, further investment in new technologies will help the players to be more competitive. Currently, Indias increasing per capita disposable income which is expected to rise by 106% by 2015 and growth in exports is playing a major role in the rise and competitiveness of the industry. Consumers are very important for the survival of the Motor Vehicle manufacturing industry.

In 2008-09, customer sentiment dropped, which burned on the augmentation in demand of cars. The key to success in the industry is to improve labour productivity, labour flexibility, and capital efficiency. Having quality manpower, infrastructure improvements, and raw material availability also play a major role. Access to latest and most efficient technology and techniques will bring competitive advantage to the major players. Utilising manufacturing plants to optimum level and understanding implications from the government policies are the essentials in the Automotive Industry of India.This report on Analysing the State Of Competition In Indian Two-Wheeler Industry gives insight of the industry encompassing its evolution in India, demand drivers, influence of supply side factors, commentary on industry players and competition and the trends in domestic sales and exports. The report also shows the oligopolistic nature of the Indian two wheeler industry and the propensity of the major players to increase their share. In this paper we assess the degree of imperfection in the two-wheeler industry by using Hirschman-

Herfindahl Index (HHI). In a rapidly growing two wheeler industry, especially in developing economies like India, it is extremely important to analyse the state of competition to check whether a few firms may increase their dominance and also the implications of after sale services provided by the two wheeler firms to consumers. An important point also remains to look that why even after being the worlds largest two wheeler industry, the Chinese two wheeler firms havent been able to enter the Indian markets successfully? What challenges a new entrant has to face in the industry?

Evolution of the Indian Two Wheeler Industry before Competition Act, 2002The two-wheeler industry (henceforth 2WI) consists of three segments viz., scooters, motorcycles, and mopeds. The 2WI in India began operations within the framework of the national industrial policy as espoused by the Industrial Policy Resolution of 1956. This resolution divided the entire industrial sector into three groups, of which one contained industries whose development was the exclusive responsibility of the State, another included those industries in which both the State and the private sector could participate and the last set of industries that could be developed exclusively under private initiative within the guidelines and objectives laid out by the Five Year Plans (CMIE, 1990). Private investment was channelized and regulated through the extensive use of licensing giving the State comprehensive control over the direction and pattern of investment. Entry of firms, capacity expansion, choice of product and capacity mix and technology, were all effectively controlled by the State in a bid to prevent the concentration of economic power. However due to lapses in the system, fresh policies were brought in at the end of the sixties. These consisted of MRTP of 1969 and FERA of 1973, which were aimed at regulating monopoly and foreign investment respectively. Firms that came under the purview of these Acts were allowed to invest only in a select set of industries.This net of controls on the economy in the seventies caused several firms to a) operate below the minimum efficiency scale (henceforth MES), b) under-utilize capacity and, c) use outdated technology. While operation below MES resulted from the fact that several incentives were given to smaller firms, the capacity under-utilization was the result of i) the capacity mix being determined independent of the market demand, ii) the policy of distributing imports based on capacity, causing firms to expand beyond levels determined by demand so as to be eligible for more imports. Use of outdated technology resulted from the restrictions placed on import of technology through the provisions of FERA. Recognition of the deleterious effects of these policies led to the initiation of reforms in 1975 which took on a more pronounced shape and acquired wider scope under the New Economic Policy (NEP) in 1985. As part of these reforms, several groups of industries were de-licensed and broad banding 3 was permitted in selected industries. Foreign investment was allowed in select industries and norms under the MRTP Act were relaxed. These reforms led to a rise in the trend rate of growth of real GDP from 3.7% in the seventies to 5.4% in the eighties.

However the major set of reforms came in 1991 in response to a series of macroeconomic crises that hit the Indian economy in 1990-91 4 . Several industries were deregulated, the Indian rupee was devalued and made convertible on the current account and tariffs replaced quantitative restrictions in the area of trade. The initiation of reforms led to a drop in the growth of real GDP between 1990 1992, but this averaged at about 5.5% per annum after 1992. The decline in GDP in the years after reforms was the outcome of devaluation and the contraction fiscal and monetary policies taken in 1991 to address the foreign exchange crisis. Thus the Industrial Policy in India moved from a position of regulation and tight control in the sixties and seventies, to a more liberalized one in the eighties and nineties. The two-wheeler industry in India has to a great extent been shaped by the evolution of the industrial policy of the country. Regulatory policies like FERA and MRTP caused the growth of some segments in the industry like motorcycles to stagnate. These were later able to grow (both in terms of overall sales volumes and number of players) once foreign investments were allowed in 1981. The reforms in the eighties like broad banding caused the entry of several new firms and products which caused the existing technologically outdated products to lose sales volume and/or exit the market. Finally, with liberalization in the nineties, the industry witnessed a proliferation in brands. A description of the evolution of the two wheeler industry in India before Competition Act, 2002 is usefully split up into four ten year periods. This division traces significant changes in economic policy making.

The first time-period, 1960-1969, was one during which the growth of the two-wheeler industry was fostered through means like permitting foreign collaborations and phasing out of non-manufacturing firms in the industry. The period 1970-1980 saw state controls, through the use of the licensing system and certain regulatory acts over the economy, at their peak. During 1981-1990 significant reforms were initiated in the country. The final time-period covers the period 1991-1999 during which the reform process was deepened. These reforms encompassed several areas like finance, trade, tax, industrial policy etc. We now discuss in somewhat greater detail the principal characteristics of each sub period.

1960 1969

The automobile industry being classified as one of importance under the Industrial Policy Resolution of 1948 was therefore controlled and regulated by the Government. In order to encourage manufacturing, besides restricting import of complete vehicles, automobile assembler firms were phased out by 1952 (Tariff Commission, 1968), and only manufacturing firms allowed to continue. Production of automobiles was licensed, which meant that a firm required a licensing approval in order to open a plant. It also meant that a firms capacity of production was determined by the Government. During this period, collaborations with foreign firms were encouraged. Table 1 illustrates the fact that most firms existing in this period had some form of collaboration with foreign firms. Table 1 also gives the details of the various firms that existed in the industry during this time period and the product/s they manufactured.

1970 1980

This was a period during which the overall growth rate of the two-wheeler industry was high (around 15% per annum). Furthermore, the levels of restriction and control over the industry were also high. The former was the result of the steep oil price hikes in 1974 following which two-wheelers became popular modes of personal transport because they offered higher fuel efficiency over cars/jeeps5. On the other hand, the introduction of regulatory policies such as MRTP and FERA resulted in a controlled industry. The impact of MRTP was limited as it affected only large firms like Bajaj Auto Ltd. whose growth rates were curbed as they came under the purview of this Act. However, FERA had a more far-reaching effect as it caused foreign investment in India to be restricted. In the motorcycle segment FERA caused technological stagnation6, as a consequence of which neither new products nor firms entered the market since this segment depended almost entirely on foreign collaborations for technology. The scooter and moped segments on the other hand were technologically more self-sufficient and thus there were two new entrants in the scooter segment and three in the moped segment.

