A

PROJECT REPORT
ON
CONSUMER BEHAVIOR
IN TWO WHEELERS INDUSTRIES
Summer Internship Report Sumitte! In p"rti"# $u#$i##ment o$
B%Te&h ' MBA Pro(r"mme
SUBMITTED B) SUBMITTED TO
VAIBHAV TYAGI Mr.NAVEEN KUMAR
R%NO* +,-IEE-,./

SCHOOL OF MANAGEMENT
GAUTAM BUDDHA UNIVERSITY,GREATER NOIDA
UP-201308
1

ACKNOWLEDGEMENT
It is a pleasure to record my thanks and gratitude to persons and organizations
whose generous help and support enabled me to complete this project within the
stipulated time period. My special thanks are due to Mr. Ra!!" S. S!#$%, S!&%'r
Ma&a(!r )Marketing & Sales) , Yamaha Motor India Pvt Ltd., Surajpur, Greater
Noida, for his active help and support in making me understand Indian two wheeler
industry, who guided me at each step during my training period and without whom
preparation of this report would not have been possible.
I also like to thanks Mr. NAVEEN KUMAR, Fa*+,#- '. M.B.A. S*$'', O.
Ma&a(!/!&# who guided me in the completion of this project.
This report is the culmination of the synchronized effort of all the above
mentioned that had faith and confidence in me.
I am greatly indebted to all those persons who have helped me in some way or
other in the completion of the project.

Vaibhav Tyagi
Summer intern(Yamahagreater n!i"a#


2
$E%&ARATI'N
I am Vaibhav Tyagi R!(( N!. +,-iee-,./, a student of B.Tech +MBA )th
Seme*ter of GAUTAM BUDDHA UNIVERSITY,GREATER NOIDA hee!"
dec#ae that $o%ect e$ot ent&t#ed +%UST'MER SATIS,A%TI'N ', T-'
-HEE&ERS IN$USTRIES -ith *.e/ia( re0eren/e t! YAMAHA1 &s '"
o&(&na# )o* and the sa'e has not !een su!'&tted fo the a)ad of an"
othe d&$#o'a o de(ee.
+#ace, Vaibhav Tyagi
Date,
3
TABLE OF CONTENTS
Chapter.!". I#T$%&'CTI%#
Chapter.!(. C$ITIC)* $+,I+- %. *IT+$)T'$+
Chapter.!/. C%$0%$)T+ I#T$%&'CTI%#
Company profile
Industry profile
0roducts of 1amaha
2-%T checklist

Chapter.!3. $+2+)$C4 M+T4%&%*%51
$esearch problem and objective
$esearch process
$esearch design
2cope of study

Chapter.!6. &)T) C%**+CTI%# )#& 0$+2+#T)TI%#
Chapter.!7. 5$)04IC)* &)T) )#)*12I2 )#& IT2
I#T+$0$+T)TI%#
Chapter.!8. .I#&I#52 %. T4+ $+2+)$C4
Chapter.!9. 5)02 I# *IT+$)T'$+ $+,I+-
Chapter!:. 2C%0+ %. .'$T4+$ $+2+)$C4
Chapter."!. 0$%;*+M I&+#TI.IC)TI%#

Chapter."". C%#C*'2I%#
Chapter."(. 2'55+2TI%#2
Chapter "/. *IMIT)TI%#2

Chapter."3. ;I;*I%5$)041

4
EXECUTIVE SUMMARY
OB0ECTIVE <
To view the satisfaction level of customers for two wheelers industries.
RESEARCH METHODOLOGY <
The research had to be conducted through a survey based on =uestionnaires
Sa/1,! 2%3! >
(!!.
Bra&42 *'"!r!4 >
4ero honda
;ajaj
4onda
Tvs
2uzuki
1amaha
Tar(!# Ar!a >
2'$)?0'$, 5$+)T+$ #%I&)
4)$I&-)$
Sa/1,%&( +2!4 >
2imple $andom.
S*a,%&( +2!4 >
6 point likert scale .
DATA ANALYSIS <
)nalysis was done on the basis of (( parameters. ;ar charts were developed on
these parameters which compare different brands in the ( wheeler industry.with the
help of these charts. yamaha@s position in the market is found and analysed .
5
SUGGESTIONS <
Introduction of new brands this may turn the market oligopolistic but will
definitely increase the market share.
*ooks and style should not be over stressed as compared to =uality and mileage.
1amaha does not have any successful "6! cc bike.
1amaha@s $ A & facilities should coordinate with the marketing wing to give
customers what they want.
2econdary research shows that yamaha has a good brand awareness. ;ut when it
comes to real market , it is an illusion.
/7! degree marketing approach with aggressive promotional campaigns should
be followed.
.ocus should be on young teenagers and eBecutives as they represent largest
portion of the bike user segment .
0rovide better sales follow up which almost every brand lacks .
Indian customers generally do not use bike for fashion but as a necessity so
mileage should be a concern.
6
CHAPTER 1
INTRODUCTION

