“A COMPARATIVE STUDY OF CUSTOMER

SATISFACTION TOWARD PERFORMANCE OF HERO

HONDA, TVS AND BAJAJ BIKES”

A research paper submitted in partial fulfilment of the course ‘Marketing

management’ for obtaining the degree BBA LLB (Hons.) doing the
academic year 2019-2020.
Submitted by
RAHUL BARNWAL
2033
Submitted to
Dr. Manoj Mishra
Assistant Professor of Management

september 2019
Chanakya National Law University, Patna
Mithapur Nayaynagar, Patna
1|Page
DECLARATION

I hereby declare that the project entitled “A COMPARATIVE STUDY OF

CUSTOMER SATISFACTION TOWARD PERFORMANCE OF HERO HONDA,
TVS AND BAJAJ BIKES” submitted by me at CHANAKYA NATIONAL LAW
UNIVERSITY is a record of bona fide project work carried out by me under the
guidance of our mentor Dr, Manoj Mishra. I further declare that the work reported in
this project has not been submitted and will not be submitted, either in part or in full,
for the award of any other degree or diploma in this university or in any other
university.
----------------
RAHUL BARNWAL
ROLL NO. 2033
3RD SEMESTER
2ND YEAR

2|Page
ACKNOWLEDGEMENT

It is a fact that any research work prepared, compiled or formulated in isolation is

inexplicable to an extent. This research work, although prepared by me, is a
culmination of efforts of a lot of people who remained in veil, who gave their intense
support and helped me in the completion of this project.

Firstly, I am very grateful to my mentor Dr. Manoj Mishra, without the kind support
and help of whom the completion of this project was a herculean task for me. She
donated her valuable time from her busy schedule to help me to complete this project.
I would like to thank her for her valuable suggestions towards the making of this
project.

I am highly indebted to my parents and friends for their kind co-operation and
encouragement which helped me in completion of this project. I am also thankful to
the library staff of my college which assisted me in acquiring the sources necessary
for the compilation of my project.

Last but not the least, I would like to thank the Almighty who kept me mentally
strong and in good health to concentrate on my project and to complete it in time.

I thank all of them !

RAHUL BARNWAL
ROLL NO. 2033
3RD SEMESTER
2ND YEAR

3|Page
 CONTENTS

1. HISTORY OF BAJAJ
 Profile
 Key Person

 Bajaj Introduction
 Company History
 Timeline Of New Release

2. HISTORY OF HERO HONDA

 Board Of Directors

 Company Profile

3. HISTORY OF TVS
4. OBJECTIVES OF THE RESEARCH
5. RESEARCH METHODOLOGY

 Data Source
 Research Approach
 Sampling Unit
 Data Completion And Analysis
 Scope

6. LIMITATION OF RESEARCH STUDY

7. ANALYSIS AND INTERPRETATION

8. FINDINGS

9. CONCLUSION

10. RECOMMENDATION

11. BIBLIOGRAPHY

12. QUETIONNAIRE

4|Page
HISTORY OF BAJAJ

Bajaj Auto limited is one of the largest two wheeler manufacturing company in India apart
from producing two wheelers they also manufacture three wheelers. The company had started way
back in 1945. Initially it used to import the two wheelers from outside, but from 1959 it started
manufacturing of two wheelers in the country. By the year 1970 Bajaj Auto had rolled out their
100,000th vehicle. Bajaj scooters and motor cycles have become an integral part of the Indian
milieu and over the years have come to represent the aspirations of modern India. Bajaj Auto also
has a technical tie up with Kawasaki heavy industries of Japan to produce the latest motorcycles in
India which are of world class quality The Bajaj Kawasaki eliminator has emerged straight out of
the drawing board of Kawasaki heavy industries. The core brand values of Bajaj Auto limited
includes Learning, Innovation, Perfection, Speed and Transparency.

Bajaj Auto has three manufacturing units in the country at Akurdi, Waluj and Chakan in
Maharashtra, western India, which produced 2,314,787 vehicles in 2005-
06. The sales are backed by a network of after sales service and maintenance work shops all ov

Bajaj Auto has products which cater to every segment of the Indian two wheeler market
Bajaj CT 100 Dlx offers a great value for money at the entry level. Similarly Bajaj Discover 125
offers the consumer a great performance without making a big hole in the pocket.