1981 1990

The technological backwardness of the Indian two-wheeler industry was one of the reasons for the initiation of reforms in 1981. Foreign collaborations were allowed for all two wheelers up to an engine capacity of 100 cc. This prompted a spate of new entries into the industry the majority of which entered the motorcycle segment, bringing with them new technology that resulted in more efficient production processes and products. The variety in products available also improved after broad banding was allowed in the industry in 1985. This gave firms the flexibility to choose an optimal product and capacity mix which could better incorporate market demand into their production strategy and thereby improve their capacity utilization and efficiency. These reforms had two major effects on the industry:First, licensed capacities went up to 1.1 million units per annum overshooting the 0.675 million units per annum target set in the Sixth Plan..1991 1999

The reforms that began in the late seventies underwent their most significant change in 1991 through the liberalization of the economy. The two-wheeler industry was completely deregulated. In the area of trade, several reforms were introduced with the goal of making Indian exports competitive9. The two-wheeler industry in the nineties was characterized by a) an increase in the number of brands available in the market which caused firms to compete on the basis of product features and b) b) increase in sales volumes in the motorcycle segment vis--vis the scooter segment10 reversing the traditional trend.

COMPANY PROFILE

COMPANYS 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 as 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.

(Bajaj Auto)Bajaj Auto Ltd. is the largest exporter of two and three wheelers. With Kawasaki Heavy Industries of Japan, Bajaj manufactures state-of-the-art range of two-wheelers. The brand, Pulsar is continually dominating the Indian motorcycle market in the premium segment. Its Discover DTSi is also a successful bike on Indian roads.Bajaj is promoted by the highly qualified and experienced promoters having a successful track record of more than 40 years of experience in the manufacture of auto parts.

Bajaj Brand IdentityOur brand is the visual expression of our thoughts and actions. It conveys to everyone our intention to constantly inspire confidence. Our customers are the primary audience for our brand. Indeed, our brand identity is shaped as much by their belief in Bajaj as it is by our own vision. Everything we do must always reinforce the distinctiveness and the power of our brand. We can do this by living our brand essence and by continuously seeking to enhance our customers experience. In doing so, we ensure a special place for ourselves in the heats and minds of our customers.

Bajaj Brand EssenceOur brand Essence is the soul of our brand. Our brand essence encapsulates our mission at Bajaj.It is the singular representation of our terms of endearment with our customers. it provides the basis on which we grow profitably in the market. Our brand essence is excitement. Bajaj strives to inspire confidence through excitement engineering. Blending together youthful creativity and competitive technology to exceed the spoken and the implicit expectation of our customers. By challenging the given. By exploring the unknown and thereby stretching ourselves towards tomorrow, today.Bajaj Brand ValuesWe live our brand by its values of learning, innovation. Perfection, speed and transparency. Bajaj will constantly inspire confidence through excitement engineering.Learning: Learning is how we ensure proactively. It is a value that embraces knowledge as the platform for building well informed, reasoned and decisive actions.Innovation: Innovation is how we create the future. It is a value that provokes us to reach beyond the obvious in pursuit of that which exceeds the ordinary.Perfection: Perfection is how we set new standards. It is a value that exhibits our determination to excel by endeavoring to establish new benchmarks all the time.Speed: Speed is how we convey clear conviction. It is a value that keeps us sharply responsive. Mirroring our commitment towards our goals and processes.Transparency: Transparency is how we characterize ourselves. It is a value that makes us worthy of credibility through integrity, of trust through sensitivity and of loyalty through interdependence.

Industry Profile:FounderJamnalal Bajaj

Year of Establishment1926

IndustryAutomotive - Two & Three Wheelers

Business GroupThe Bajaj Group

Listings & its codesBSE - Code: 500490; NSE - Code: BAJAJAUTO

PresenceDistribution network covers 50 countries.Dominant presence in Sri Lanka, Bangladesh, Columbia, Guatemala, Peru, Egypt, Iran and Indonesia.

Joint VentureKawasaki Heavy Industries of Japan

Registered & Head OfficeAkurdi Pune - 411035IndiaTel.: +(91)-(20)-27472851 Fax: +(91)-(20)-27473398

WorksAkurdi, Pune 411035, Bajaj Nagar, Waluj Aurangabad 431136 Chakan Industrial Area, Chakan, Pune 411501

[email protected]

Websitewww.Bajajauto.com

Management profile:Rahul BajajChairman

Madhur BajajVice Chairman

Rajiv BajajManaging Director

Sanjiv BajajExecutive Director

Ranjit GuptaVice President (Insurance)

C P TripathiVice President (Operations)

N H HingoraniVice President (Materials)

Kevin P D'saVice President (Finance)

PradeepShrivastavaVice President (Engineering)

S Sridhar Vice President (Mktg& Sales - 2Wh.)

V S RaghavanVice President (Corporate Finance)

S RavikumarVice President (Business Development)

K SrinivasVice President (Human Resources)

Abraham JosephGeneral Manager (Research & Development)

J. SridharCompany Secretary

Board of Directors

Board of Directors

Rahul BajajChairman

Madhur BajajVice Chairman & Whole-Time Director

Rajiv BajajManaging Director

Sanjiv BajajExecutive Director

D.S. MehtaWhole-Time Director

Kantikumar R. PodarDirector

Shekhar BajajDirector

D.J. BalajiRaoDirector

J.N. GodrejDirector

S.H. KhanDirector

Mrs. SumanKirloskarDirector

Naresh ChandraDirector

NanooPamnaniDirector

Manish KejriwalDirector

P MurariDirector

Niraj BajajDirector

Committees of the Board

Audit Committee

S.H. KhanChairman

D.J. BalajiRao

J.N. Godrej

Naresh Chandra

NanooPamnani

Shareholders & Investors Grievance committee

D.J. BalajiRaoChairman

J.N. Godrej

Naresh Chandra

S. H. Khan

Remuneration committee

D.J. BalajiRaoChairman

S.H. Khan

Naresh Chandra

Registered under the Indian Companies Act, VII of 1913

REGISTERED OFFICEAkurdi, Pune 411 035

WORKSAkurdi, Pune 411 035Bajaj Nagar, Waluj Aurangabad 431 136Chakan Industrial Area, Chakan, Pune 411 501Plot No. 2, Sectoe 10, Pant Nagar, Rudrapur

Group of companies:Bajaj Auto Ltd.Mukand International Ltd.

Mukand Ltd.Mukand Engineers Ltd.

Bajaj Electricals Ltd.Mukand Global Finance Ltd.

Bajaj Hindustan Ltd.Bachhraj Factories Pvt. Ltd.

Maharashtra Scooters Ltd.Bajaj Consumer Care Ltd.

Bajaj Auto Finance Ltd.Bajaj Auto Holdings Ltd.

Hercules Hoists Ltd.Jamnalal Sons Pvt. Ltd.

Bajaj SevashramPvt Ltd.Bachhraj& Company Pvt. Ltd.

Hind Lamps Ltd.Jeevan Ltd.

Bajaj Ventures Ltd.The Hindustan Housing Co Ltd.

Bajaj International Pvt Ltd.Baroda Industries Pvt Ltd.

Hind Musafir Agency Pvt Ltd.Stainless India Ltd.

Bajaj Allianz General Insurance Company Ltd.Bombay Forgings Ltd.

Bajaj Allianz Life Insurance CompanyLtd.-

Milestones

2007

SeptemberLaunch of XCD DTS-Si

JuneNational Launch of 220 cc Pulsar DTS-Fi.