INTRODUCTION
$esearch means detailed study of a problem. 4ere, the details of the marketing
problem are collected and studied, conclusions are drawn and suggestions are made to solve
the problem =uickly, correctly and systematically. In M$, specific marketing problem is
studied in depth by collecting and analyzing all relevant information and solution are
suggested to solve the problem which may be related to consumers, product, market
competition, sales promotion and so on.
M$ is special branch of marketing management. It is comparatively of recent in origin.
M$ acts as an investigative arm of a marketing manager. It suggests solution on marketing
7
problem for the consideration and selection by a marketing manager. M$ also acts as an
important tool to study buyer behaviour, changes in consumer lifestyle and consumption
patterns, brand loyalty and forecast market changes.
In brief, M$ facilitates accurate marketing decisions for consumer satisfaction on the one
hand and sales promotion on the other hand. It is rightly treated as the soul of modern
marketing management. M$ suggests possible solution on marketing problem to marketing
manager for his consideration and final selection. It is rightly said that the beginning and end
of marketing management is marketing research. It is primarily used to provide information
needed to guide marketing decision, market miB. It acts as a support system to marketing
management.
INCREASING NEED OF MAR5ETING RESEARCH
"C Gr'6#$ a&4 *'/1,!7%#- '. /ar8!#2 < Markets are no more local in character. They are
now national and even global in character. The marketing activity is becoming increasingly
compleB and broader in scope as more firms operate in domestic and global markets.
Manufactures find it difficult to establish close contact with all markets and consumers
directly. 2imilarly, they have no control on the marketing system once the goods are sold out
to middlemen. This situation creates new problem before the manufacturers which can be
faced effectively through M$ as it acts as a feedback mechanism to ascertain first hand
information, reaction, etc. of consumers and middleman. Marketing activities can be adjusted
accordingly.
8
(C 9%4! (a1 :!#6!!& 1r'4+*!r2 a&4 *'&2+/!r2< Marketing research is needed as there is
a wide gap between producers and consumers in the present marketing system. &ue to mass
scale production and distribution, direct contact between producers and consumers. 0roducers
do not get dependable information as regards needs, eBpectation and reactions of consumers,
they are unable to adjust their products, packaging, prices, etc. as per the needs of consumers.
The problem created due to information gap can be solved only through M$ as it possible to
establish contact with consumers and collect first hand information about their needs,
eBpectation, likes, dislikes, preferences and special features of their behaviour. Thus, M$ is
needed for removing the wide communication gap between producers and consumers.
/C C$a&(!2 %& #$! *'/1'2%#%'& '. 1'1+,a#%'& a&4 1a##!r& '. *'&2+/1#%'&< In India,
many changes are taking place in the composition of population. There is a shift of population
from rural to urban areas. There have been considerable changes in the consumption and
eBpenditure patterns of consumers in India. The incomes of the people, in general, are rising.
This brings corresponding increase in their purchasing capacity and buying needs and habits.
The demand for consumer durables is fast increasing. The market are now flooded with
consumer durables like T, sets and so on. Manufacturers are eBpected to know such
=ualitative and =uantitative changes in the consumer preferences and their consumption
pattern. .or achieving this objective, M$ activities are necessary and useful. In brief, M$ is
needed for the study of changes in the pattern of consumption and corresponding adjustment
in the marketing planning, policies strategies.
3C Gr'6%&( %/1'r#a&*! '. *'&2+/!r2 %& /ar8!#%&(< Consumers occupy key position in
modern marketing system. They are now well informed about market trends, goods available,
consumer rights and protection available to them through consumer protection acts, the
growth of consumerism has created new challenges before manufacturers and traders. +ven
growing customer eBpectations create situation when manufacturers have to understand such
eBpectations and adjust the production policies accordingly. Indifference towards consumer
eBpectations may lead to loss of business. In the present marketing system, consumers cannot
9
be taken for granted. Marketing research particularly consumer research gives valuable data
relating to consumers. It is possible to use such data fruitfully while framing marketing
policies. Thus, marketing decisions can be made pro consumer through marketing research
activities.
6C S$%.# '. *'/1!#%#%'& .r'/ 1r%*! #' &'&-1r%*! .a*#'r2< Cutthroat competition is
unavoidable in the present marketing field. 2uch competition may be due to various factors
such as price, =uality, and packaging, advertising and sales promotion techni=ues. +ntry of
new competitors creates new problems in the marketing of goods and services. In addition,
market competition is no more restricted to price factor alone. There are other nonprice
factors such as packaging, branding, aftersales and advertising which create severe market
competition. +very producer has to find out the eBtent of such nonprice competition and the
manner in which he can face it with confidence. M$ is needed as it offers guidance in this
regards. ) manufacturer can face market competition even by using certain nonprice factors.
The shifting of competition from price to nonprice factors has made marketing of consumer
goods more complicated and challenging. This challenge can be faced with confidence by
using certain measures through marketing research.
7C N!!4 '. 1r'/1# 4!*%2%'& /a8%&( < In competitive marketing, marketing eBecutive have
to take =uick and correct decision. Companies have to develop and market new products more
=uickly than ever before. 4owever, such decision is always difficult. Moreover, wrong
decisions may bring loss to the organisation. .or correct decision making, marketing
eBecutive need reliable data and up to date market information. 4ere, M$ comes to the rescue
of marketing manager. 0roblems in marketing are located, defined, analysed and solved
through M$ techni=ues. This suggests its need as a tool for decision making. M$ is needed as
10
a tool for reasonably accurate decision making in the present highly competitive market
system.
CHAPTER 2
CRITICAL REVIEW
OF
LITERATURE
11
LITERATURE REVIEW
Customer satisfaction is an ambiguous and abstract concept and the
actual manifestation of the state of satisfaction will vary from person to person and
productDservice to productDservice. 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 organizationEs products.
;ecause satisfaction is basically a psychological state, care should be taken in the
effort of =uantitative measurement. These ten domains of satisfaction include<
Fuality, ,alue, Timeliness, +fficiency, +ase of )ccess, +nvironment, Inter
departmental Teamwork, .ront line 2ervice ;ehaviors, 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. The
basis for the measurement of customer satisfaction is by using the gap between the
customerEs eBpectation of performance and their perceived eBperience of
performance. This provides the measurer with a satisfaction GgapG which is objective
and =uantitative in nature customer satisfaction e=uals perception of performance
divided by eBpectation of performance.
Marketers in recent times have realized the importance of marketing orientation, and
this is being reflected in the application of marketing miB elements. Consumer@s
needs are fundamental to the formulation of any marketing strategy, from
developing a communication plan. It may be worthwhile to eBplore the intricate
aspects of consumer satisfaction level which focuses on Hconsumer needs@. These
concepts enable marketers to analyze the acceptability of strategies planned by them.
12
+ven though we cannot know everything that is to be known, we do need some in
depth knowledge about the consumers, starting with who is he. Is there a real Indian
customer or there is a set of stereotype. )ll the conventional wisdom in market
research tends to favor the view that that there are distinct types, and we need to
isolate them according to some parameter and label them.
Customer satisfaction as the key element for success in business is a major concern
for any industry. In this paper I have tried to propose a how customer satisfaction
level can affect the performance of an organization.
Customer satisfaction, a business term, is a measure of how products and services
supplied by a company meet or surpass customer eBpectation. It is seen as a key
performance indicator within business and is part of the four perspectives of a
;alanced 2corecard. In a competitive marketplace where businesses compete for
customers, customer satisfaction is seen as a key differentiator and increasingly has
become a key element of business strategy.
There is a substantial body of empirical literature that establishes the benefits of
customer satisfaction for firms.
M!a2+r%&( *+2#'/!r 2a#%2.a*#%'&
%rganizations are increasingly interested in retaining eBisting customers while
targeting noncustomersI measuring customer satisfaction provides an indication of
how successful the organization is at providing products andDor services to the
marketplace.
S!,!*#%&( Tar(!# Mar8!#
) review of marketing opportunities often helps in identifying distinct consumer
segments with very distinct wants and needs. Identifying these groups, learning how
they behave and how they make their purchase decisions enables the marketer to
design and market products or services particularly suited for their wants and needs.
Ba2!4 '& !ar,%!r 4'&! r!2!ar*$ .',,'6%&( *'&*,+2%'& 6!r! 4ra6& a:'+# Ya/a$a
a2 a Bra&4 %& #6' 6$!!,!r %&4+2#r-<
1amaha@s objective >
It produces bikes that have speed and power irrespective of the
mileage.
Customer@s age >
("(6 years.
13
Income group
'pper middle class and high class
0rofession >
2tudents and young eBecutives
0rime focus >
2tyle
0erformance
,alue of money
;ased on earlier research done 4ero 4onda, ;ajaj )uto and +nfield motorcycles have
come out tops in the customer satisfaction ratings in the (!!8 T#2 Motorcycle Total
Customer 2atisfaction 2tudy conducted by T#2 )utomotive.
The study says that newly launched motorcycles including the 2plendor #J5 and
C;K +Btreme from 4ero 4onda, &iscover "/6 from ;ajaj )uto and ;ullet /6! from
+nfield have been ranked highest in their respective segments.
The study was conducted by compiling responses of more than 8,!!! new motorcycle
buyers as regards the performance of more than 6! models across parameters like sales
satisfaction, product =uality, motorcycle performance and design, aftersales service,
brand image, and costofownership.
The indeB score provides a measure of satisfaction and loyalty that a given model or
brand enjoys among its customers.
The study also found that the eBpectation of the buyer of standard motorcycles Lentry
level bikesC has gone up from the previous level, now the buyer also eBpects similar
attention and commitment as the buyer of higher value bikes.
2tyling of the bikes in eBecutive segment is gaining importance in overall customer
satisfaction. In transacting with the service dealer, competitive pricing and eBplanation
have gained importance as well as have high impact on retention.
.or the upper eBecutive segment latest technology and style have gained importance.
+Bplanation of feature and benefit gained in terms of stated importance while
2alesperson knowledge impacts largely on retention.
0remium segment buyers are at the center of focus for all of the manufacturers that
have educated the customer and empowered him to buy consciously after comparing
14
all the options, now he eBpects manufacturers to give him the best technology, he
=uestions salesperson and look for the best financing options available and demands
=uick service.
.or future purchases the preference for motorcycles with high engine capacity L"6!cc
and aboveC is seen in all four regions of the country however it is almost 8!M in south
closely followed by west. )cross the country, close to (3M of current motorcycle
owners intend to upgrade to a fourwheeler as their neBt vehicle. The propensity to
upgrade to a car is higher in the north as compared to other parts of the country.
15
CHAPTER 3
CORPORATE
INTRODUCTION
16
COMPANY PROFILE
A:'+# Ya/a$a M'#'r2 I&4%a P"#. L#4.
1amaha made its initial foray into India in ":96. 2ubse=uently, it entered into a 6!<6!
joint venture with the +scorts 5roup in "::7. 4owever, in )ugust (!!", 1amaha
ac=uired its remaining stake as well, bringing the Indian operations under its complete
control as a "!!M subsidiary of 1amaha Motor Co., *td, ?apan.
India 1amaha Motor operates from its stateoftheartmanufacturing units at
.aridabad in 4aryana and 2urajpur in 'ttar 0radesh and produces motorcycles both
for domestic and eBport markets. -ith a strong workforce of (!!! employees, India
1amaha Motor is highly customerdriven and has a countrywide network of over 3!!
dealers.
17
18
The company pioneered the volume bike segment with the launch of its "!! cc (
stroke motorcycle $J "!!. 2ince then, it has introduced an entire range of (stroke
and 3stroke bikes in India. 0resently, its product portfolio includes CruB L"!!ccC, )lba
L"!7ccC and 5ladiator L"(6ccC, and 1K.$"6 L"6!ccC.

-e will establish 1)M)4) as the GeBclusive A trusted brandG of customers by
Gcreating NandoG Ltouching their heartsC the first time and every time with world
class products A services delivered by people having Gpassion for customersG.

9! ar! *'//%##!4 #';
;e the +Bclusive A Trusted ;rand renowned for marketing and manufacturing of
1)M)4) products, focusing on serving our customer where we can build long term
relationships by raising their lifestyle through performance eBcellence, proactive
design A innovative technology. %ur innovative solutions will always eBceed the
changing needs of our customers and provide value added vehicles.
;uild the -inning Team with capabilities for success, thriving in a climate for action
and delivering results. %ur employees are the most valuable assets and we intend to
develop them to achieve international level of professionalism with progressive career
development. )s a good corporate citizen, we will conduct our business ethically and
socially in a responsible manner with concerns for the environment.
5row through continuously innovating our business processes for creating value and
knowledge across our customers thereby earning the loyalty of our partners A
increasing our stakeholder value.

19
C+2#'/!r <1
-e put customers first in everything we do. -e take decisions keeping the customer in
mind.
C$a,,!&(%&( S1%r%#
-e strive for eBcellence in everything we do and in the =uality of goods A services we
provide. -e work hard to achieve what we commit A achieve results faster than our
competitors and we never give up.
T!a/-6'r8
-e work cohesively with our colleagues as a multicultural team built on trust,
respect, understanding A mutual cooperation. +veryoneEs contribution is e=ually
important for our success.
Fra&8 = Fa%r Or(a&%3a#%'&
-e are honest, sincere, open minded, fair A transparent in our dealings. -e actively
listen to others and participate in healthy A frank discussions to achieve the
organizationEs goals.
Ma&+.a*#+r%&( Pr'*!22;
I1MEs manufacturing facilities comprises of ( stateoftheart 0lants at .aridabad
L4aryanaC and 2urajpur L'ttar 0radeshC. Currently "! models roll out of the two
1amaha 0lants.
The infrastructure at both the plants supports production of motorcycles and itEs parts
for the domestic as well as oversees market. )t the core are the 62 and T0M activities
that fuel our agile Manufacturing 0rocesses. -e have Inhouse facility for Machining,
-elding processes as well as finishing processes of +lectroplating and 0ainting till the
assembly line.
The stringent Fuality )ssurance norms ensure that our motorcycles meet the reputed
International standards of eBcellence in every sphere.)s an +nvironmentally sensitive
organization we have the concept of G+nvironmentfriendly technologyG ingrained in
our Corporate 0hilosophy. The Company boasts of effluent Treatment plant, $ain
water 4arvesting mechanism, a motivated forestation drive. The I2!"3!!"
certification is on the anvil early neBt year. )ll our endeavors give us reason to
believe that sustainable development for 1amaha will not remain merely an idea in
pipeline.-e believe in taking care of not only 1our Motoring #eeds but also the needs
of .uture 5enerations to come.
20
C'r1'ra#! P$%,'2'1$-;
For society, for the world
Yamaha works to realize
Our corporate mission of realizing Kando
1amaha Motor is a company that has worked ever since its founding to build products
defined by the concepts of Ohigh=uality and highperformanceP and Olight weight and
compactnessP as we have continued to develop new technologies in the areas of small
engine technology and .$0 processing technology as well as control and component
technologies.
It can also be said that our corporate history has taken a path where OpeopleP are the
fundamental element and our product creation and other corporate activities have
always been aimed at touching people@s hearts. %ur goal has always been to provide
products that empower each and every customer and make their lives more fulfilling
by offering greater speed, greater mobility and greater potential.
2aid in another way, our aim is to bring people greater joy, happiness and create
NandoQ in their lives.
)s a company that makes the world its field and offers products for the land, the water,
the snowfields and the sky, 1amaha Motor strives to be a company that Ooffers new
eBcitement and a more fulfilling life for people all over the worldP and to use our
ingenuity and passion to realize peoples@ dreams and always be the ones they look to
for Othe neBt Nando.P
21
22
Hierar!ia" S#r$#$re
Managing &irector and C+%
2enior ,ice 0resident
,ice 0resident T'1 Ma&a(!/!&#
)ssociate ,ice 0resident
Chief 5eneral Manager
5eneral Manager S!&%'r Ma&a(!/!&#
&eputy 5eneral Manager
Chief Manager
Manager M%44,! Ma&a(!/!&#
)ssistant Manager
2enior 2uperintendent
2enior %fficer
%fficer O1!ra#%'&a, S#a..
)ssistant %fficer

23
I&4+2#r- 1r'.%,!
The Indian automotive industry consists of five segments< commercial vehiclesI multi
utility vehicles A passenger carsI twowheelersI threewheelersI and tractors. -ith
6,9((,:7/ units sold in the domestic market and 36/,6:" units eBported during the first
nine months of .1(!!6 L:M.1(!!6C, the industry LeBcluding tractorsC marked a
growth of "8M over the corresponding previous. The twowheeler sales have
witnessed a spectacular growth trend since the mid nineties.
T6'-6$!!,!r2; Mar8!# S%3! = Gr'6#$
In terms of volume, 3,7"/,3/7 units of twowheelers were sold in the country in
:M.1(!!8 with (67,876 units eBported. The total twowheeler sales of the Indian
industry accounted for around 88.6M of the total vehicles sold in the period
mentioned.
D!/a&4 Dr%"!r2;
The demand for twowheelers has been influenced by a number of factors over the past
five years. The key demand drivers for the growth of the twowheeler industry are as
follows<
R Inade=uate public transportation system, especially in the semiurban and rural
areasI
R Increased availability of cheap consumer financing in the past /3 yearsI
R Increasing availability of fuelefficient and lowmaintenance modelsI
R Increasing urbanization, which creates a need for personal transportationI
R Changes in the demographic profileI
R &ifference between twowheeler and passenger car prices, which makes two
wheelers the entry level vehicleI
R 2teady increase in per capita income over the past five yearsI and
R Increasing number of models with different features to satisfy diverse consumer
needs.