5|Page
PROFILE:
Founder Jamnalal Bajaj

Year of Establishment 1926

Industry Automotive - Two & Three Wheelers

Business Group The Bajaj Group

Listings & its codes BSE – Code: 500490; NSE - Code: BAJAJAUTO

Presence Distribution network covers 50 countries.

Dominant presence in Sri Lanka, Bangladesh,
Columbia, Guatemala, Peru, Egypt, Iran and
Indonesia.

Joint Venture Kawasaki Heavy Industries of Japan

Registered & Head Akurdi

Office
Pune - 411035
India
Tel.: +(91)-(20)-27472851
Fax: +(91)-(20)-27473398

Works  Akurdi, Pune 411035

 Bajaj Nagar, Waluj Aurangabad 431136
 Chakan Industrial Area, Chakan, Pune 411501

E-mail rahulbajaj@bajajauto.co.in

Website www.bajajauto.com

6|Page
Bajaj Autos Ltd.

Bajaj Auto Limited

Type Public

Founded 1945

Headquarters Pune, India

Key people Rahul Bajaj (Chairman)

Revenue Rs. 1,01,063 billion (2006) or USD 1.87 billion

Net income Rs. 17,016 billion

Employees ???

Website www.bajajauto.com

Bajaj Auto is a major Indian automobile manufacturer. It is India's largest and the world's 4th
largest two- and three-wheeler maker. It is based in Pune, Maharashtra, with plants in Waluj near
Aurangabad, Akurdi and Chakan, near Pune. Bajaj Auto makes motorscooters, motorcycles and the
auto rickshaw.

7|Page
HISTORY OF HERO HONDA

India has the largest number of two wheelers in the world with 41.6 million vehicles. India
has a mix of 30 percent automobiles and 70 percent two wheelers in the country. India was the
second largest two wheeler manufacturer in the world starting in the 1950’s with the birth of
Automobile Products of India (API) that manufactured scooters. API manufactured the Lambrettas
but, another company, Bajaj Auto Ltd. surpassed API and remained through the turn of the century
from its association with Piaggio of Italy (manufacturer of Vespa).

The license raj that existed between the1940s to1980s in India, did not allow foreign companies to
enter the market and imports were tightly controlled. This regulatory maze, before the economic
liberalization, made business easier for local players to have a seller’s market. Customers in India
were forced to wait 12 years to buy a scooter from Bajaj. The CEO of Bajaj commented that he did
not need a marketing department, only a dispatch department. By the year 1990, Bajaj had a
waiting list that was twenty-six times its annual output for scooters.

The motorcycle segment had the same long wait times with three manufacturers; Royal Enfield,
Ideal Jawa, and Escorts. Royal Enfield made a 350cc Bullet with the only four-stroke engine at that
time and took the higher end of the market but, there was little competition for their customers.
Ideal Jawa and Escorts took the middle and lower end of the market respectively.In the mid-1980s,
the Indian government regulations changed and permitted foreign companies to enter the Indian
market through minority joint ventures. The two-wheeler market changed with four Indo- Japanese
joint ventures: Hero Honda, TVS Suzuki, Bajaj Kawasaki and Kinetic Honda. The entry of these
foreign companies changed the Indian market dynamics from the supply side to the demand side.
With a larger selection of two-wheelers on the Indian market, consumers started to gain influence
over the products they bought and raised higher customer expectations. The industry produced more
models, styling options, prices, and different fuel efficiencies. The foreign companies new
technologies helped make the products more reliable and with better quality. Indian companies had
to change to keep up with their global counterparts.

8|Page
BOARD OF DIRECTORS

N Name of the Directors Designation

o
.
1 Mr. Brijmohan Lall Munjal Chairman & Whole-time Director

2 Mr. Pawan Munjal Managing Director

3 Mr. Toshiaki Nakagawa Jt. Managing Director

4 Mr. Takao Eguchi Whole-time Director

5 Mr. Satyanand Munjal Non-executive Director

6 Mr. Om Prakash Munjal Non-executive Director

7 Mr. Tatsuhiro Oyama Non-executive Director

8 Mr. Masahiro Takedagawa Non-executive Director

9 Mr. Narinder Nath Vohra Non-executive & Independent Director

1 Mr. Pradeep Dinodia Non-executive & Independent Director

0
1 Gen.(Retd.) Ved Prakash Malik Non-executive & Independent Director
1
1 Mr. Analjit Singh Non-executive & Independent Director
2
1 Dr. Pritam Singh Non-executive & Independent Director
3
1 Ms. Shobhana Bhartia Non-executive & Independent Director
4
1 Dr. Vijay Laxman Kelkar Non-executive & Independent Director
5

9|Page
 Hero Honda Motorcycle Ltd.