AprilBajaj Auto Commissions New Plant at Pantnagar, Uttarakhand

February200 cc Pulsar DTS-i launched

JanuaryBajaj Kristal DTS-i launched

2006

AprilBajaj Platina launched

2005

DecemberBajaj Discover launched

JuneBajaj Avenger DTS-i launched

FebruaryBajaj Wave DTS-i launched

2004

OctoberBajaj Discover DTS-i launched

AugustNew Bajaj Chetak 4 stroke with Wonder Gear launched

May Bajaj CT100 Launched

JanuaryBajaj unveils new brand identity, dons new symbol, logo and brandline

2003

OctoberPulsar DTS-i is launched.

October107,115 Motorcycles sold in a month.

JulyBajaj Wind 125,The World Bike, is launched in India.

February Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the executive motorcycle segment.

2001

November Bajaj Auto launches its latest offering in the premium bike segment Pulsar.

JanuaryThe Eliminator is launched.

2000

The Bajaj Saffire is introduced.

1999

Caliber motorcycle notches up 100,000 sales in record time of 12 months.

Production commences at Chakan plant.

1998

June 7thKawasaki Bajaj Caliber rolls out of Waluj.

July 25thLegend, Indias first four-stroke scooter rolls out of Akurdi.

OctoberSpirit launched.

1997

The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw are introduced.

1995

November 29 Bajaj Auto is 50.

Agreements signed with Kubota of Japan for the development of diesel engines for three-wheelers and with Tokyo R&D for ungeared Scooter and moped development.

The Bajaj Super Excel is introduced while Bajaj celebrates its ten millionth vehicle.

One million vehicles were produced and sold in this financial year.

1994

The Bajaj Classic is introduced.

1991

The Kawasaki Bajaj 4S Champion is introduced.

1990

The Bajaj Sunny is introduced.

1986

The Bajaj M-80 and the Kawasaki Bajaj KB100 motorcycles are introduced.

500,000 vehicles produced and sold in a single financial year.

1985

November 5The Waluj plant inaugurated by the erstwhile President of India, ShriGianiZail Singh.

Production commences at Waluj, Aurangabad in a record time of 16 months.

1984

January 19 Foundation stone laid for the new Plant at Waluj, Aurangabad.

1981

The Bajaj M-50 is introduced.

1977

The Rear Engine Autorickshaw is introduced.

Bajaj Auto achieves production and sales of 100,000 vehicles in a single financial year.

1976

The Bajaj Super is introduced.

1975

BAL & Maharashtra Scooters Ltd. joint venture.

1972

The Bajaj Chetak is introduced.

1971

The three-wheeler goods carrier is introduced.

1970

Bajaj Auto rolls out its 100,000th vehicle.

1960

Bajaj Auto becomes a public limited company. BhoomiPoojan of Akurdi Plant.

1959

Bajaj Auto obtains licence from the Government of India to manufacture two- and three-wheelers.

1948

Sales in India commence by importing two- and three-wheelers.

1945

November 29Bajaj Auto comes into existence as M/s Bachraj Trading Corporation Private Limited.

Awards

Product Award YearBy

Bajaj Pulsar DTS-Fi - Bike of the Year2007CNBC-TV18 Autocar Auto Awards

Bajaj Platina 100cc - Bike of the Year2007NDTV Profit Bike India

Mr. Rajiv Bajaj - Man of the year 20052005Autocar Professional

Mr. Rajiv Bajaj - Automotive Man of the year 20052005Bike India & NDTV India

Bajaj CT 100 - Motorcycle Total Customer Satisfaction Study 20052005TNS Automotive

Bajaj Discover DTS-i - Bike of the Year 20052005OVERDRIVE Awards 2005

Bajaj Discover DTS-i - Indigenous Design of the Year 20052005OVERDRIVE Awards 2005

BAJAJ AUTO - Bike Maker of the Year 20042004ICICI Bank OVERDRIVE Awards 2004

DTS-i Technology - Auto Tech of the Year 20042004ICICI Bank OVERDRIVE Awards 2004

Bajaj Pulsar DTS-i Bike of the Year 2004 2004ICICI Bank OVERDRIVE Awards 2004

Wind 125 Two Wheeler of the Year 20042004CNBC AUTOCAR Awards 2004

Wind 125 Bike of the Year 2004 2004Business Standard Motoring

Bajaj Pulsar 180 DTS-i BBC World Wheels Viewers Choice Two Wheeler of Year 2003 2003BBC World Wheels Award 2003

Bajaj Pulsar 180 DTS-i BBC World Wheels Award for Best Two Wheeler between Rs 55,000 to Rs 70,000 2003BBC World Wheels Award 2003

Bajaj Pulsar 150 DTS-i BBC World Wheels Award for Best Two Wheeler between Rs 45,000 to Rs 55,000 2003BBC World Wheels Award 2003

Bajaj Boxer AT KTEC BBC World Wheels Award for Best Two Wheeler under Rs 30,0002003BBC World Wheels Award 2003

Bajaj Pulsar - Motorcycle Total Customer Satisfaction Study 2003NFO Automotive

Bajaj Pulsar - Bike of the year2003ICICI Bank OVERDRIVE Awards 2003

Bajaj Pulsar - Most exciting bike of the year2002OVERDRIVE Awards

Bajaj Eliminator - Bike of the year2002OVERDRIVE Awards

Bajaj Eliminator - Most exciting bike of the year2001OVERDRIVE Awards

Award YearBy

Chakan Plant Super Platinum Award for Manufacturing Excellence2006-07Frost and Sullivan

Chakan&Waluj Plants Audit Passed for TPM Excellence Award2006-07TPM

Bikemaker of the Year2006-07Overdrive Awards

Bike Manufacturer of the Year 20072006-07NDTV Profit Bike India

All India Trophy for Highest Exporter1998-99EEPC

Focus LAC Award for Outstanding Performance1998-99India Trade Promotion Organisation

Export Excellence 1998-99EEPC

Certificate of Merit1998-99India Trade Promotion Organisation

Award for Export Excellence 1997-98EEPC

Export Excellence 1997-98MCCIIA

All India Trophy for Highest Exporter1997-98EEPC

Top Exporter Shield Western Region1996-97EEPC

Export Excellence 1996-97MCCIA

Regional Top Exporter - Large Scale Manufacturer1995-96EEPC

Highest Export Performance1995-96EEPC

Outstanding Export Performance1995-96Government of India, Ministry of Commerce

Export Excellence Award1995-96MCCIA

Top Exporter Shield Western Region1995-96EEPC

Certificate of Merit1995-96Government of India, Ministry of Commerce

Award for Export Excellence1994-95EEPC

Regional Top Exporter - Large Scale Manufacturer1994-95EEPC

All India Special Shield - Consumer Durables Exporter1994-95EEPC

National Export award for Outstanding Performance1994-95Government of India, Ministry of Commerce

Western Region Top Export Award 1994-95EEPC

All India Special Shield - Consumer Durables1994-95EEPC

Regional Special Shield - Capital Goods Category1993-94EEPC


Capital Goods Export1992-93EEPC

Regional Special Shield - Capital Goods Category1990-91EEPC

Certificate of Export Excellence1986-87EEPC

Certificate of Export Recognition1980-81EEPC



Certificate of Merit1978-79Government of India, Ministry of Commerce




Export Promotion 1976FICCI

Golden Jubilee Export Year Award1976FICCI

Export Excellence 1975-76EEPC

Rahul Bajaj ChairmanRahul Bajaj is an Honours Graduate in Economics and Law and a Business Graduate from the HarvardBusinessSchool. He was appointed Chief Executive Officer of Bajaj Auto in 1968 and took over later as Head of the Bajaj Group of companies.Madhur Bajaj (Vice Chairman):After graduating in Commerce, Mr Bajaj did his MBA from Lausanne, Switzerland. Joined as DGM in March 1983, took over as General Manager Aurangabad Division in June 1986, as its Chief Executive in October 1988, he became President of Bajaj Auto in September 1994, Executive Director in May 2000 and as Vice Chairman in July 2001.