-hile the demand drivers listed here operate at the broad level, segmental demand is
influenced by segmentspecific factors.
24
YAMAHA PRODUCTS
Ya/a$a M'#'r I&4%a P"#. L%/%#!4 ) ?apanese motorized vehicle
producing company Lwhose 4F is at (6!! 2hingai, Iwata, 2hizuokaC, is part
of the 1amaha Corporation. )fter eBpanding 1amaha Corporation into the
worldEs biggest piano maker, then Ya/a$a CEO G!&%*$% 5a6a8a/% took
1amaha into the field of motorized vehicles on ?uly ", ":66. The companyEs
intensive research into metal alloys for use in acoustic pianos had given
1amaha wide knowledge of the making of lightweight, yet sturdy and
reliable metal constructions. This knowledge was easily applied to the
making of metal frames and motor parts for motorcycles. 1amaha Motor is
the worldEs second largest producer of motorcycles Lafter 4ondaC. It also
produces many other motorized vehicles such as allterrain vehicles, boats,
snowmobiles, outboard motors, and personal watercraft.
The 1amaha corporate logo is comprised of three tuning forks placed on top
of each other in a triangular pattern.
In (!!!, Toyota and 1amaha Corporation made a capital alliance where
Toyota paid 1amaha Corporation "!.6 billion yen for a 6 per cent share in
1amaha Motor Company while 1amaha and 1amaha Motor each bought
6!!,!!! shares of Toyota stock in return.
!"ING #$I%!G$
1amaha has a long racing heritage where it has had its machines and team
win many different competitions in many different areas, for eBample both
road and off road racing, also 1amaha has had great success with riders such
as ;ob 4annah, 4eikki Mikkola, Nenny $oberts, Chad $eed, ?eremy
Mc5rath, 2tefan Merriman, -ayne $ainey, and the latest, ,alentino $ossi.
1amaha is known to those who are older in age as the designer of the
modern motocross bike, as they were the first to build a production mono
25
shock motocross bike L":86 for (6! and 3!!, ":87 for "(6C and one of the
first to have a watercooled motocross production bike L":9", but ":88 in
works bikesC.
2ince ":7( ,1amaha produced production road racing grand priB
motorcycles that any licensed road racer could purchase. In ":8!, #on
factory GprivateerG teams dominated the (6!cc -orld Championship with
5reat ;ritain@s $odney 5ould winning the title on a 1amaha T&(.
M&%&"Y"L$ M&'$LS
1amaha has made an eBtensive number of two and fourstroke scooters, on
road and offroad motorcycles. The 1amaha J2 76!, introduced in ":8!,
was such an overwhelming success that it crippled the ;ritish monopoly of
vertical twin motorcycles.
$L$"%I"!L ($#I"L$S
MOTORCYCLES
1amaha )lba
1amaha .rog
1amaha *ibero
1amaha 5ladiator
1amaha Mest
1amaha +ccy
1amaha 0assol
1amaha +C!(
1amaha 0assol*
1amaha 1z96
1amaha ,2tar
26
1amaha 1K.$"
1amaha .K"
MOPEDS
1amaha 0)2 L#ickel metal hydride batteryC
0)2 *ithium L*ithium ion batteryC
0)2 ;usiness L#iCd batteryC
1amaha 1F6! )eroB $
1amaha ?og
1amaha ?og $
1amaha #eoEs
1amaha ;-E2
1amaha Morphous
1amaha J.6!J LC/D,oBD5iggleC
1amaha .2" L1amaha .2"+C
1amaha *agend
1amaha &T6!
1amaha TK$
1amaha FT6!
GOLF CARTS
1amaha 5"
1amaha &rive
PERSONAL WATERCRAFT
-ave$unner
27
WHEELCHAIRS
?- )ctive
?-I;
#es=uick sponsored $ace chair
WHEELCHAIR UPGRADE PARTS
?-J"
?-II
?-I
-etard chair 96
ALL-TERRAIN VEHICLES
;-9! D (!! D /6!
1.K36!
$aptor 9! D /6! D 77! D 8!!
;laster (!!
;anshee /6!
-arrior /6!
;ruin /6!
Nodiak 3!! D 36!
5rizzly 9! D "(6 D /6! D 3!! D 36! D 7!! D 77! D 8!!
;ig ;ear 3!!
-olverine /6! D 36!
TriK (6!
28
SNOWMOBILES
1amaha has recently claimed a "!!M fourstroke snowmobile lineup,
making them the only snowmobile manufacturer to do so. In Canada though,
there are still three models that 1amaha manufactures that are still ( stroke.
They are the ;ravo, ,N 63! and the ,enture J*. 1amaha had introduced
fourstrokes to their lineup in (!!/ and the lineup became fourstroke
based for model year (!!6. Many say that 1amaha has proven snowmobiles
can be clean, efficient, and reliable all while maintaining strong
performance. The $J" released in (!!/ was the first performanceoriented
fourstroke snowmobile to ever hit the market. It was not, however, the first
modern fourstroke snowmobile produced. That honor belongs to )rctic Cat
for their 1ellowstone 2pecial, released in (!!!, which was designed as a
rental sled that could meet 1ellowstone #ational 0arkEs stringent emission
re=uirement. 4owever, the 1amaha received much criticism for its weight
disadvantage when compared to similar twostrokes, despite its eBcellent
fuel economy and lowrange tor=ue. 1amaha is now on the cutting edge of
fourstroke technology with the introducing of their 9!.I engine which is
e=uipped on the 0hazer and ,enture *ite models. This engine has one of the
highest specific output of any fourstroke in production, with "7! 40D*,
1amaha achieves this even without the use of a forced induction system.
1amaha is also a key player in the Gfourstroke warsG, which are a series of
advertisements from opponent 2ki&oo who claim their (tec and powertek
e=uipped twostrokes are still cleaner and more efficient than fourstrokes,
while 1amaha still claims the fourstrokes are cleaner. 1amaha also broke a
multiyear absence from snocross in the winter of (!!7!8 with their
introduction of a factory race team headed by former )rctic Cat racer
$obbie Malinoski.
29
C'$$+#T *I#+'0
Bra"'
A1!7
A##a*8
N-#r'
F> N-#r'
P$a3!r )?#$ G!&!ra#%'&@
RS Ra(!
RS V!*#'r
RS V!&#+r!
V5 Pr'.!22%'&a,
30
2I5#I.IC)#T 0$+,I%'2*1 0$%&'C+& M%&+*2
Bra"'
*'R-
E&#%*!r
E7*%#!r
P$a3!r )12#-3r4 G!&!ra#%'&2@
M'+&#a%& Ma7
R>-1
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SRV A?0
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S> V%1!rBV!&'/
V!&#+r!
V5 A?0
VMA>
VMA> S>
V/a7
V/a7-?
SNOWBLOWERS
YT-C00E
31
YT-C00ED
YT-CC0ED0
YS-8D0
YS-8D00
YS-10D0
YT-1080ED
YT-1080E>
YT-12E0E>
YT-12E0E>R
YS-13E0A
YS-13E0AR
YAMAHA-R1A
$M&%$)"&N%&LL$' #$LI"&P%$S
Ya/a$a R-A0
Ya/a$a R-MA>
&*%+&!' M&%&S
? 2#r'8! 2!r%!2
? 2#r'8! !# 4r%"! 2!r%!2
2 2#r'8! VC
2 2#r'8! 1'r#a:,! B /%4 ra&(!
F+,, ,%2#
KART ENGINES
5T SERIES 2 STRO5E
32
5T100SD
5T100SC
5T100SEC
5T100SP
5T1000
5T100A>
5T100A2
33
%T4+$ ,+4IC*+2
1amaha has also built engines for other manufacturersE vehicles, most
notably the ,7 and ,9 engine for the .ord Taurus 24%. The ,olvo JC:!
uses a larger version of the same 1amaha ,9 engine. They also built
.ormula %ne racing engines from the late ":9!s to the mid "::!s, with little
on track success. In "::", 1amaha developed its ." engined supercar called
the %J::"" where two drivers sit in tandem in front of the engine, but the
project was canned due to the world recession and lack of interest.
1amaha also tunes engines for other manufacturers, Toyota being one of
them. 1amaha logos are, for instance, found on the Toyota 2 engines. )s
well as the (KK5+ utilized by Toyota, 0ontiac, and *otus.
1amaha developed a prototype for a twoseater sports car with help of
)lbrecht 5oertz. -hile the 1amahaD#issan partnership never progressed
beyond the prototype stage, Toyota took up the design and released the
Toyota (!!!5T.
1amaha is also one of the big 3 companies in the 0ersonal water craft
market.
34
WATER PURIFIER
AL5ALION PURIFIER
%4)("#
PURIFIER
OH-U20-SA2
OH-U20-SB1
OH-U30-HS
OH-U30-5A?
OH-U30-SB3
OH-U?0-5A2
OH-U?0-SB1
BUSINESS MACHINES
R':'#
S+r.a*! /'+&#!r
P'',
CNC /a*$%&!
G',. *ar
o G31E
o G31AL
E&(%&!
o MT 2!r%!2 )2 2#r'8!@
MT 110
35
MT 110 VLS
o MF 2!r%!2 )? 2#r'8!@
MF 12A
MF 1DA
MF 200 )N!6 M'4!,@
MF 2A0
MF 300
MF 3C0
U&4!r(r'+&4 '%, #a&8
o M- Ta&8
O%, 2!1ara#'r
o Pa##', 2!r%!2
F''4 a44%#%"!
Ga2 $!a# 1+/1
o M 2!r%!2
o SH 2!r%!2
o 3HP /+,#%
o L%"%&( /a#!
o YC0 2!r%!2
36
MARKET CHARACTERISTICS
DEMAND
SEGMENTAL CLASSIFICATION AND CHARACTERISTICS
The three main product segments in the twowheeler category are scooters,
motorcycles and mopeds. 4owever, in response to evolving demographics and various
other factors, other sub segments emerged, viz. scooterettes, gearless scooters, and 3
stroke scooters. -hile the first two emerged as a response to demographic changes, the
introduction of 3stroke scooters has followed the imposition of stringent pollution
control norms in the early (!!!. ;esides, these prominent subsegments, product
groups within these subsegments have gained importance in the recent years.
+Bamples include "(6cc motorcycles, "!!"(6 cc gearless scooters, etc. The
characteristics of each of the three broad segments are discussed in Table ".
%,o)-heelers. "omparative "hara/teristi/s
S*''#!r M'#'r*-*,! M'1!4
0riceQL$s. as
in ?anuary
(!!9C
G 22,000 G 30,000 G 12,000
2troke
(stroke, 3
stroke
Mainly 3stroke (stroke
+ngine
Capacity LccC
:!"6! "!!, "(6, S "(6 6!, 7!
Ignition NickD+lectronic NickD+lectronic NickD+lectronic
+ngine 0ower
LbhpC
7.6: 89 and above (/
-eight LkgC :!"!! S "!! 7!8!
.uel
+fficiency
Lkm per litreC
6!86 6!9!T 8!9!
*oad
Carrying
4igh 4ighest *ow
S!(/!&#a, Mar8!# S$ar!
The Indian twowheeler industry has undergone a significant change over the past "!
years with the preference changing from scooters and mopeds to motorcycles. The
scooters segment was the largest till .1"::9, accounting for around 3(M of the two
37
wheeler sales Lmotorcycles and mopeds accounted for /8M and (" M of the market
respectively, that yearC. 4owever, the motorcycles segment that had witnessed high
growth Lsince .1"::3C became larger than the scooter segment in terms of market
share for the first time in .1":::. ;etween .1"::7 and :M.1(!!8, the motorcycles
segment more than doubled its share of the twowheeler industry to 8:M even as the
market shares of scooters and mopeds stood lower at "7M and 6M, respectively.
%ver the past "!"6 years the demographic profile of the typical twowheeler customer
has changed. The customer is likely to be salaried and in the first job. -ith a younger
audience, the attributes that are sought of a twowheeler have also changed. .ollowing
the opening up of the economy and the increasing eBposure levels of this new target
audience, power and styling are now as important as comfort and utility.
The marketing pitch of scooters has typically emphasized reliability, price, comfort
and utility across various applications. Motorcycles, on the other hand, have been
traditionally positioned as vehicles of power and style, which are rugged and more
durable. These features have now been complemented by the availability of new
designs and technological innovations. Moreover, higher mileage offered by the
eBecutive and entrylevel models has also attracted interest of twowheeler customer.
5iven this market positioning of scooters and motorcycles, it is not surprising that the
new set of customers has preferred motorcycles to scooters. -ith better ground
clearance, larger wheels and better suspension offered by motorcycles, they are well
positioned to capture the rising demand in rural areas where these characteristics
matter most.
2cooters are perceived to be family vehicles, which offer more functional value such
as broader seat, bigger storage space and easier ride. 4owever, with the secondhand
car market developing, a preference for used cars to new twowheelers among vehicle
buyers cannot be ruled out. #evertheless, the past few years have witnessed a shift in
preference towards gearless scooters Lthat are popular among womenC within the
scooters segment. Motorcycles offer higher fuel efficiency, greater acceleration and
more environmentfriendliness. 5iven the declining difference in prices of scooters
and motorcycles in the past few years, the preference has shifted towards motorcycles.
;esides a change in demographic profile, technology and reduction in the price
difference between motorcycles and scooters, another factor that has weighed in
favour of motorcycles is the high resale value they offer. Thus, the customer is willing
to pay an upfront premium while purchasing a motorcycle in eBchange for lower
maintenance and a relatively higher resale value.
38
S+11,-
Ma&+.a*#+r!r2
)s the following graph indicates, the Indian twowheeler industry is highly
concentrated, with three players4ero 4onda Motors *td L44M*C, ;ajaj )uto *td
L;ajaj )utoC and T,2 Motor Company *td LT,2C accounting for over 9!M of the
industry sales as in .1(!!8. The other key players in the twowheeler industry are
Ninetic Motor Company *td LNMC*C, Ninetic +ngineering *td LN+*C, *M* *td
L*M*C, 1amaha Motors India *td L1amahaC, Majestic )uto *td LMajestic )utoC,
$oyal +nfield *td L$+*C and 4onda Motorcycle A 2cooter India L0C *td L4M2IC.