Type Public company BSE:HEROHONDA M

Founded January 19, 1984 in Gurgaon, Haryana, India

Headquart Haryana, India

ers
Om Prakash Munjal, Founder

Key people Mr. Brijmohan Lall Munjal,

Chairman Mr. Toshiaki Nakagawa, Joint Managing
Director

Mr. Pawan Munjal, Managing Director

Industry Automotive

Products Motorcycles, Scooters

Revenue U$ 2.8 billion

Website http://www.herohonda.com/site/home/home.asp

HERO HONDA HEADQUARTERS

10 | P a g e
Hero Honda Motorcycles Limited is an Indian manufacturer of motorcycles and scooters. Hero
Honda is a joint venture that began in 1984 between the Hero group of India and Honda from Japan.
It has been the world's biggest manufacturer of 2- wheeled motorized vehicles since 2001, when it
produced 1.3 million motorbikes in a single year. Hero Honda's Splendor is the world's largest
selling motorcycle. Its 2 plants are in Dharuhera and Gurgaon, both in Haryana, India. It specializes
in dual use motorcycles that are low powered but very fuel efficient.

[ Models ]
Bikes

Hero Honda Splendor Plus

Hero Honda Passion Plus
Hero Honda Karizma
Hero Honda CBZ
Hero Honda Super Splendor
Hero Honda CD Dawn
Hero Honda CD Deluxe
Hero Honda Achiever
Hero Honda Glamour
Hero Honda Ambition

Hero Honda "Splendor" Model

11 | P a g e
COMPANY PROFILE
“Hero”, is the brand name used by the Munjal brothers in the year 1956 with the flagship company
Hero Cycles. The two-wheeler manufacturing business of bicycle components had originally started
in the 1940’s and turned into the world’s largest bicycle manufacturer today. Hero, is a name
synonymous with two-wheelers in India today. The Munjals roll their own steel, make free wheel
bicycle critical components and have diversified into different ventures like product design. The
Hero Group philosophy is: “To provide excellent transportation to the common man at easily
affordable prices and to provide total satisfaction in all its spheres of activity”. The Hero group
vision is to build long lasting relationships with everyone (customers, workers, dealers and
vendors). The Hero Group has a passion for setting higher standards and “Engineering Satisfaction”
is the prime motivation, way of life and work culture of the Group.

In the year 1984, Mr. Brijmohan Lal Munjal, the Chairman and Managing Director of Hero Honda
Motors (HHM), headed an alliance between the Munjal family and Honda Motor Company Ltd.
(HMC). HHM Mission Statement is: “We, at Hero Honda, are continuously striving for synergy
between technology, systems, and human resources to provide products and services that meet the
quality, performance, and price aspirations of our customers. While doing so, we maintain the
highest standards of ethics and societal responsibilities, constantly innovate products and processes,
and develop teams that keep the momentum going to take the company to excellence in the new
millennium”. This alliance became one of the most successful joint ventures in India, until the year
1999 when HMC had announced a 100% subsidiary, Honda Motorcycle & Scooter India (HMSI).
This announcement caused the HHM stock price to decrease by 30 percent that same day. Munjal
had to come up with some new strategic decisions as, HMSI and other foreign new entry companies
were causing increased intensity of rivalry for HHM.