Rajiv Bajaj (Managing Director): Rajiv Bajaj, who took charge as Managing Director on 1st April 2005, is a Mechanical Engineer from PuneUniversity. He later did his Masters in Manufacturing Systems Engineering from the University of Warwick. Joined as Officer on Special Duty in 1990, took over as General Manager (Products) in February 1993, as Vice President (Products) in June 1995, President in May 2000, President & Whole Time Director in March 2002, Joint Managing Director in March 2003

Sanjiv Bajaj(Executive Director): Joined as Officer on Special Duty in 1994, took over as Executive Director in April 2004, as General Manager (CF) in 1997, took charge as Vice President (Finance) in April 2001. He is a Mechanical Engineer from PuneUniversity, with Masters in Manufacturing Systems from University of Warwick and MBA from HarvardBusinessSchool.

N H Hingorani(Vice President (Materials)):Joined in 1997 as General Manager (Materials), took over as Vice President (Materials) in 1998. He is a Mechanical Engineer from MalaviyaRegionalEngineeringCollege, Jaipur

Ranjit Gupta(Vice President (Insurance)) Joined as General Manager (Co-ordination) in 1988, and rose to become Vice President (Materials) in 1995, Vice President (HRD) in 2000 and Vice President (Insurance). He did his Mechanical & Electrical Engineering from Indian Railway Institute of Mechanical & Electrical Engineers. Honoured with fellowship of Institute of Electrical Engineering (London) and membership of Institute of Mechanical ENGG London.C P Tripathi(Vice President (Operations))Joined in January 1996 as Vice President (Waluj plant) and is now Vice President (Operations). He is a Science Graduate from AgraUniversity. Later he did Mechanical Engineering from Indian Institute of Technology, Kharagpur.Kevin P D Sa(Vice President (Finance)):Mr. Kevin joined Bajaj in September 1978 and is now Vice President (Finance). He is a B.Com graduate. Later he did CA in 1978 and ICWA in 1981.

PradeepShrivastava (Vice President (Engineering)):Mr.Shrivastava joined Bajaj in April 1986 and is now Vice President (Engineering). He is a Mechanical Engineer and later did post graduate diploma in Production and Finance in 1986.

S Sridhar(Vice President (Marketing & Sales- 2Wheeler)):Mr.Sridhar joined Bajaj in March 2001 and is now Vice President (Marketing & Sales -2 Wheeler). He is a Engineering Graduate in Agriculture

PRODUCT PROFILE

PRODUCT PROFILEBajaj Automobiles is one of the largest two-wheeler manufacturers in the world. Bajaj Auto is present in every segment of the market be it scooters, motorcycles and three wheelers. It has supplemented its collaboration with Kawasaki with its own range of motorcycles and scooters.MOTORCYCLES FROM BAJAJ AUTO:Bajaj motorcycle range extends from the value for money CT100 DLX to the Pulsar DTS-I in the performance segment. The latest launch in the 135 cc segment in the Discover and 180cc segment in the Pulsar.Further the motorcycles can be characterized in segment.1) Standard segment Bike:Bajaj CT100:

Bajaj CT100 Dlx provides features never before offered on an entry-level motorcycle. such as better power, better pick-up, better mileage, better comfort and better safety.Bajaj CT100 Dlx also has the world first SNS (Spring-in spring ) suspension ,which protects the backbone of the rider. Bajaj CT100 Dlx is available in following colours. Such as Jet Black, Candy wine red, olive green and blue.Features:Superior Comfort:You can experience the comfort of a 125-m front suspension and the world first 100mm SNS (Spring-in-Spring) Suspension, with a certified triple- rated spring. It cushions your back, even on the most unforgiving roads.While the 1235-mm wheelbases stability, and the wider rear tyre provides better road grip.Superior Style:Smart styling attractive decals, never before colours, aerodynamic fairing and much more.Superior Mileage:Exhaust TEC is a device incorporated in exhaust system of CT100 Dlx engine. TEC stands for Torque Expansion Chamber. This world-first technology developed by Bajaj Auto improves the Scavenging process. It gives 108 kmpl on road. Not just that, the unique Ride Control Switch acts as a virtual instructor, indicating optimum throttle opening.Superior Safety: Safe driving on all roads and instant stopping. Low seat with high ground clearance. Clear visibility during night/ rainy days.

About Bajaj Platina

Its elegant Platinum silver color with chrome graphics is desperately catching the eyes of many finicky bike lovers. Graphic tint engine and transmission with black silencer are really leaving good appeal to the eyes of the viewers.

To add more aesthetic value to this bike, it is further equipped with exclusive streak design side panels and sleek rear panels with fluid grab rail design.

Other mentionable features for making this bike more reliable are chrome heat shield and annular chrome rings housed in a sporty console.

Features

Exclusive Styling Package. Superior engine performance

for practical riding conditions Best in class suspension system for superior comfort. World first SNS (Spring-N-Spring) rear suspension with the longest travel in its class of 100 mm. Unique streak design side panels

3- xecutive Segment Bike:Bajaj Discover DTS-i:The recently upgraded discover 100 and 125 with its option electric starter and alloy wheels is perfectly suited for those looking for better performance without sacrificing on fuel economy or pricing

Features:Superior Style: Athletic, lean and muscular styling. Gorgeous graphics Integrated new style tail lamp and fluid grab rail design135cc DTS-I Engine:Discover is the world first DTS-I engine which gives best in class power of 8.47 kw and delightful lileage. The digital powerhouse incorporates Trics III, Constant Vacum (CV) Carburetor, digital CDI unit and digital twin spark which substantially improves power, mileage and reduce emissions.Exhaust TEC:World first exhaust TEC ( Torque Expansion Chamber) technology for the exhaust system improves engine torque at low rpms and its optimized to get maximum performance from the engineElectric start:The new Bajaj discover will give you the kicks, without you having to deliver any just thumb the electric start switch, and ready to roll as the Bajaj Discover 135cc DTS-I engine purrs to life instantaneously.

Superior premium alloy wheels:High performance 17 premium alloy wheels which are lighter and stronger. This provides smashing profile looks and nimble handling for superior agility

2) Premium Segment Bike:Bajaj Pulsar DTS-i:The Bajaj Pulsar DTS-I with its 150 and 180 variants have redefined the performance segment in the motorcycle market and have recently undergone upgrades. Along with additional power, improvements include a longer wheel base, gas filled rear shock absorbers and six spoke alloy wheelFeatures:DTS-I engine:

The revolutionary Bajaj DTS-i engine technology is the heart of digital biking. It incorporates digital Twin Spark Ignition (DTS-i) system, digital CDI and TRICS III. The combined action of these technological breeakthrough send other bikes to where in belongs the stone age. Digital biking will redefine biking in India for a long time to come.Enhanced comfort:Experience the power of Nitro- nitrogen assisted rear gas shockers with triple rated spring and front telescopic suspension which ensure air cushion feel even on extreme terraffic.

Chapter 2 Literature Review

Customer satisfaction, a businessterm, is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part of the four perspectives of a Balanced Scorecard.