)lthough the three players have dominated the market for a relative long period of
time, their individual market shares have undergone a major change. ;ajaj )uto was
the undisputed market leader till .1(!!!, accounting for /(M of the twowheeler
industry volumes in the country that year. ;ajaj )uto dominance arose from its
complete hold over the scooter market. 4owever, as the demand started shifting
towards motorcycles, the company witnessed a gradual erosion of its market share.
44M*, which had concentrated on the motorcycle segment, was the main beneficiary,
and almost doubled its market share from (!M in .1(!!! to 6!M in .1(!!8 to
emerge as the market leader. T,2, on the other hand, witnessed an overall decline in
market share from ((M in .1(!!! to "8M .1(!!8. The share of T,2 in industry
sales fluctuated on a year on year basis till .1(!!/ as it changed its product miB but
has declined since then.
T!*$&','(-
4itherto, technology transfer to the Indian twowheeler industry took place mainly
through< licensing and technical collaboration Las in the case of ;ajaj )uto and *M*CI
and joint ventures L44M*C.
) third form that is, the "!!M owned subsidiary route found favor in the early
(!!!s. ) case in point is 4M2I, a "!!M subsidiary of 4onda, ?apan. Table ( details
the alliances of some major twowheeler manufacturers in India.
;esides the below mentioned technology alliances, 2uzuki Motor Corporation has also
followed the strategy of joint ventures L2MC reportedly ac=uired e=uity stake in
Integra %verseas *imited for manufacturing and marketing 2uzuki motorcycles in
IndiaC.
%e/hnologi/al tie)ups o0 Sele/t Pla1ers