GROWTHThe business growth of Hero Honda has been phenomenal throughout its early days.
The Munjal family started a modest business of bicycle components. Hero Group expanded so big
that by 2002 they had sold 86 million bicycles producing 16000 bicycles a day. Today Hero Honda
has an assembly line of 9 different models of motorcycles available. It holds the record for most
popular bike in the world by sales for Its Splendor model. Hero Honda Motors Limited was
established in joint venture with Honda Motors of Japan in 1984, to manufacture motorcycles. It is

12 | P a g e
currently the largest producer of Two Wheelers in the world. It sold 3 million bikes in the year
2005-2006. Recently it has also entered in scooter manufacturing, with its model PLEASURE
mainly aimed at girls. The Hero Group has done business differently right from the start and that is
what has helped them to achieve break- through in the competitive two-wheeler market. The
Group's low key, but focused, style of management has earned the company plaudits amidst
investors, employees, vendors and dealers, as also worldwide recognition.The growth of the Group
through the years has been influenced by a number of factors:

Just-in-Time

The Hero Group through the Hero Cycles Division was the first to introduce the concept of just-in-
time inventory. The Group boasts of superb operational efficiencies. Every assembly line worker
operates two machines simultaneously to save time and improve productivity. The fact that most of
the machines are either developed or fabricated in-house, has resulted in low inventory levels. In
Hero Cycles Limited, the just-in-time inventory principle has been working since the beginning of
production in the unit and is functional even till date.. This is the Japanese style of production and
in India; Hero is probably the only company to have mastered the art of the just-in-time inventory
principle.

Ancillarisation

An integral part of the Group strategy of doing business differently was providing support to
ancillary units. There are over 300 ancillary units today, whose production is dedicated to Hero's
requirements and also a large number of other vendors, which include some of the better known
companies in the automotive segment. Employee Policy:

Another Striking feature within the Hero Group is the commitment and dedication of its workers.
There is no organized labor union and family members of employees find ready employment within
Hero. The philosophy with regard to labor management is "Hero is growing, grow with Hero."
When it comes to workers' benefits, the Hero Group is known for providing facilities, further ahead
of the industry norms. Long before other companies did so, Hero was giving its employees a
uniform allowance, as well as House Rent Allowance (HRA) and Leave Travel Allowance (LTA).
Extra

13 | P a g e
benefits took the form of medical check-ups, not just for workers, but also for the immediate family
members.

Dealer Network

The relationship of Hero Group with their dealers is unique in its closeness. The dealers are
considered a part of the Hero family. A nation-wide dealer network comprising of over 5,000
outlets, and have a formidable distribution system in place. Sales agents from Hero travels to all the
corners of the country, visiting dealers and send back daily postcards with information on the stock
position that day, turnover, fresh purchases, anticipated demand and also competitor action in the
region. The manufacturing units have a separate department to handle dealer complaints and
problems and the first response is always given in 24 hours.

Financial Planning

The Hero Group benefits from the Group Chairman's financial acumen and his grasp on technology,
manufacturing and marketing. Group Company, Hero Cycles Limited has one of the highest labor
productivity rates in the world. In Hero Honda Motors Limited, the focus is on financial and raw
material management and a low employee turnover.

Quality

Quality at Hero is attained not just by modern plants and equipment and through latest technology,
but by enforcing a strict discipline. At the Group factories, attaining quality standards is an
everyday practice - a strictly pursued discipline. It comes from an amalgamation of the latest
technology with deep-rooted experience derived from nearly four decades of hard labor. It is an
attitude that masters the challenge of growth and change - change in consumers' perceptions about
products and new aspirations arising from a new generation of buyers. Constant technology up
gradation ensures that the Group stays in the global mainstream and maintains its competitive edge.
With each of its foreign collaborations, the Group goes onto strengthen its quality measures as per
the book. The Group also employs the services of independent experts from around the world to
assist in new design and production processes.

14 | P a g e
Diversification

Throughout the years of enormous growth, the Group Chairman, Mr. Lall has actively looked at
diversification. A considerable level of backward integration in its manufacturing activities has
been ample in the Group's growth and led to the establishment of the Hero Cycles Cold Rolling
Division, Munjal and Sunbeam Castings, Munjal Auto Components and Munjal Showa Limited
amongst other component-manufacturing units.

Then there were the expansion into the automotive segment with the setting up of Majestic Auto
Limited, where the first indigenously designed moped, Hero Majestic, went into commercial
production in 1978. Then came Hero Motors which introduced Hero Puch, in collaboration with
global technology leader Steyr Daimler Puch of Austria. Hero Honda Motors was established in
1984 to manufacture 100 cc motorcycles.

The Hero Group also took a venture into other segments like exports, financial services, information
technology, which includes customer response services and software development. Further
expansion is expected in the areas of Insurance and Telecommunication.