Measuring Customer SatisfactionYou want people to be satisfied with your website right? Measuring customer satisfaction is subjective it tells you what they say they like and dont like about your site, not necessarily what they do on your site. But it will tell you whether they happy or not, when they used your site, how likely they are to return, whether theyll recommend your site to others, and much more. Organizations are increasingly interested in retaining existing customers while targeting non-customers measuring customer satisfaction provides an indication of how successful the organization is at providing products and/or services to the marketplace.

Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organization's products.

Because satisfaction is basically a psychological state, care should be taken in the effort of quantitative measurement, although a large quantity of research in this area has recently been developed. Work done by Berry (Bart Allen) and Brodeur between 1990 and 1998 defined ten 'Quality Values' which influence satisfaction behavior, further expanded by Berry in 2002 and known as the ten domains of satisfaction. These ten domains of satisfaction include: Quality, Value, Timeliness, Efficiency, Ease of Access, Environment, Inter-departmental Teamwork, Front line Service Behaviors, Commitment to the Customer and Innovation.

These factors are emphasized for continuous improvement and organizational change measurement and are most often utilized to develop the architecture for satisfaction measurement as an integrated model. Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988 provides the basis for the measurement of customer satisfaction with a service by using the gap between the customer's expectation of performance and their perceived experience of performance.

This provides the measurer with a satisfaction "gap" which is objective and quantitative in nature. Work done by Cronin and Taylor propose the "confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman, Zeithaml and Berry as two different measures (perception and expectation of performance) into a single measurement of performance according to expectation. According to Garbrand, customer satisfaction equals perception of performance divided by expectation of performance.The usual measures of customer satisfaction involve a survey with a set of statements using a Likert Technique or scale. The customer is asked to evaluate each statement and in term of their perception and expectation of performance of the organization being measured.

Ways to Measure Customer SatisfactionMany agencies use online customer satisfaction surveys, focus groups, and email feedback forms to gauge customer satisfaction and expectations. Some agencies have developed their own surveys, sometimes using a contractor to compile and analyze the data. Others purchase commercial satisfaction surveys that use a standard methodology across multiple websites.If youre looking to purchase your own online survey tool, you can start by doing a web search for online surveys or customer satisfaction online surveys.

Measuring Customer SatisfactionYou want people to be satisfied with your website right? Measuring customer satisfaction is subjective it tells you what they say they like and dont like about your site, not necessarily what they do on your site. But it will tell you whether they happy or not, when they used your site, how likely they are to return, whether theyll recommend your site to others, and much more.

Requirements for Customer Surveys If you put a survey on your site, you need to comply with the Paperwork Reduction Act, which requires federal agencies to have OMB approval before collecting information from the public. This includes forms, general questionnaires, surveys, instructions, and other types of collections. If you have a survey, you must display the current OMB control number.

Examples Department of Educations customer survey -- in-house survey, which allows visitors to view analysis of the over 6,000 responses received to-date EPAs customer survey -- in-house survey used to learn about site visitors, what theyre looking for, and how satisfied they are Forest Service online survey -- uses the American Customer Satisfaction Index (ACSI) survey. They provide a notice on their site telling visitors about the survey and how the data will be collected and used.Resources: Customer Satisfaction Customerservice.gov -- managed by the Federal Consulting Group at the Department of Treasury. Explains how federal agencies can use the American Customer Satisfaction Index (ACSI) online survey. American Customer Satisfaction Index (ACSI) -- customer satisfaction survey tool used by many federal agencies and organizations in the private sector. One advantage of using the ACSI is that you can compare your results to other government agencies and top commercial websites.

Requirements for Customer Surveys If you put a survey on your site, you need to comply with the Paperwork Reduction Act, which requires federal agencies to have OMB approval before collecting information from the public. This includes forms, general questionnaires, surveys, instructions, and other types of collections. If you have a survey, you must display the current OMB control number.

Methodologies The University of Michigan's American Customer Satisfaction Index(ACSI) is a scientific standard of customer satisfaction. Academic research has shown that the national ACSI score is a strong predictor of Gross Domestic Product (GDP) growth, and an even stronger predictor of Personal Consumption Expenditure(PCE) growth. On the microeconomic level, research has shown that ACSI data predicts stock market performance, both for market indices and for individually traded companies. Increasing ACSI scores has been shown to predict loyalty, word-of-mouth recommendations, and purchase behavior. The ACSI measures customer satisfaction annually for more than 200 companies in 43 industries and 10 economic sectors. In addition to quarterly reports, the ACSI methodology can be applied to private sector companies and government agencies in order to improve loyalty and purchase intent.

The Net Promoterscore is a management tool that can be used to gauge the loyalty of a firm's customer relationships. It serves as an alternative to traditional customer satisfaction research. Companies obtain their Net Promoter Score by asking customers a single question (usually, "How likely is it that you would recommend us to a friend or colleague?"). Based on their responses, customers can be categorized into one of three groups: Promoters, Passives, and Detractors. In the net promoter framework, Promoters are viewed as valuable assets that drive profitable growth because of their repeat/increased purchases, longevity and referrals, while Detractors are seen as liabilities that destroy profitable growth because of their complaints, reduced purchases/defection and negative word-of-mouth. Companies calculate their Net Promoter Score by subtracting their% Detractors from their% Promoters.

The Kano model is a theory of product development and customer satisfaction developed in the 1980s by Professor Noriaki Kano that classifies customer preferences into five categories: Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano model offers some insight into the product attributes which are perceived to be important to customers. Kano also produced a methodology for mapping consumer responses to questionnaires onto his model.

SERVQUALor RATER is a service-quality framework that has been incorporated into customer-satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction Barometer) to indicate the gap between customer expectations and experience.

J.D. Power and Associates provides another measure of customer satisfaction, known for its top-box approach and automotive industry rankings. J.D. Power and Associates' marketing research consists primarily of consumer surveys and is publicly known for the value of its product awards.

Other research and consulting firms have customer satisfaction solutions as well. These include A.T. Kearney's Customer Satisfaction Audit process, which incorporates the Stages of Excellence framework and which helps define a companys status against eight critically identified dimensions.

One of the newest and most innovative customer satisfaction measurement methodologies is called Gustometria. Gustometria is realtime measurement of customer and employee satisfaction. Customers are invited to answer a short survey by touching the "gustometer" screen with their fingers. The responses are collected immediately by the Gustometria servers which tabulate the results in real time. Management can then log into their private website and use the sophisticated business intelligence reports which are built in to the Gustometria system.Most innovative contact centers make increasing use of multi-media surveys including web, email and telephone surveys. Although extremely challenging, many have introduced automated voice surveys at the end of a call, provided by companies such as VIRTUATel. These use IVRtechnology, whether hosted or on-premise, to collect the valuable feedback data collection. However, the real power of such surveys is in making use of sophisticated data analysistechniques and comparison indicators such as Advocacy Index to drive powerful Performance Management to increase customer retention and revenue per-customer rates.Improve Your Customer Service

1. Stay in contact with customers on a regular basis. Just as it is bad news to send out too many emails to customers, it is just as bad to not stay in contact with them. Customers don't want to feel abandoned. So don't.

Here are three things to help you stay in touch:

- Offer them your ezine subscription. - Ask customers if they want to be updated by e-mail. - Follow-up after each sale to see if they are satisfied with their purchase. Send an e-mail out a few days after their purchase, another in a week or two, and then another in a month.