Nature of
Alliane
!o"#an$ %ro&ut
Ba'a'
Auto
(e)nolo*ial tie+
u#
,a-a.a/i 0ea1$
In&u.trie. Lt&2 3a#an
Motor$le
.
(e)nolo*ial tie+
u#
(o/$a 456 !o Lt&2
3a#an
(-o+
-)eeler.
39
(e)nolo*ial tie+
u#
,u7ota !or#2 3a#an 6ie.el
En*ine.
00ML 3oint 8enture 0on&a Motor !o2 3a#an Motor$le
.
,EL (e)nolo*ial tie+
u#
0$o.un* Motor. 5
Ma)iner$ In
Motor$le
.
,EL (ie u# for
"anufaturin*
an& &i.tri7ution
Ital'et2 Ital$ Sooter.
LML (e)nolo*ial tie+
u#
6aeli" Motor !o Lt& Motor$le
.
0ero
Motor.
(e)nolo*ial tie+
u#
A#rilia of Ital$ Sooter.
-ith the twowheeler market, especially the motorcycle market, becoming eBtremely
competitive and the life cycle of products getting shorter, the ability to offer new
models to meet fast changing customer preferences has become imperative. In this
conteBt, the ability to deliver newer products calls for sound technological backing and
this has become one of the critical differentiating factors among companies in the
domestic market. Thus, the players have increased their focus on research and
development with some having indigenously developed new models as well as
improved technologies to cater to the domestic market. .urther, with eBports being one
of the thrust areas for some Indian twowheeler companies, the Indian original
e=uipment manufacturers L%+MsC have realized the need to upgrade their technical
capabilities. These relate to three main areas< fuel economy, environmental
compliance, and performance. In India, because of the costsensitive nature of the
market, fuel efficiency had been an interest area for manufacturers.
It is not only that the %+Ms are increasing their focus on inhouse $A&I they also
provide support to the vendors to upgrade the technology and also assist those striking
technological alliances.
TRENDS IN THE T9O-9HEELER INDUSTRY
C'/1a&%!2 ra%2%&( *a1a*%#- #' /!!# #$! (r'6%&( 4!/a&4
)ll the major twowheeler manufacturers, viz. ;ajaj )uto, 44M*,1MI*, T12, 4M2I
and others, have increased their manufacturing capacities in the recent past. Most of
the players have either eBpanded capacity, or converted their eBisting capacities for
scooters and mopeds into those for manufacturing motorcycles. The move has been
prompted by the rapid growth reported by the motorcycles segment since .1"::6.
N%*$! /ar8!#2 a,2' 6%#&!22%&( %&#!&2! *'/1!#%#%'&;
) significant trend witnessed over the past five years is the inclination of consumers
40
towards products with superior features and styling. ;etter awareness about
international models has raised eBpectations of consumers on some key attributes,
especially =uality, styling, and performance. 4igh competitive intensity has prompted
players to launch vehicles with improved attributes at a price less than the competitive
models.
In an effort to satisfy the distinct needs of consumers, producers are identifying
emerging consumer preferences and developing new models. .or instance, in the
motorcycles segment, motorcycles with engine capacity over "6!cc, is a segment that
has witnessed significant new product launches and hence, become more competitive.
The indigenously launched 0ulsar "6! had met with success on its launch and
thereafter, a host of models have been launched in this segment by various players.
-hile ;ajaj )uto launched the 0ulsars L"9! cc, (!!cc and ((!ccC with digital twin
spark technology L&T2.iC that offers a powerful engine and fuel efficiency of "(6 cc
models. Moreover, in the recent past, the motorcycle segment has witnessed launch of
vehicles with higher engine capacity Lhigher than "6!ccC and power Lhigher than
"6bhpC. These include models such as ;ajaj )uto +liminator and $oyal +nfieldEs
Thunderbird followed by 44M*Es Narisma and 1amaha $"6 and other sports bikes.
The products in this segment cater for style conscious consumers. Fuite a few players
are developing models combining features such as higher engine capacityG, optimum
miB of power and performance, and superior styling. 4owever, the eBtent of shift to
these products would depend on the positioning of such products in terms of price.
In the scooters segment, the market for plasticbodied variomatic scooters continues to
witness growth in the scenario of overall decline in scooter volumes. 4igher volumes
and growth are especially true for certain scooter models, such as 4onda )ctiva, that
brought in new technology Lbesides variomatic transmissionC to further differentiate
themselves. Thus, the need to differentiate and create a niche has led to companies
strengthening their research and development L$A&C capabilities and reducing the
development time for new models.
41
INCREASING FOCUS ON E>PORTS;
.or the first nine months of .1(!!8, twowheeler eBports increased by /8M over the
corresponding previous, led mainly by motorcycles even as eBports of other two
wheelers were healthy. -hile motorcycle eBports increased by 3!M, scooter and
moped eBports increased by (:M and (8M respectively.
Motorcycle eBports by ;ajaj )uto, 44M* and T,2 have reported a robust growth in
.1(!!8 and are eBpected to increase further in the medium term.
)lthough the Indian twowheeler manufacturers have forayed on their own in their
target eBport markets, there have been instances of tieups with the technology
partners. ;ajaj )utoEs tieup with Nawasaki to jointly market ;ajaj products in
0hilippines is a case in point. 'nder the tieup, MDs Nawasaki Motors 0hilippines
Corporation has been appointed as eBclusive distributors to market select ;ajaj two
wheelers that include ;yk, Caliber ""6 and -ind "(6. These vehicles are being sent to
0hilippines in the completely built unit LC;'C form. %ther strategy of eBpanding
international presence considered by few players is that of setting up assembly lines in
select 2outh +ast )sian countries either on their own or in partnership with local
players. ;esides, plans of select overseas technology partners to source from their
Indian partners and plans of global majors to develop their Indian manufacturing unit
as a sourcing hub may also lead to increase in twowheeler eBports from India.
42
SWOT ANALYSIS
S#re%&#!'(
1amaha Motor products eBtend from land to sea and even into the skies, with
manufacturing and business operations that include everything from motorcycles,
02) electrohybrid bikes, marine and power products to automotive engines.
Continuously does product improvement in accordance with demanding
customers.
The distribution network of 1amaha Motors is very wide and spread across the
country.
0robably the best in terms of $A& facility.
4as great brand name and commands lot of respect among bikers community.
Wea)%e''(
#arrow product line in terms of motorcycles.
1amaha@s strategy for Indian market was on right alleyway, but somewhere down
the lane, they are still relying on conventional model which no longer in use.
1amaha despite the promise has failed to deliver and is still an underdog in the
race to top.
) series of unsuccessful and flop bikes have eroded the legacy of $J"!! and
$&/6!.
43
**+r#$%i#ie'(
The motorcycle market has been growing at a phenomenal rate and there has
been a shift in the consumer preferences from ( stroke bikes. 1amaha motors
have recognized this and are bringing out new models of 3 stroke bikes =uite
regularly to cater the needs of the customers.
Consumers have become technology conscious and 1amaha Motors have best
$A& facilities. 2o they can tap new costumers with innovative technology in
motorcycle design and manufacturing.
There lies lot of potential in "6!cc and above segment and 1amaha has not made
enough inroads in this segment.
T!rea#'(
Continuous divisions of customer segment have made conventional bikes which
was the strength of 1amaha motors.
Constant demand for price reduction from customers.
;ajaj )uto and T,2 have taken large part of the market share from 1amaha.
5rowing competition in the industry, both in the terms of new models and price
undercutting, too is a matter of concern as both the sales realization and operation
margins may come under pressure.
44
CHAPTER , -
RESEARCH
METHODOLOGY
RESEARCH PROBLEM AND OB.ECTIVE(
45
$esearch in common parlance refers to search for knowledge. $esearch is an academic
activity and as such it is used in a technical sense. )ccording to Clifford -oody,
research comprises defining and redefining problems, formulating hypothesis or
suggesting solutions, collecting, organizing and evaluating data, making deductions
and research conclusions to determine whether they fit the formulating hypothesis.
Pr%/ar- ':!*#%"! ;
The research encompasses the primary objective of comparison and analysis of
1amaha bikes with respect to other brands prevailing in the market i.e. , 4ero
4onda ,4onda , ;ajaj , T,2 and 2uzuki .
The primary aim is to interpret the satisfaction level of customers using
yamaha@s bikes and to find out the areas in which it needs to improve to develop a
better perception in the mind of its customers . it entails as to suggest yamaha how to
become a no. " customer oriented company
S!*'&4ar- ':!*#%"! <

To go in detail , the research includes the study of comparative satisfaction level of
customers using different bike brands I the various areas where competitors supersede
and the areas where the competitors lack .
.urthermore the research aims to find out the relative market capitalization
of 1amaha in the two wheeler industry and to suggest some concrete and absolute
measures to give a rise to its share in the two wheeler segment .

R!2!ar*$ Pr'*!22
E7#!&2%"! L%#!ra#+r! S+r"!-; ;efore starting the research indepth study of the
topic was done to form a clear picture of what and how research is to be done.
F'r/+,a#%&( #$! R!2!ar*$ Pr':,!/< The neBt step was to find out the problem
of the case. Then the problem was understood thoroughly and rephrasing the same
into meaningful terms from analytical point of view. This step is of greatest
importance in the entire research.
D!2%(& '. H+!2#%'&&a%r!< ) =uestionnaire was developed for the survey. The
=uestionnaire is of structured type. Most of the =uestions were based on 6 point
bipolar *ikert 2cale.
46
D!#!r/%&%&( #$! Sa/1,! S%3!< #eBt step is to determine the number of to be
targeted from various ages, monthly salary, and gender. 2o a total of (!! people
were surveyed.
C',,!*#%&( #$! 4a#a; The data was collected from various class of people based
on age, seB, income, location.
A&a,-2%2 '. Da#a; The data collected from various people was segregated into
various categories in order to analyze it. )nalysis was done based on more than
(( different parameters.
G!&!ra,%3a#%'& a&4 I&#!r1r!#a#%'&; &ata was tested and upheld several times,
and then generalizations were drawn from the analysis.
Pr!1ara#%'& .'r #$! r!1'r#< *astly report about the research is made.
R!2!ar*$ D!2%(&;
) Fuestionnaire is used to do the research
+Bploratory $esearch design
.ocus 5roup
0rimary data analysis
C',,!*#%'& '. Da#a;
Fualitative &ata
2urvey
=uestionnaires
Sa/1,%&(<
#on0robability 2ampling
?udgmental 2ampling
2imple $andom
Sa/1,! D!2%(& ;
2ampling may be defined as the selection of the some part of an aggregate or totality
on the basis of which a judgment or interference about the aggregate or totality is
made. It is the process of obtaining information about entire population by eBamining
only a part of it in which generalizations or influences are drawn based on the sample
about the parameter of population from which samples are taken.
47
2ample 2ize< ) total of (!! people have been =uestioned for the purpose of filling up
the =uestionnaire.
D!#a%,2 '. #$! S+r"!- C'&4+*#!4
2ample 2ize (!!
Target 0opulation "9(6 years
(6/! years
/! and above
)rea Covered 2urajpur, 5reater #oida )nd 4aridwar
A 2emiurban )nd $ural )reas.
2ampling ?udgmental 2imple $andom
Type of Fuestionnaire 2tructured 6 point bipolar *ikert 2cale
Type of Fuestions Close ended Fuestions
SCOPE OF STUDY
The research was carried out to find factors which influence customer satisfaction
level to maBimum level.
The study projects that customer satisfaction level change with change in various
factors like during sales evaluation, during deliver1 o0 the vehi/le and a0ter sales
evaluation.
This research is an attempt to provide feedback to Motorcycle manufacturer 1amaha
Motors India *td. so that they can bring about changes in various departments of their
organization which will help them in becoming #umber " motorcycle brand in India.
.or instance during research factors such as technology, maintenance, looks, style,
brand image, behavior of dealers, timely delivery of documents and bike and proper
information about the product were considered.
48
This research would give necessary details to 1amaha motors so that it could know the
various factors that affect customer satisfaction level and then initiate appropriate
changes to make it #umber " motorcycle brand in India.
CHAPTER / 0
DATA COLLECTION
AND
49
INTERPRETATION
50
DATA COLLECTION AND
INTERPRETATION
The research re=uired collection of first hand primary data from the respondents . the
respondents necessarily were to be bike users . They were eBposed to a =uestionnaire
containing different parameters for the evaluation of their satisfaction level . the broad
parameters were <
&uring sales evaluation .
&uring vehicle delivery .
)fter sales evaluation .
It was eBpected that the respondents were honest while answering the =uestions with
proper consideration of the brand image of the bike they were currently using . the
=uestionnaire contained ,%8!r# 2*a,%&( to rate various parameters .
The respondents were so selected that they were representative of various segments of
bike users . the respondents were =uestioned on <
0etrol pumps
2ervice stations
+ducational institutes
,ehicle showrooms
Malls
$esidential areas , and
.actories
51

CHAPTER , 1
GRAPHICAL
DATA
ANALYSIS
52
DATA ANALYSIS
The data analysis portion is the backbone of any primary or secondary
research . there are various tools of data analysis that helps the researcher to interpret
his data into final results . the data collected in this research was analyzed using the
most effective tool of market research i.e.,SPSSLstatistical package for social sciencesC
The parameters were set up giving preference to non demographic factors more than
demographic factors. the data was analyzed on the total of (! parameters as mentioned
below <
i. customer@s age
ii. marital status
iii. profession
iv. education
v. attitude of dealer
vi. eBplanation of product features by the dealer .
vii. sales terms and conditions
viii. product display in the showroom
iB. cleaniness in showroom and service station
B. atmosphere
Bi. cleanliness of purchased bike
Bii. time taken in delivery
Biii. eBplanation of bike functions
Biv. 0&I and checks made
Bv. Time taken in documentation
Bvi. 2alesman follow up
Bvii. $eminder of first service
Bviii. )ction to complains
BiB. $eplacement condition
53
GRAPHICAL DATA INTERPRETATION