The Hero Group's phenomenal growth is the result of constant innovations, a close watch on costs
and the dynamic leadership of the Group Chairman, characterized by a culture of entrepreneurship,
of right attitudes and building stronger relationships with investors, partners, vendors and dealers
and customers

15 | P a g e
HISTORY OF TVS

TVS MOTOR COMPANY

The TVS group was established in 1911 by Shri. T. V. Sundaram Iyengar. As one of India’s
largest industrial entities it epitomizes Trust, Value and Service. It all began way back in 1984 when
Sundaram Clayton Limited (A TVS Group company) introduced its 50 CC mopeds in the arena of
road racing, notching up unbelievable speeds of 105 kmph. Since then, there has been no looking
back for TVS Motor Company. TVS Racing was established in 1987 with the objective of
improving the performance of its bikes. Over the years it has provided valuable data, design inputs,
development of reliable motorcycle models, excellent vehicle dynamics & handling etc. The true
evidence of it is seen in today's TVS Victor and TVS Fiero. Today, there are over thirty companies
in the TVS Group, employing more than 40,000 people worldwide and with a turnover in excess of
USD 2.2 billion.

With steady growth, expansion and diversification, TVS commands a strong presence in
manufacturing of two-wheelers, auto components and computer peripherals. We also have vibrant
businesses in the distribution of heavy commercial vehicles passenger cars, finance and insurance.

TVS Motor Company Limited, the flagship company of the USD 2.2 billion TVS Group, is
the third largest two-wheeler manufacturer in India and among the top ten in the world, with an
annual turnover of over USD 650 million.

The year 1980 is one to be remembered for the Indian two-wheeler industry, with the roll
out of TVS 50, India's first two-seater moped that ushered in an era of affordable personal
transportation. For the Indian Automobile sector, it was a breakthrough to be etched in history. TVS
Motor Company is the first two-wheeler manufacturer in the world to be honoured with the
hallmark of Japanese Quality – The Deming Prize for Total Quality Management.

16 | P a g e
MANY FIRSTS TO THE AUTOMOTIVE INDUSTRY IN INDIA

TVS has been at the forefront in bringing a revolution in the way personal commutation was
happening, way back in the 1980s. Beginning with launching a simple, easy-to-use moped for the
middle class in India in the 1980s to launching 7 new bikes in a single day (first time in the history
of the automotive industry in the world), TVS has often taken the unbeaten path to innovation.

Ushering in the personal transportation revolution

1980 Launched TVS 50, India's first 2 seater 50 cc moped

1984 First Indian company to introduce 100 cc Indo - Japanese motorcycles

Launched India's First indigenous scooterette (sub - 100 cc

1994 variomatic) -
TVS Scooty
Introduced India's first catalytic converter enabled motorcycle, the 110
1996 cc
Shogun
1997 Introduced India's first 5 speed motorcycle, Shaolin

2000 Launched India's first 150 cc, 4 stroke motorcycle - The Fiero

Launched India's first fully indigenously designed and manufactured

2001
motorcycle.
Launched the revolutionary VT-I engine for the best in class mileage in
2004
TVS Centra

2006 Launched TVS Apache - first bike to win 6 awards in a row

Apache RTR - first two wheeler in India to have racing inspired engine
2007 and
features.
TVS Flame, TVS Scooty Electric Vehicle and Three wheeler TVS
2008 King
launched.

17 | P a g e
It is the only automotive manufacturer in India to get the prestigious Deming Prize. One of its
subsidiaries Sundaram Clayton was the first company in India to receive the Deming allowed by
Sundaram Brake Linings also getting the Deming Prize. This prize is "given to organizations or
divisions of organizations that have achieved distinctive performance improvement through the
application of TQM in a designated year." Sundaram Clayton went on to be awarded the Japan
Quality Medal.

The TVS group of companies is mainly situated in Padi, Tamil Nadu, in the outskirts of Chennai
(formerly Madras).