2. Create a customer focus group by inviting 10 to 20 loyal customers to meet regularly. Alternatively, send out a monthly survey to this group asking for ideas and input on how to improve your customer service. Give them a reward. Pay them, give them a gift certificate, or send them free product.

3. Have a web site that is easy to navigate. Add a frequently asked question's "FAQ" page and explain anything that might confuse your customers or visitors. Follow-up with an electronic survey with questions on how to increase your site's user-friendliness.

4. Resolve customer complaints quickly and completely. Answer all e-mail and phone calls within a few hours. This will show your customers you really care about them.

5. Don't make your customers or visitors hunt for your contact information. Make it easy for them to contact you. Offer as many contact methods as possible. Hyperlink all your e-mail addresses so they don't have to find or type it. Offer a toll free number.

6. If you have strategic alliances or employees, make sure they are familiar with your customer service policy. Give your employees bonuses or incentives to practice excellent customer service. Tell employees to be flexible with each individual customer, each one has different concerns, needs and wants.

7. Give your customers more than they expect. Send thank you gifts to long time customers. E-mail them greeting cards on holidays or birthdays if you have their address or online cards if you only have their e-mail address and name. Give bonuses to your customers who make a big purchase or multiple purchases.

8. U-welcome, please, and thank you and can never be over used. Be polite no matter what. Admit and apologize for mistakes quickly and make it up to them in BIG ways if you want them to continue being a customer.

9. Reward in points -- give customers a point for every dollar they spend. Set up a points-earned sheet. E-mail the customer an update monthly. If they send you a referral they get 10 points, if they buy something add 10 more points.

10. If your business is local, invite customers to your office for lunches, parties, barbecues, dances, seminars or other special events.

It isn't what you perceive as valuable but what customers see from their eyes. Yet, sometimes, you just can't please some folks. If that occurs, do you best and then let it go. You don't want them for clients anyway.

THE PROBLEM: AVERAGE CUSTOMER SATISFACTION, RETENTION AND LOYALTY

Customer service is the cornerstone of a solid, thriving business. It costs six to thirty times more to get a new customer than it does to service and maintain the satisfaction and loyalty of an existing customer. Companies struggle to cut costs without realizing that customer attrition might be the single largest cost they have. Keeping customers happy has the same bottom line effect as cutting costs. Increase your customer retention by 5%, and you could increase your profits 25% to 100%. But you wont get there by providing the same average service as everyone else.

THE CHALLENGE: KEEPING CUSTOMERS HAPPY AND LOYAL

The key to customer satisfaction, loyalty and retention is to consistently deliver a level of customer service that exceeds and even anticipates the customer's expectations for value. Good customer relationship management entails thoughtful customer care and customer experience design. Customer satisfaction and loyalty are directly tied to the quality of your customer relationship management. The customer has to feel good about doing business with you. Companies looking to thrive in the 21st century are investing in customer service training programs, customer relationship management and call center training programs that sharpen their customer focus and build customer satisfaction, loyalty and retention with every experience. THE SOLUTION: THE CUSTOMER CARE COACH

In addition to my workshops and keynotes, Im thrilled to offer you The Customer Care Coach, a do-it-yourself e-mail based weekly customer service training and coaching program designed to teach managers and small business owners "The Art & Science of Exquisite Customer Care.sm Now you can bring me into your office "virtually" for a fraction of the cost of my management training fee.

This unique customer service training program supports todays busy managers with lessons that require just 30 minutes a week. It is a convenient, low-cost management training program that meets the unique needs of those who are challenged with transforming their customer service and customer relationship management into a competitive advantage.

The Customer Care Coach customer service training, customer relationship management and call center training programs are tailored to heighten and focus awareness and sensitivity to your clients' needs and enhancing the customer experience.

The Customer Care Coachcustomer service training program teaches you how to build, inspire and motivate a team that is focused on customer care, customer loyalty and customer retention thereby creating profits.

PART-IIChapter - 3 Research Methodlogy

Survey research is the systematic gathering of information from respondents for the purpose of understanding and/or predicting some aspects of the behaviour of the population of interest. It is the most common method of collecting primary data for marketing decisions. Survey can provide data on attitudes, feelings, beliefs, past and intended behaviour, knowledge, ownership, personal characteristics and other descriptive items. Survey research is concerned with administration of questionnaires (interviewing). The survey research must be concerned with sampling, questionnaire design, questionnaire administration and data analysis. The administration of questionnaire to an individual or group of individuals is called an interview. A questionnaire is simply a formalized set of questions for eliciting information. As such, its function is measurement and it represents the most common form ofmeasurement in marketing research.

SCOPE OF STUDY:

Importance of understanding branding and its impact on modern day markets is vital to the health and growth of most industries. The aim of this report is to put into perspective the functional values of branding as well as assess its role in the consumer purchase decision-making process..

RESEARCH OBJECTIVES:

In order to fully answer this research question, the following objectives have been set:

Understanding the concepts of branding and consumer behavior. To study the effect on consumer buying behavior related to two wheeler segment (Specially Bajaj). To analyze the Customer Satisfaction Level and decision making by some of the two wheeler companies in the bike segments to the consumers into buying their products. To do a comparative study of the branding strategies adopted by the companies.

RESEARCH METHODOLOGY:a) Hypothesis (if applicable):Not Applied

b) Research Design:Descriptive Research

c) Defining the Universe & Sample design:Lucknow& Sample size is 60.

d) Data collection tools to be used:The collection of data is done both from primary & secondary sources.

e) Statistical tools to be used:

The term analysis refers to the computation of certain measures along with for patterns of relationship that exists among data group. Therefore, I have used Table, graphs charts & Questionnaire in this project

LIMITATIONS

1. During the survey most of the respondents contacted had newly purchasedthe motorcycle thus they could not respond accurately i.e. their satisfaction leveland defects in the motorcycles.

2. The research is directly concerned with the study of human preference andbehavior and achieving absolute mathematical accuracy towards this was notpossible.

3. Secondary data about Bajaj Customers was rarely found as this firm wasnew and not much has been written about it. The researcher had to depend onthe discussion made with the manager of the unit.

4. Some data like abbreviations and detailed promotional activities were scarce even on internet.

Survey administration process

SWOT Analysis:

Market trends must be considered as the company the company developsits marketing strategies.

1.Strengths:

"Bajaj" is a well established Brand name in the scooter segment.

Bajaj Auto is a cost-effective producer in the two wheeler market.

It has a huge market share in the scooter segment of the two-wheeler industry. This acts as a cushion for the company in their efforts of foraying into the motorcycle segment.

Bajaj has established a wide distribution network for the scooter segment which will favor them in their efforts in the motorcycle segment.

Marketing has been a strength for Bajaj since inception.

Strengthsare internal capabilities that can help the company reachits objectives

Bajaj can build three important strengths:

1. Style2. Pick up3. Speed

2. Weaknesses: Bajaj has become a generic name associated with the scooters and that needs to be changed in the minds of the consumers before it could expect a great success in the motorcycle segment.

Bajaj is dependent on its foreign counterparts for technological support. This needs to be addressed as it might be crucial when the foreign players enter the Indian market directly.

Weaknessesare internal elements that may interfere with thecompanys ability to achieve its objectives.

The weaknesses evaluated after the study are:

1. Heavy weight of the motorcycles2. Mileage3. Costly spare parts

3.Opportunities:

The motorcycle segment is expected to grow at a considerable rate and this would provide a good opportunity for Bajaj Auto to increase its market share in this segment.