12 W!i! #3*e' +4 $'#+5er A##i#$6e #+7ar6' 5+#+r 8i)e9
Ma#e --..
/e'a#e 0..
I%#er*re#a#i+%'9 S)o-n in t)e a7o1e *ra#) .)o-. t)at 99:5; "ale
)a. 7een #refera7l$ to "otor 7i/e an& re.t of
fe"ale #refer t)an:
54
22 -hi/h .e!.(e attitu"e t!2ar"* m!t!r bi3e4
Ma&ed 1.2
Un'a&ed 3.2
Inter.retati!n,
3.2 un'a&ed $eo$#e att&tude to)ads 'oto !&*e )hene4e est of 1.2 'a&ed $eo$#e
att&tude to)ads 'oto !&*e.
55
32 A&e &r+$* +4 +%'$5er' #+7ar6' 5+#+r 8i)e(
Age Gr!u. 56789 897:9 :97;9 Ab!ut ;9
<er/entage =9> 8?> 5?> 9>
Inter.retati!n,
5.2 a(e (ou$ of 1367. $efeed a 'oto !&*e, 702 of a(e (ou$ 7.68., 102 of a(e
(ou$ of 8.69. and the est of a(e (ou$ a!o4e 9. "eas o#d.
56
-2 Pr+4e''i+%a""3:O$*a#i+%a""3 +%'$5er a##i#$6e
#+7ar6' 5+#+r 8i)e(
Student 9.2
Se4&ce 902
Bus&ness .2
Se#f E'$#o"ed .2
Othes .2
Inter.retati!n,
Occu$at&ona##" and $ofess&ona# the 'oto !&*e has !een used &.e. 9.2 $efeed !"
student, &n the se4&ce #e4e# &t &s used 902 and the est of used &n !us&ness, se#f
e'$#o"ed and fo othe $u$oses used.
57
02 I%+5e7i'e $'#+5er a##i#$6e #+7ar6' 5+#+r 8i)e(
1000061.000 8.2
1.000670000 902
700006.0000 1.2
.00006100000 .2
A!o4e one #ac .2
Inter.retati!n,
In the !ase of econo'&ca##", &t &s used &n the !ase of &nco'e &.e. 8.2 of &nco'e (ou$
10,00061.,000, 902 of 1.,000 6 70,0000, 1.2 of &nco'e (ou$ of 70,0006.0,000 and
est of used &n the ae#" a!o4e &nco'e of .0,000.
12 W!i! +5*a%3 8i)e a%6 5+6e"' "i)e6 83 a""9
58
Heo Honda 902
Ba%a% 9.2
Ya'aha 102
TVS 82
Honda 72
Inter.retati!n,
902 'oto !&*e co'$an" and &ts 'ode#s #&*ed !" $eo$#e of Heo Honda, second $os&t&on
of Ba%a% and th&d $os&t&on of Ya'aha and est of TVS and othe co'$an&es.
59
;2 Are $'#+5er 'a#i'4a#i+% #+7ar6' 8i)e9
Yes --..02
No 0..02
Inter.retati!n,
A$$o:&'ate#" 1002 custo'e sat&sfact&on #e4e# of 'oto !&*e $oducts and a ae#" can
sa" that no co''ents a!out &t.
60
<2 Bi)e' are &e%era""3 a6+*#e6 83(
S$eed 902
+o)e;BH+ .2
M&#ea(e 802
Des&(n .2
Band .2
+&c* u$ 72
<o#o .2
<o'fot 32
Inter.retati!n,
5.2 a(e (ou$ of 1367. $efeed a 'oto !&*e, 702 of a(e (ou$ 7.68., 102 of a(e
(ou$ of 8.69. and the est of a(e (ou$ a!o4e 9. "eas o#d.
61
=2 Pe+*"e )%+7 a8+$# #!e 8i)e9
TV 8.2
Ne)s$a$e 1.2
/&end 172
+oduct Sho) 102
/a'&#" 32
Test R&de 72
Intenet 102
Hoad&n( 32
Inter.retati!n,
The a)ae and *no) a!out 'oto !&*e $oducts a!out 8.2 !" TV channe#s, 1.2
ne)s$a$es ; 'a(a=&nes, 172 !" f&ends, 102 !" $oduct sho), 102 thou(h &ntenet,
32 !" fa'&#" and othes thou(h test &d&n( and hoad&n(s.
62
1>2 W!3 6+ 3+$ 6ri?e 8i)e : #7+ 7!ee"er'9
+ass&on 802
Se#f Sat&sfact&on 32
<u&s&n( ; >on( D&4e 802
Sho) Off 72
<o''ut&n( 702
+o)e 102
Inter.retati!n,
The 'ost &'$otant th&n(s to #&*e)&se an" !and of 'oto !&*e thou(h co'$an", !and,
$ass&on and fash&on, sat&sfact&on and co'fota!&#&t" &.e. &n the !ase of $ass&on 802, #on(
d&4e 802, co''ut&n( 702 and $o)e 102 and the est of othes.
63
112 W!+5 6i6 3+$ *$r!a'e a 8i)e9
/a'&#" 902
Youse#f 802
Son 702
G&# /&end 102
Inter.retati!n,
The co''on facto )h&ch &s the !&*e has !een $uchased so'eho) the 'a&n a&' to
facto&=e the co''&t fo fa'&#", se#f, son o dau(hte and othes.
/&st#", 902 of !&*e has !een $uchase ha4&n( &n the '&nd of fa'&#" co''&t, se#f 802,
702 fo son and 102 fo othes.
64
122 W!3 6i6 3+$ *$r!a'e a 8i)e9
Band Va#ue 302
Des&(n .2
+u!#&c&t" 192
Sche'e 02
G&ft 12
Inter.retati!n,
The !&*e has $uchased accod&n( to !and 4a#ue, des&(n, $u!#&c&t" and othes !ase. The
co''on facto, &n the $esent f&st#" !and 4a#ue &s the 'a&n facto &.e. 302 $eo$#e has
!een $uchased an" 'oto !&*e and 192 has !een $uchased ha4&n( the 'a&n facto of
$u!#&c&t".
65
132 W!i! #3*e 8ra)e' "i)e6 83 $'#+5er' 4a?+$ri#e 8i)e9
D&sc Ba*e 3.2
Du' Ba*e 1.2
Inter.retati!n,
The 'a&n facto &s used fo custo'e fa4oua!#" thou(h d&sc !a*e and du' !a*e. It &s
302 used d&sc !a*e and est of used du' !a*e.
66
14: W!i! #3*e' +4 7!ee"' are a##ra#e6 #+ $'#+5er'9
S$o*e ?hee# 702
A##o" ?hee# 302
Inter.retati!n,
The 'a&n attact&on thou(h s$o*e )hee#s and a##o" )hee#s, &.e. &s 302 custo'es
$efeed to a##o" )hee#s and est of $efeed to s$o*e )hee#s.
67
102 H+7 7a' 3+$r e@*erie%e9
Good 702
E:ce##ent @.2
Sat&sfacto" .2
Not Good 02
Inter.retati!n,
In the 'ost $efeed thou(h e:$e&ence &.e. the (ood, and e:ce##ence and sat&sfacto"
!ased. In the su4e" &t has !een found that @.2 e:ce##ence and 702 has !een te##&n(
a!out )&th (ood the'e.
68
112 C$'#+5er' a##i#$6e #+7ar6' 'er?ii%& +4 5+#+r 8i)e(
Sho)oo' -.2
Road Mechan&c .2
Inter.retati!n,
The 'a&n &'$otant th&n( that the 'oto !&*e se4&c&n( facto )hee &t )&## !e !ette do fo
that. -.2 custo'es att&tude to)ads se4&c&n( of 'oto !&*e &n sho)oo' and est of
oad 'echan&c.
69
1;2 Di6 #!e $'#+5er' a##i#$6e #+7ar6' &e# #!e 4$"" ?a"$e +4
5+%e3 7i#! #!e *r+6$#9
Yes 1002
No 02
Inter.retati!n,
1002 custo'es att&tude has !een found to)ads fu## 4a#ue 'one" has ta*en o4e a## the
$oducts.
70
1<2 C$'#+5er a##i#$6e #+7ar6' #!e 4ee"i%& a8+$# 6ea"er
'er?ie' re*re'e%#' #!e $rre%# 8ra%6'2
E:te'e#" ?e## 9.2
Ve" ?e## .02
A4ea(e Not Ve"
?e## .2
Not ?e## at A## 02
Inter.retati!n,
Yes, .02 custo'es has !een h&(h#&(ht a!out !ands and can ha4e 4e" )e## )hene4e
9.2 e:te'e#" )e## and est of a4ea(e.
71
CHAPTER , ;
FINDINGS
OF
RESEARCH
72
FINDINGS OF THE RESEARCH
;$)#&2
0)$)M+T+$2
4ero
4onda
;ajaj 4onda T,2 2uzuki 1amaha
5ender Male Male Male Male Male Male
Marital status 'nmarried 'nmarried 'nmarried 'nmarried Marr%!4 'nmarried
0rofession 2alaried 2alaried 2alaried 2alaried 2alaried 2alaried
)ge ("(6 ("(6 ("(6 ("(6 ("(6 2C-30
+ducation 5raduate 5raduate 5raduate 5raduate 5raduate 5raduate
&ealer@s
attitude
5ood 5ood 5ood 5ood 5ood 5ood
+Bplanation of
%f product
feature
5ood 5ood 5ood 5ood )verage A"!ra(!
2ales terms
and
Condition
V!r-
G''4
5ood 5ood )verage 5ood A"!ra(!
0roduct
display
5ood 5ood 5ood 5ood 5ood 5ood
Cleanliness 5ood 5ood 5ood 5ood 5ood 5ood
)tmosphere 5ood 5ood 5ood 5ood A"!ra(! 5ood
Cleanliness of
purchased
bike
5ood 5ood 5ood 5ood 5ood 5ood
Timely
delivery of
bike
V!r-
G''4
5ood V!r-
G''4
5ood 5ood 5ood
+Bplanation of
bike
function
5ood 5ood 5ood )verage )verage 5ood
0&I and
Check
5ood 5ood 5ood 5ood )verage A"!ra(!
Time taken in
documentation
5ood 5ood 5ood 5ood A"!ra(! 5ood
2alesman
follow up
)verage )verage 5ood )verage )verage G''4
$emainder of
first service
5ood 0oor )verage 0oor )verage G''4
0rompt action
to complaints
5ood 5ood 5ood 5ood )verage 5ood
73
$eplacement Might or
might not
buy
Might or
might not
buy
Pr':a:,-
B+-
Might or
might not
buy
Might or
might
not buy
Might or
might not
buy
T$! *$ar# r!1r!2!&#2 #$! a&a,-2%2 '. #$! *'"!r!4 :ra&42 '& #$! :a2%2 '. 4%..!r!&#
1ara/!#!r2