TVS MOTORS

TVS Motor Company has its origin in SUndaram CLayton Limited, Moped Division, started in
1980. The factory was started in Hosur, Tamilnadu in southern India. The first product launched
was a 50 cc moped, which appealed to the masses because of its capability to carry two people. In
the same location, the same promotors started another company in 1984, in collaboration with
Suzuki Motor Corporation of Japan, for the manufacture of 100 cc motorcycles under the brand
name of Ind-Suzuki Motorcycles. Subsequently in the moped division was bought by Ind Suzuki
Motorcycles in 1987 and the company changed its name to TVS Suzuki Ltd. Even though the
company started producing all kinds of two wheelers like mopeds, scooters and motorcycles, the
collaboration with Suzuki continued for the motorcycles only. The collaboration with Suzuki Motor
Corporation ended in 2001 and since then the name of the company changed to TVS Motor
Company. The company now develops all types of two-wheelers through its own in house R&D
facility and manufactures in three locations in India, Hosur in Tamlnadu, Mysore in Karnataka and
Baddi in Himachal Pradesh. It has recently started a new manufacturing plant in Indonesia to cater
to the South east Asian market. The Chairman and Managing Director of the Company is Mr. Venu
Srinivasan who is the grandson of TV Sundaram Iyengar.

18 | P a g e
 OBJECTIVES OF THE RESEARCH

1. To analyze the customer satisfaction.

2. To analyze the customer preference.

3. To know which manufacturer is providing better services.

4. To analyze after sales services of bikes.

5. To study the behavioral factors of consumers in motor bikes.

6. To suggest various factors to improve sales.

19 | P a g e
RESEARCH METHODOLOGY
It is well known fact that the most important step in marketing research process is to define
the problem. Choose for investigation because a problem well defined is half solved. That was the
reason that at most care was taken while defining various parameters of the problem. After giving
through brain storming session, objectives were selected and the set on the base of these objectives.
A questionnaire was designed major emphasis of which was gathering new ideas or insight so as to
determine and bind out solution to the problems.

DATA SOURCE

Research included gathering both Primary and Secondary data. Primary data is the first
hand data, which are selected a fresh and thus happen to be original in character. Primary Data was
crucial to know various customers and past consumer views about bikes and to calculate the market
share of this brand in regards to other brands.

Secondary data are those which has been collected by some one else and which already
have been passed through statistical process. Secondary data has been taken from internet,
newspaper, magazines and companies web sites.

RESEARCH APPROACH

The research approach was used survey method which is a widely used method for data
collection and best suited for descriptive type of research survey includes research instrument like
questionnaire which can be structured and unstructured. Target population is well identified and
various methods like personal interviews and telephone interviews are employed.

SAMPLING UNIT

It gives the target population that will be sampled. This research was carried in Bareilly
(Distt Bareilly).

These were 90 respondents.

20 | P a g e
DATA COMPLETION AND ANALYSIS

After the data has been collected, it was tabulated and findings of the project were presented
followed by analysis and interpretation to reach certain conclusions.

SCOPE

My project was based on the A COMPARATIVE STUDY OF CUSTOMER

SATISFACTION TOWARD PERFORMANCE OF HERO HONDA, TVS AND
BAJAJ BIKES and data was taken in the City Bareilly only.

21 | P a g e
 LIMITATIONS

1. Research work was carried out in one Distt of U.P. (BAREILLY) only the finding may not be
applicable to the other parts of the country because of social and cultural differences.

2. The sample was collected using connivance-sampling techniques. As such result may not give an
exact representation of the population.

3. Shortage of time is also reason for incomprehensiveness.

4. The views of the people are biased therefore it doesn’t reflect true picture.

22 | P a g e
ANALYSIS AND
INTERPRETATION
Q1) Which bike do you have?

Hero Honda 30

Bajaj 30

Any other 30

INTERPRETATION: - Out of the sample size of 90 customers, 30 customers are of Hero Honda,
30 are of Bajaj and 30 customers of TVS bikes are taken into consideration.

23 | P a g e
 Q2) Which Model do you Have?

Hero Honda Bajaj TVS

Splender 13 CT 100 5 Flame 4

Passion 5 Discover 11 Star City 9

Karizma 2 Pulsar 10 Apache 7

Any other 10 Any other 4 Any other 10

HERO HONDA

INTERPRETATION: - In Hero Honda mostly the customers are having splendor while the ratio of
the customers using Passion, Karizma and other bikes are comparatively low.

24 | P a g e
BAJAJ

INTERPRETATION: - In Bajaj the customers are giving more preference to Discover and Pulsar
models.

TVS

INTERPRETATION:- In TVS Bikes the customers are givig more preference to the other
models rather than Flame,Starcityand Apache.