Kawasaki of Japan, when it comes to India, can help Bajaj enhance its product portfolio in the motorcycle segment as Kawasaki plans to use Bajaj's manufacturing base for its global operations.

Opportunities are areas of buyers needs or potential interest in which thecompany might perform profitability.They are all external factors.

Bajaj can take advantage of three major market opportunities:

1.Increasing demand for high speed motorcycles.

2. Launching low cost motorcycles especially for Indias largenumber of middle class which is more than 60% of totalpopulation.

3. Reaching the towns through dealership as the middle class livingin this area is getting rich and their purchasing power is alsoincreasing.4.Threats:

The market share in the scooter segment has taken a beating from TVS Suzuki's entry into this segment.

Entry of Multinational companies, especially Chinese ones, in the motorcycle segment will stiffen the competition and will hamper the efforts of Bajaj to establish itself in the motorcycle segment.

Threats are challenges posed by an unfavourable trend or development that could lead to lower sales and profit.They are external factors.

Bajaj faces three major threats in future:

1. Increasing competition

2. Launch of cheaper motorcycles by competitors

3. Launch of cheaper cars by TATA whose price is equivalent to Bajajs Pulsar segment

ANALYSIS & INTERPRETATION:The data collected with the help of questionnaires is tabulated and analyzed. Classification as per ownership of motorcycle:Do you own a motorcycle? Response No. of respondents Percentage

Yes 53 83.33

No 7 16.67

Total 60 100

1.Interpretation- Chart 1.1 reveals the motorcycle ownership of Bajaj. The survey revealed that 83.33% own motorcycles and11.67% do not own motorcycle.

Classification as per ownership of Bajaj motorcycleDo you own bajaj motorcycle?

ResponseNo. of respondentsPercentage

Yes4066.67

No2033.33

Total60100

Interpretation- Chart 2.1 reveals the market share of Bajaj motorcycle companies in Tondaiyarpet (Lucknow).Out of 60 owning motorcycles 66.67%are owning Bajaj and 33.33% are not owning Bajaj Motorcycles.

Classification based brand-wise ownership of Bajaj Auto:Which motorcycle of Bajaj Auto do you own?

BrandNO. Of RespondentPercentage

Pulsar 25 41.67

Discover 15 25

XCD 15 25

Platina 2 3.33

Other 3 5

Total 60 100

Interpretation- Chart 3.1 exhibits ownership of various brands of Bajaj i.e. 23of them own Bajaj motorcycles .Pulsar is owned by 41.67%, Discover 25%, XCD 1525%, Platina 3.33% and Others 5%.

Classification as Brands and Rates of Bajaj Bikes What is the price range of Bike?

FrequencyPercentage

Below-500001830

50000-700001423.3

70000-1Lac2440

Above-1Lac46.6

Total60100

Interpretation- Graph 4 shows that 30% customers wants the prize should below 50000 while 23.3 % of people says that the price of bike should be between 50-70k and there are a Lot of customers 40% according those respondent the price is between 50000to 70000 is good for Bajaj bikes and while only 6.6% are agree to the price is above 1lac respectively .Classification based on effect of Brands offer and consumer buying behavior

If Given A Choice, Which Bike Will You, Buy?

FrequencyPercentage

Yamaha R152033.3

Pulsar-2203050

H.H-Karizma1016.7

Total60100

Interpretation- From the above graph 20 respondents prefer to buy Yamaha R15 and 30 PULSAR-220while the rest of only 10buyer prefer to buy karizmaout of 60.

Classification on the Base of analyze of Brand strategies and service quality and main reason to buy

You decided to buy your existing bike because of (analyzing the service quality)

FrequencyPercentage

Mileage 1220

Comfort711.6

Style610

Price1728.3

After Sale Service23.3

Resale value46.6

Maintenance cost46.6

Power33.3

Brand Image58.3

Total60100

Interpretation- The above graph reveals the reason for purchase of the respondents. Out of the sample20% for mileage 11.6% for comfort, 10% for style 28.3% respondents bought the bike because of its price, 3.3% after sale, 6.6% bought for resale, 6.6 for maintenance cost,3.3% for power and 8.3% for maibrand image.

Classification based on overall comparative rating of Bajaj Auto:Overall, how would you rate Bajaj Auto?

RatingNO.OfRespondentPercentage

Excellent2541.67

Good3050

Neither Good Nor Bad58.33

Bad00

Very Bad00

Total60100

Interpretation-Chart shows overall how the Bajaj motorcycle owners rate Bajaj.The table shown below reveals rating of Bajaj by Pulsar motorcycle and other Bajaj motorcycle owners.Classification based on series-wise ownership of Bajaj motorcycle:Which series of Bajaj Pulsar motorcycle do you own?

SeriesNO.ofRespondentPercentage

150 cc 20 33.33

180 cc 18 30

200 cc 12 20

220 cc 10 16.67

Total 60 100

Interpretation-.Chart reveals series wise ownership of i.e. 33.33% are owning 150cc 30% are owing 180cc, 20% are owing 200cc and 16.67% are owing 220cc

Classification based on source of information for the purchase of Bajaj motorcycle:What was the source of information for the purchase of Bajaj motorcycle? Source Of InformationNO.ofRespondentPercentage

Family 10 16.67

Friends 20 33.33

Advertisements 10 16.67

Mechanics 10 16.67

Dealers 8 13.33

Others 2 3.33

Total 60 100

Interpretation-Chart 6.1 reveals the main sources of information to purchase Bajaj motorcycle.

Classification based on satisfaction level of Bajaj motorcycle customers:What is your level of satisfaction towards Bajaj Pulsar motorcycles? Level Of SatisfactionNO.OfRespondentPercentage

0-25%1016.67

25-50%2541.67

50-75%1016.67

75-100%1525

Total60100

Interpretation- Chart shows the level of satisfaction of Bajaj motorcycle owners towards their motorcycle 60 respondents were 0-25% are 16.67%, 25-50%are 41.67%,50-75% are 16.67% and 75-100% are 25%.Classification based on feelings when the Bajaj motorcycle owners ride the bike: How do you feel when you ride your Bajaj motorcycle?

Customers FeelingNO.OfRespondentPercentage

Excited2033.33

Playful1525

Happy2033.33

Boring35

Uncomfortable23.33

Total60100

Interpretation-Most of the motorcycle owners were feeling Playful when the ride their motorcycle with 60 responses, 20 were feeling Excited,15 were playful, 20 were Happy and 3was feeling Boring and 2 were feeling uncomfortable as depicted in chart 8.1.Classification based on overall rating of Bajaj Auto:Overall, how would you rate Bajaj Auto?RatingNO.OfRespondentPercentage

Excellent2541.67

Good3050

Neither Good Nor Bad58.33

Bad00

Very Bad00

Total60100

Interpretation-The Chart shows overall how the Bajaj motorcycle owners rate Bajaj.The table no.14 shown below reveals rating of Bajaj by Pulsar motorcycle andother Bajaj motorcycle owners.

Classification based on willingness to buy Bajaj motorcycle?Do you wish to buy Bajaj Pulsar or any of the Bajaj Autos motorcycle?