I%#er*re#a#i+%(
1. %ut of the siB brands covered the respondents of 2uzuki are generally married
while other brands have unmarried customers.
2. The average age of a 1amaha customer comes out to be (7/! yearsas compared
to others brands average customers age which is ("(6 years.
3. -hen eBplanation of product features comes into viewI only 1amaha customers
rank them averageI others says it@s good.
?. 4ero 4onda and 4onda are most favored brands when timely delivery of bike
comes into picture.
A. 2uzuki customers says that they have to run after their dealers for the
documentation of the delivery done while others say they are satisfied.
C. 1amaha is best when sales follow up after delivery is concerned.
D. The most important point that comes up after analysis is that almost every brand
of customer wants a change but 1amaha customers are generally loyal to their
brand.
To conclude it can be said that almost every brand lacks in terms of sales follow
up. 2o this is the area where 1amaha can focus and position its bikes.
2econdly, there is huge market for bikes because almost every bike user wants to
change its bike because of some or the other reason.
*astly, 1amaha has a good market image but a minimum number of users are
new. The most raring point is that 1amaha in spite of having a low market share is
able to retain most of its customers.
74
CHAPTER , <
GAPS
IN
LITERATURE

75

GAPS IN LITERATURE
The research has showed following gaps
)verage age >(7/! years. the average age of 1amaha bike users was assumed to
be ("(6 years . but from the survey it was found that the average age of 1amaha
bike users lie between (7/! years of age.
0rofession >2alariedI 1oung eBecutives . before research students and young
eBecutives were considered to be the main customer of 1amaha.but our research
has shown that the salaried class is the main customer of 1amaha .
.rom the research it can be easily inferred that the 1amaha customers are the most
loyal customers as maBimum number of 1amaha bike users are those who have
already used 1amaha bikes . while the number of new customers are much less
than that of other brands.
Competitive advantage
2peed
0ower
0ickup
;40
76
CHAPTER , =
SCOPE
OF
FURTHER
RESEARCH

SCOPE OF FURTHER RESEARCH

There are various conclusions that can be arrived at regarding the Indian
two wheeler industry after the eBecution of this research . still the research can not be
77
considered as totally eBhaustive . there are various areas that are beyond the scope of
this research . this arises the need and scope of further research in this area . some of
the possible arenas can be as follows <
.orecasting the market for two wheeler industry in coming 6 years .
2tudy of consumer behavior of Indian two wheeler industry .
&eveloping a model for success of a particular brand on the basis of
arrived conclusions.
&eveloping a model of bike on the basis of responses of the customers to
stabilize in the market I determining the optimum combination of mileage
and price.
CHAPTER , 1>
78
PROBLEM
IDENTIFICATION
PROBLEMS IN YAMAHA
79
1amaha bikes have a poor mileage it needs to create a positive image in the mind
of its customers .
They lack style and innovation.
1amaha lacks in aggressive marketing strategy.
Indian customers are mainly commuters and not bikers.
1amaha has no raring "6! cc range bike.
0eople having a halo image of $J"!!.
1amaha has lost trust among Indian consumers by producing bikes like 1;J,
.azer and *ibero.
4igh maintenance cost.
&earer accessories.
1amaha has no vulnerable bike to compete with high mileage bikes of T,2 and
4ero 4onda.
80
CHAPTER / 11
CONCLUSION
81
CONCLUSION
.rom the research following facts about Indian two wheeler industry has
been inferred<
)ge group >
("/! years
0rofession >
Mostly salaried
Customers are generally satisfied with attitude of dealers at the time of sales.
+very brand of bikes have a poor response in terms of sales follow up.
4ero 4onda is the most famous brand.
.avored bikes in today@s date are >
4unk
0ulsar
)pache
Customers stress on =uality as complimentary to looks.
Mileage is what everybody wants.
I& .a*#, #$! 4!a,!r2$%1 '. S+ra1+r, Gr!a#!r N'%4a %2 .'+&4 (''4 $a"%&( 6%#$
*+2#'/!r2 a##%#+4! a&4 :!$a"%'+r #' D!a,!r2$%1 !"a,+a#%'& '#$!r #$a& .'+&4
'. Har%46ar.

82
CHAPTER / 12
SUGGESTIONS
SUGGESTIONS
83
". INTRODUCTION OF NE9 BRANDS > 1amaha should introduce new
bikes in the market. It will definitely make the market oligopolistic , but will
improve the condition of 1amaha .
(. BI5E IN 1A0 CC SEGMENT > 1amaha does not has any successful bike in
this segments . 1amaha needs to introduce a bike in this segment which can
compete with the other brands on price , power, pickup , mileage and style .
/. INTEGRATION OF MAR5ETING AND R = D DEPARTMENT -
1amaha has got best $A& facilities and international design of sports bikes.
It needs to integrate its efforts together with other department more
specifically marketing wing and try to give customers what they want.
3. It has been found from the research that 1amaha has got the most loyal
customers but when it comes to 1amaha , people still talk about $J "!!.
yamaha should develop a bike like $J"!!, and this time mileage and style
should alos be considered.
6. /7! degree marketing approach and need to follow aggressive promotional
campaigns to grab a larger piece of pie in the motorcycle segment.
7. .ocus should be on teenagers, young and eBecutives as they represent largest
portion of the bike user segment.
8. 0rovide better sales follow up which almost every brand lacks > the research
has showed that the bike users of all brands are dissatisfied with their Hafter
sales eBperience@ .this is a big loop hole which yamaha can use to improve its
brand image and to gain more customers.
9. Indian customers generally do not use bike for fashion but as a necessity so
mileage should be a concern, so it needs to create a better image in the mind
of its customers regarding mileage.
84
CHAPTER , 13
LIMITATIONS
85
LIMITATIONS
". $esearch was limited to only two wheeler motorcycle industry.
(. $esearch was restricted to #oida only.
/. 2ince it is limited only to two wheeler motorcycle industry so the entire customer
satisfaction level while and after purchasing a product cannot be projected on this
research.
3. 2ometimes it was very difficult to get the necessary information as filling the
=uestionnaire re=uired time.
6. $esearch could have been wider in scope if along with customer satisfaction level
consumer behavior pattern was also studied.

86
CHAPTER , 1-
ANNEXURE
COMPETITOR CUSTOMER SATISFACTION
SURVEY
C'2T%M+$ #)M+ Town<
87
0hone number UUUUUUUU.. 2tate<
+mail id UUUUUUUUUUU
)ddress of the customerUUUUUUUUUUUUUUUUUUUUUU............
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU..
UU..
#ame of the freelancer< UUUUUUUUUUUUUUUUUUUUUUUUU
). )re you > Lplease tick C
Male .emale Married 'nmarried 2alaried ;usiness
;. )ge UUUUUUUU
C. +ducation UUUUUUUUUUUU..
". -hich motorcycle do you have V
L 0lease tick C
a. 4ero 4onda b. ;ajaj c. 4onda d. Tvs e. 2uzuki. .. 1amaha
g. %thers please specifyUUUUUUUUUUU.
(. 4ow did you first learn about the motorcycle you purchasedV
L 0lease tick C
a. &ealership visit b. .riend c. 0roduct show
d. .amily e. Magazine articles f. 2aw one in use
g. )dvertisement h. Test ride
i. %thers U..0lease specifyUUUUUUUU.
DURING SALES EVALUATION ----
88
". -hen you bought your new motorcycle, how satisfied were you with the
performance of the dealership sales personnel on each of the items below<
a. )ttitude L .riendliness C " ( / 3 6
b. +Bplanations of product features. " ( / 3 6
c. +Bplanation of sales terms and conditions. " ( / 3 6
(. 4ow satisfied are you with the dealer shop.
a. 0roduct display " ( / 3 6
b. Cleanliness " ( / 3 6
c. )tmosphere " ( / 3 6
DURING VEHICLE DELIVERY EVALUATION
". 4ow satisfied were you with the motorcycle delivery.
a. Cleanliness of your purchased motorcycle at delivery " ( / 3 6
b. Timely delivery of the bike " ( / 3 6
c. +Bplanation of motorcycle functions at delivery " ( / 3 6
d. 0roper 0&I and checks made. " ( / 3 6
c. Timely documentation of the delivery done " ( / 3 6
89
AFTER SALES EVALUATION ---
". )fter you bought your new motorcycle , did the dealer staff
a. 2alesman follows up for your first eBperiences. " ( / 3 6
b. &id the dealership remind you for first service dueV " ( / 3 6
c. &id the dealership take prompt actions to your complaintsV " ( / 3 6
) I. .'r a&- r!a2'&, -'+ $a4 #' r!1,a*! -'+r C+rr!&# /'#'r:%8!, 4' -'+ #$%&8
-'+ 6'+,4 :+- .r'/ #$! 2a/! 4!a,!rI
L0lease tickC
a. &efinitely buy b. 0robably buy c. Might or might not buy
d. 0robably not buy e. &efinitely not buy
$easons
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU..
;. If you planning to buy a new bike which brands it would beV
UUUUUUUUUUUUUUUUUUUU...........................................................
.....
C. If not same company then -hyV
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUU
&. If you think of buying a 1amaha bike in future which features will make you buyV
a. Mileage b. 2tyle c. Color d. 0ower e. ;rand
f. 0rice g. 2ervice h. ;40 i. 0ick up j. Fuality
k. )ll purpose l. Maneuverability m. 2peed n. $eliability o. $iding
comfort
+. 0lease comment on 1amaha@s ;rand Image in the ( wheeler industry now V
90
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UU.
.. 0lease rate the followingU..
a. 1amaha@s sales standard " ( / 3 6
b. 1amaha@s service standard " ( / 3 6
5. -hat are the reasons 1amaha is not doing well V
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUU.
+. 4ow well do you feel the dealer services represent the Current ;rand you usingV
L0lease tickC
a. +Btremely well b. ,ery well c. )verage not very well
d. #ot well at all
F. HO9 TO MA5E A CUSTOMER ORIENTED COMPANY ---
2'55+2TI%#2 I. )#1
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUU
L0)$)M+T+$+2C
" W ,+$1 ;)& ( W 0%%$ / W ),+$)5+ 3 W 5%%& 6 ,+$1 5%%&