25 | P a g e
 Q3) In which family Income level do you Fall?

100000-200000 22

200000-300000 45

300000-400000 23

above 400000 10

INTERPRETATION: - The maximum numbers of customers that are using these bikes fall
in the income group of 200000-300000. While this ratio is minimum in case of customers whose
income level fall between 300000-400000.

26 | P a g e
 Q4) For how long do you own a bike?

0-1 year 34

1-2 year 29

2-3 year 26

above 3 year 11

INTERPRETATION: - It is observed that mostly the customers are having new bikes.

27 | P a g e
Q5) For what purpose do you use your Motor Bike?

Hero Honda Bajaj TVS

Office Purpose 13 42 38

Personal purpose 17 15 27

Joy Purpose 10 18 10

Other 40 15 15

INTERPRETATION:- The customers are using their bikes mostly for official and personal purpose.

28 | P a g e
 Q6) How do you come to know about this Motor Bike?

Hero Bajaj TVS

Honda

Newspaper 28 33 22

Television 22 28 18

Magazine 8 16 28

Friends & Relative 37 13 22

INTERPRETATION: - It is observed that the awareness of Hero Honda bikes mostly comes
from friends while of Bajaj and TVS the awareness comes from newspapers and televisions.

29 | P a g e
FINDINGS
During this research project I came in to contact with many customers who are having bikes.
It has been found that in Hero Honda mostly the customers are having splendor while the ratio of
the customers using Passion, Karizma and other bikes are comparatively low. In Bajaj the
customers are giving more preference to Discover and Pulsar models and in case of TVS Bikes the
customers are givig more preference to the other models rather than Flame,Starcityand Apache. The
maximum numbers of customers that are using these bikes fall in the income group of 200000-
300000.

It has been observed that the customers are using their bikes mostly for official and personal
purpose. It is observed that the awareness of Hero Honda bikes mostly comes from friends while of
Bajaj and TVS the awareness comes from newspapers and televisions. Out of the sample size of 90
customers, 65 customers agree with the fact that advertisements play a very significant role in
influencing their behavior to choose the bike. On the other hand 15 customers do not agree to this
fact. While remaining 10 customers are not sure about it.

When the customers are asked that are they satisfied with the performance of their bikes then most
of them agrees to the fact. Out of the sample size of 90 customers, 55 customers says that they are
satisfied with the performance of their bikes. On the other hand 28 customers are not satisfied with
the performance of the bikes that they are having. While the remaining 10 customers are unable to
say anything. It is observed that most of the customers are having full knowledge of the bike before
purchasing

It has been seen that In Hero Honda bikes the mileage of the bike and the value that it adds
to the status symbol of the customers influences the decision criteria of most of the customers. In
Bajaj bikes customers gets more influenced by the price and quality of the bike and also they think
that it adds value to their prestige. While in case of TVS bike the economic price of the bikes
influences the buying behavior of the customers.

It is observed that in rating of different features of different bikes people give maximum
rating to the look and shape of the bike. At the second level they give their rating to the pick up. At
the third level they rate mileage. And at the fourth level they give points to maintenance. At last
they rate price and brand image.

30 | P a g e
 Conclusion

1. Most of the Flame, Apache, Pulsar, CBZ & Karizma are purchased by young generation 18 to 30

years because they prefer stylish looks and rest of the models of Hero Honda, TVS and Bajaj are

purchased more by daily users who needs more average of bikes than looks.

2. Hero Honda is considered to be most fuel-efficient bike on Indian roads.

3. Service & Spare parts are available throughout India in local markets also.

4. While buying a motorcycle, economy is the main consideration in form of maintenance cost, fuel

efficiency.

5. Majority of the respondent had bought their motorcycle more than 3 years.

31 | P a g e
 RECOMMENDATIONS

1. Bajaj should introduce some more models having more engine power.

2. Hero Honda should think about fuel efficiency in case of upper segment bikes.

3. More service centers should be opened.

4. Maintenance cost and the availability of the spare parts should also be given due importance.

5. They also introduce some good finance/discount schemes for students.

6. The price should be economic.

32 | P a g e
 BIBLIOGRAPHY

1. www.herohonda.com

2. www.google.com

3. www.bajaj.com

4. www.twowheeler.com

5. www.extrememachines.com

33 | P a g e