WillingnessNO.OfRespondentPercentage

Definitely will Buy2541.67

Probably Will Buy1525

Might or Might Not Buy1016.67

Probably Will Not Buy813.33

Definitely Will Not Buy23.33

Total60100

Interpretation-Chart reveals the willingness of other respondents who do not own.Bajaj but are willing to buy Bajaj motorcycle in future.Table no.15 reveals the willingness of all respondents to buy Bajaj Pulsarmotorcycle.Classification as per Willingness to buy Bajaj Pulsar of those not owning Pulsar

WillingnessThose owing Bajaj Motor CyclesThose owing other Motor CyclesThose who are owing motor cyclesTotal

Definitelywill buy1051025

Probably willBuy53715

Might orMight notbuy50510

Probably willnot buy2428

Definitelywill not buy0022

Total22122660

Interpretation-The following chart reveals the respondents of other companys motorcycle ownerswilling to buy Bajaj motorcycle.

Classification as per Willingness to buy Bajaj those owning other companysMotorcycle

WillingnessHero HondaTVSHondaOtherTotal

Definitely will buy1058225

Probably willBuy532515

Might orMight notbuy234110

Probably willnot buy22228

Definitelywill not buy10102

Total2013171060

Classification based on age of respondent:Which age group do you belong?

Age GroupNO. Of RespondentPercentage

18-253761.67

26-351830

36-4535

46 and Above23.33

Total60100

Interpretation-Chart shows the age wise classification of all respondents .i.e. 61.67% are between 18-25,30% are between 26-35, 5% are between 36-45 and 3.33% are above 45years of age. Classification is based on the service of the motorcycle

Are you aware of giving free service from the showroom ?


Yes5591.67

No58.33

Total60100

Interpretation-Chart reveals that aware of free service offered by the showroom.

Classification based on Satisfaction of customerstowards service of motorcycles:

Are you satisfied with the service done in showrooms ?


Yes4575

No1525

Total60100

Interpretation-Chart reveals that customers satisfaction on service towards their motorcycle.

FINDINGS

FINDINGS: The study was conducted and the findings are given in the following text:

There are consumer perceptions which are addicted to bajaj bikes. The perception shows the Branding and consumer behavior and related things (rate mileage etc) in Question some customers wants the price rate below 50000 and some 50000 to 70000 and 1 lac too.

According to question 5, there are many choices in Bike segment but after reading the consumer behavior if we are using offer and acceptance then bajajpulsars selling is being increased instead of other brands.

After analyze the service Quality & Brand Equity, the customers purchase their products by analyzing the quality of products and their services. The choices may be difference for each other customer. (mileage, rate, comfort, power etc).

There are many competitors in every segment but what is the rank of Bajaj automobiles? It would be defined as if I use customer satisfaction level of Bajaj automobiles.

1. Market presence: Automobile companies like Hero Honda, TVS, Honda are already present inthe market. But Bajaj was present with more than 60 % of high displacementsegment like Pulsar.

2. Market share: Market share of Bajaj is alright but it is no.2 in leadership. Its market shareis 34%.

3. Customer perception of quality and style: Customer satisfaction of quality and style was high on Bajaj. The researchproved that customers see Bajaj as the company manufacturing stylish andquality motorcycles.

4. Most effective factor for influencing the customers: 26.67% of respondents commented that advertisement was the main source ofinformation which influenced them to buy a particular brand of Bajaj i.e. Pulsar. Even Bajaj has not signed for any celebrity endorsement advertisementinfluences people. But still Bajaj should sign a celebrity as its brandambassador.SUGGESTIONS&RECOMMENDATIONS

1. Increase in advertising in mass media to promote its sales.2. Manufacture fuel efficient motorcycles.

3. Manufacture motorcycles which can withstand for long time on Indianroads. 4. It should appoint a brand ambassador and also sponsor entertainment andsports events so that the name of the company remains in the minds of thepeople.5.Company should implement new marketing strategies to compete withcheaper cars like NANO recently launched by TATA as it is one of the threat to automobile industry.

CONCLUSION

Indian 2-wheeler industry is the second largest in Asia after China. And Bajaj is one among them. Bajaj Auto came into existence on November 29, 1945 asM/s Bachraj Trading Corporation Private Limited. Jamnalal Bajaj is founder ofthe group.. His son, Kamalnayan Bajaj, then 27, took over the reins of businessin 1942. The present Chairman and Managing Director of the group, RahulBajaj, took charge of the business in 1965. The Groups' principal activity is tomanufacture two and three wheeler vehicles. Other activities of the groupinclude insurance and investment business. The group comprises of 27companies. Distribution network covers 50 countries. It has a network of 498dealers and over 1,500 service dealers and 162 exclusive three-wheeler dealersspread across the country. Bajaj Auto, is ranked as the worlds fourth largesttwo- and three- wheeler manufacturer and the Bajaj brand is well-known in overa dozen countries in Europe, Latin America, the US and Asia.Apart from business it has contributed a lot for the society by as itscustomer social responsibility. It has contributed to agriculture, womenempowerment, health services, animal husbandry etc.Although Hero Honda is the market leader in the automobile sector, Bajajhas always produced quality motorcycle with style and maintained its standardby being on No.2.

BIBLIOGRAPHY & REFERENCE

Books: 1.PhilipKotler Marketing Management

Magazines:1. Auto India - Car & Bike Magazine2. Overdrive - Car & Bike Magazine3. Business Today

Websites:www.wikipedia.comwww.google.comwww.bajajauto.comwww.mybikesworld.com

ANNEXURE& QUESTIONNAIRE

Name and Address:

1.Do you own a motorcycle? a. Yes b. No 2. Do you own Bajaj Motorcycle? a. Yesb. No

3.Which motorcycle of Bajaj Auto do you own? a. Pulsar b. Discover c. XCD d. Platina e. Other __________(Please Specify) 4. Which series of Bajaj motorcycle do you own?a.150cc b.180cc c.200cc d.220cc

5.Tick any 5 for selecting Bajaj motorcycle?a. Style b. Brand image c. Mileage d. Pickup e. Price f. Resale value g. Popularity h. Comfort i. Low maintenance j. Safety

6.What was the source of information for the purchase of Bajajmotorcycle? a. Family b. Friends c. Mediad. Mechanics e. Dealers f. Others __________(Please Specify)

7. What is your level of satisfaction towards Bajaj motorcycle?a.0-25% b.25-50% c.50-75% d.75-100%

8.How do you feel when you ride your Bajaj motorcycle?a. Excited b. Playful c. Happy d. Boring e. Uncomfortable

9.What new /innovation would you like to see in Bajaj Pulsar motorcycle?_____________________________________________________________10. Overall, how would you rate Bajaj Auto? a. Excellentb. Good c. Neither good Nor Badd. Bad e. Very Bad 11.Do you wish to buy a Bajaj Pulsar or any of the Bajaj Autos motorcycle?a. Definitely will buy b. Probably will buy c. Might or Might not Buy d. Probably will not buy e. Definitely will not buy

b. Which age group do you belong?i.18-25ii.26-35iii.36-45iv.46 and above

c. What is your occupation? i. Students ii. Businessmen iii.Professional(Medicos, CAs, iv. Working professional v. Employees vi. Others

d. Which income group do you belong? i. Less than 5000 ii.5001-10000 iii.10001-15000iv. Above 15000 13. Are you aware of giving free service of your motorcycle to the Showroom?a. Yes b. No

14. Are you satisfied of giving your motorcycle for free service from the showroom? a. Yes b. No

Documents

IDENTIFICATION OF CONSUMER SATISFACTION LEVEL OF BAJAJ AUTOMOBILE CUSTOMER IN LUCKNOW CITY.docx