91
YAMAHA CUSTOMER SATISFACTION
SURVEY
C'2T%M+$ #)M+ Town<
0hone number UUUUUUUU.. 2tate<
+mail id UUUUUUUUUUU
)ddress of the customerUUUUUUUUUUUUUUUUUUUUUU............
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU..
UU..
#ame of the freelancer< UUUUUUUUUUUUUUUUUUUUUUUUU
). )re you > Lplease tick C
Male .emale Married 'nmarried 2alaried ;usiness
;. )ge UUUUUUUU
C. +ducation UUUUUUUUUUUU..
". 4ow did you first learn about 1amaha motorcycle you purchasedV
L 0lease tick C
a. &ealership visit b. .riend c. 0roduct show
d. .amily e. Magazine articles f. 2aw one in use
g. )dvertisement h. Test ride
i. h%thers U..0lease specifyUUUUUUUU.
92
DURING SALES EVALUATION ----
". -hen you bought your new 1amaha, how satisfied were you with the performance
of the dealership sales personnel on each of the items below<
a. )ttitude L .riendliness C " ( / 3 6
b. +Bplanations of product features. " ( / 3 6
c. +Bplanation of sales terms and conditions. " ( / 3 6
(. 4ow satisfied are you with the dealer shop.
a. 0roduct display " ( / 3 6
b. Cleanliness " ( / 3 6
c. )tmosphere " ( / 3 6
DURING VEHICLE DELIVERY EVALUATION
". 4ow satisfied were you with the motorcycle delivery.
a. Cleanliness of your purchased motorcycle at delivery " ( / 3 6
b. Timely delivery of the bike " ( / 3 6
c. +Bplanation of motorcycle functions at delivery " ( / 3 6
d. 0roper 0&I and checks made. " ( / 3 6
c. Timely documentation of the delivery done " ( / 3 6
AFTER SALES EVALUATION ---
93
". )fter you bought your new 1amaha , did the dealer staff
a. 2alesman follow up for your first eBperiences. " ( / 3 6
b. &id the dealership remind you for first service due. " ( / 3 6
c. &id the dealership take prompt actions to your complaints. " ( / 3 6
(. 4ow is your eBperience with the rest of the free services or
paid services you got from the 1amaha dealership. " ( / 3 6
A&- C'//!&#2
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UU.
) I. .'r a&- r!a2'&, -'+ $a4 #' r!1,a*! -'+r YAMAHA, 4' -'+ #$%&8 -'+ 6'+,4
:+- .r'/ #$! 2a/! 4!a,!rI
L0lease tick C
a. &efinitely buy b. 0robably buy c. Might or might not buy
d. 0robably not buy e. &efinitely not buy
;. If you planning to buy a new bike which brand it would beV
UUUUUUUUUUUUUUUUUUUU...........................................................
.....
C. If not 1amaha then which ;rand and why V
94
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUU
&. 4ow well do you feel the dealer services represent the 1amaha brandV
L 0lease tick C
a. +Btremely well b. ,ery well c. )verage not very well
d. #ot well at all
95
E. HO9 TO MA5E YAMAHA A CUSTOMER ORIENTED COMPANY ---
2'55+2TI%#2 I. )#1
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUU
UUUUUUUU.
L 0)$)M+T+$2 C
" W ,+$1 0%%$ ( W 0%%$ / W ),+$)5+ 3 W 5%%& 6 ,+$1 5%%&
96
PARAMETER FOR AUESTIONNAIRES
EVALUATION
DURING SALES EVALUATION ----
1. 9$!& -'+ :'+($# -'+r &!6 Ya/a$a, $'6 2a#%2.%!4 6!r! -'+ 6%#$ #$!
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97
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98
DURING VEHICLE DELIVERY EVALUATION
1. H'6 2a#%2.%!4 6!r! -'+ 6%#$ #$! /'#'r*-*,! 4!,%"!r-.
a. C,!a&,%&!22 '. -'+r 1+r*$a2!4 /'#'r*-*,! a# 4!,%"!r-
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AFTER SALES EVALUATION ---
1. A.#!r -'+ :'+($# -'+r &!6 Ya/a$a , 4%4 #$! 4!a,!r 2#a.. --
a. Sa,!2/a& .',,'6 +1 .'r -'+r .%r2# !71!r%!&*!2.
A J
0ermission
with date and
time taken for
the first
follow up
? J
0ermission
taken with
some details
3 J
0ermission
taken but with
no details
2 J
0ermission
not taken
but interest
shown.
1 J #o
permission
taken.
100
:. D%4 #$! 4!a,!r2$%1 r!/%&4 -'+ .'r .%r2# 2!r"%*! 4+!.

A
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2 re0er to the !nne3ure. 4.4 5or 66 0eatures.


102
!0A%(E4 + 14
BIBLIOGRAPHY
103
BIBLIOGRAPHY
BOO5S
O;)2IC +C%#%M+T$IC2P ,&.#. 5ujarati
OM)$N+TI#5 $+2+)$C4P , #.N. Malhotra
O0$I#CI0*+2 %. M)$N+TI#5P , Notler , )rmstrong
MAGAFINES B NE9SPAPERS
;usiness -orld
;usiness Today
The .inancial +Bpress
The )uto Industries > India A )broad
The Times of India
9EBSITES
www.indianauto.com
www.yamahamotorsindia.com
www.bikes.com
104
CUSTOMER SATISFACTION OF TWO
WHEELERS INDUSTRY
12 Na"e 9
22 <en&er 9 =M>?@
32 Marital Statu.9
i: Marrie& ii An"arrie&
-2 %)one No:9
02 Loation>A&&re..9
12 A*e <rou#=in $ear.@9
i: 18+25 iii 25+35
ii: 35+45 i1 A7o1e 45
;2 %rofe..ion>Ou#ation 9
i: Stu&ent
ii: Ser1ie
iii: Bu.ine..
i1: Self
E"#lo$e&
1: Ot)er.
<2 Ino"e=in 4.:@9
i: 10000+
15000
ii: 15000+
20000
iii: 20000+
50000
i1: 50000+
100000
1: A7o1e one
la/)
=2 W)i) o"#an$ 7i/e 5 "o&el $ou are
)a1in*B
i: 0ero
0on&aCC
CC
ii: Ba'a'CC
CC::
iii: Da"a)aC
CCC:
i1: (8SCCC
C:
1: 0on&aCC
C::
1i: LMLCCC
C
1>2 6ate>Dear of %ur)a.e9 CCCCCC::
112 Are $ou .ati.Ee& -it) t)e #ro&utB
=i@ De. =ii@ No
122 W)at &o $ou li/e
in t)e 7i/eB
i: S#ee&
ii: %o-er>B0
%
iii: Milea*e
i1: 6e.i*n><r
a#)i.
1: Bran&
1i: !olour
1ii: !o"fort
1iii: St$le
iF: Gualit$
F: %i/ u#
105

132 0o- &i& $ou /no- a7out t)e 7i/eB
=i@ (8
=ii@ Ne-.
%a#er>Ma*
aHine
=iii@ ?rien&
=i1@ %ro&ut
S)o-
=1@ ?a"il$
=1i@ Internet
=1ii@ (e.t 4i&e
=1iii@ A.er
=iF@ 0oar&in*
1-2 W)$ &o $ou &ri1e 7i/e>t-o -)eelerB
=i@ %a..ion
=ii@ Self
Sati.fatio
n
=iii@ !rui.in*>lo
n* 6ri1e
=i1@ !o""utin
*
=1@ S)o-
OI>Statu.
S$"7ol
=1i@ %o-er
102 ?or -)o" &i& $ou #ur)a.e t)e 7i/eB
=i@ ?a"il$
=ii@ Dour.elf
=iii@ Dour .on
=i1@ Dour <irl
?rien&
112 W)$ &i& $ou #ur)a.e t)e 7i/eB
=i@ Bran&
8alue
=ii@ 6e.i*n
=iii@ %u7liit$
=i1@ S)e"e
=1@ <ift
1;2 W)i) t$#e of 7ra/e. &o $ou li/e in $our
fa1ourite 7i/eB
=i@ 6i.
Bra/e
=ii@ 6ru"
Bra/e
1<2 W)i) t$#e. of -)eel. are attrate& 7$ $ouB
=i@ S#o/e
-)eel
=ii@ Allo$
-)eel
1=2 6ealer.)i# 5 Loation CCCCCCCCCCCC:
CCCCCC
2>2 0o- -a. $our eF#erieneB
=i@ <oo&
=ii@ Sati.fat
or$
=iii@ EFellen
t
=i1@ Not
<oo&

212 if not .ati.Ee&2 -)$B
=i@ Sale.
=ii@ S)e"e
.
=iii@ !o""it
"ent
=i1@ %ro&ut
=1@ Ser1ie
106
222 Ser1iin*9
=i@ S)o-
roo"
=ii@ 4oa&
Me)ani

232 6i& $ou *et t)e full 1alue of $our "one$ -it)
t)e #ro&utB
=i@ De.
=ii@ No
107

2-: DURING SALES EVALUATIONC
1: W)en $ou 7ou*)t $our ne- "otor$le2 )o- .ati.Ee& -ere $ou -it) t)e
#erfor"ane of t)e &ealer.)i# .ale. #er.onal on ea) t)e ite". 7elo-9
a: Attitu&e =frien&line..@ 1 2 3 4 5
7: EF#lanation. of #ro&ut feature. 1 2 3 4 5
: EF#lanation. of .ale. ter". 5 on&ition. 1 2 3 4 5
2: 0o- .ati.Ee& are $ou -it) t)e &ealer .)o#9
a: %ro&ut &i.#la$ 1 2 3 4
5
7: !leanline.. 1 2 3 4 5
: At"o.#)ere 1 2 3 4 5
BPARAMETERSCD
1EVERY BAD 2EPOOR 3EAVERAGE -EGOOD 0EVERY GOOD
202 DURING VEHICLE DELIVERY EVALUATIONF2
0o- .ati.Ee& -ere $ou -it) t)e "otor$le &eli1er$9
a: !leanline.. of $our #ur)a.e& "otor$le &eli1er$ 1 2 3 4 5
7: (i"el$ &eli1er$ of t)e 7i/e 1 2 3 4 5
: EF#lanation. of "otor$le funtion. at &eli1er$ 1 2 3 4 5
&: %ro#er %6I an& )e/. "a&e 1 2 3 4
5
e: (i"el$ &ou"entation of t)e &eli1er$ &one 1 2 3 4 5
212 AFTER SALES EVALUATION,
After $ou 7ou*)t $our ne- "otor$le2 &i& t)e &ealer .taI9
a: Sale."an follo-. u# for $our Er.t eF#eriene.: 1 2 3 4 5
7: 6i& t)e &ealer.)i# re"in& $ou for Er.t .er1ie &ueB 1 2 3 4
5
: 6i& t)e &ealer.)i# ta/e #ro"#t ation. to $our o"#laint.B 1 2 3 4
5
2;2 0o- -ell &o $ou feel t)e &ealer .er1ie. re#re.ent t)e urrent 7ran&B
i: EFtre"el$ -ell
ii: 8er$ -ell
iii: A1eara*e not 1er$ -ell
i1: Not -ell at all