PROJECT REPORT

On“A COMPARATIVE STUDY OF CUSTOMER

SATISFACTION OF TOWARDS PERFORMANCE OF HERO HONDA ,TVS & BAJAJ BIKES”

Submitted for the fulfillment towards the award of the degree in Bachelor of Business Administration

Of

Dr. B.R. Ambedkar University, Agra

By

Piyush chaturvedi Roll Number: 100964

Under the Supervision of

Miss. mansi sharma

Department of Management StudiesRajiv Academy for Technology and Management, Mathura

PREFACE

In its broadest sense project report is necessary to make the students of

business school familiar with the industrial environment prevailing in the world.

To be competitive and work aggressive, students need to know the policies,

procedures and the trends going on in the present industrial world.

The purpose and objective of this project report is to find out the To know about

A Comparative study between three bikes and shows which company

is more better then each other.

to undergo the market field for the Practical application of the

concept of management and theoretical aspects.

ACKNOWLEDGEMENT

At the onset I must bow down in reverence to the almighty that blessed us with

the understanding & prevalence that is needed in this kind of project report.

With great pleasure I express my heartiest thanks to Offc. Director Dr. (Director

– RATM), Mohd. Zahid (HOD – B.B.A. Deptt.). I would like to extend my sincere

thanks to Mrs. mansi Sharma. [Faculty – Deptt. of Management Studies],

without whose unrelated support and guidance, this project would just not have

been possible. I am very thankful for his invaluable guidance, support, and

affable & friendly nature. He guided me at each and every stage of project.

I am equally indebted to my friends who always inspired and motivated me to do

something better through out this project.

At last I would like to extend my sincere thanks to all the respondents to whom I

visited for giving their support and valuable information, which helps me in

completing my project work.

Piyush chaturvedi

B.B.A. Vith Sem

Roll No. 100964

.

STUDENT’S DECLARATION

I, Piyush chaturvedi, hereby declare that this work entitled“A Comparative Study

Of Customer Satisfaction Of Towards Performance Of HERO HONDA ,TVS & BAJAJ

BIKES” is the result of research under taken. The findings and conclusions

expressed in this report are genuine, authentic and are for academic purpose.

Any resemblance to earlier research work is purely coincidental.

CERTIFICATE

This is to certify that Piyush chaturvedi, student of B.B.A. V SEM of Rajiv

Academy for Technology & Management, Mathura has done this project work

under my supervision.

As per knowledge she has done this project work with sincerity. This project work

is the result of her hard work. Any part of this project is not copied from anywhere

else for the fulfillment of any degrees or diploma.

I really appreciate his hard work & wish his all the best for the future ahead.

Dated:……………. Project

Guide

Mr. mansi Shrma

[Faculty-Deptt.of Mgmt.]

RATM, Mathura

TABLE OF CONTENTS

Preface…………………………………………………………………………... iAcknowledgement………………………………………… ii

Student’s Declaration……………..……………………………………………. iii

Certificate …………………….………………………………………………… iv

1.0 Introduction to the Topic.………………………………………………….. 01

1.1 History of Hero Honda…………………………………………………… 02

1.2 History of BAZAZ…………………………………………………………. 14

1.3 History of TVS………………………………………………………. 252.0 Scope of study…………………………………………….. 353.0 Usefullness and importance of study……………………………. 37 4.0 About the company……………………………………………………. 415.0 Research methodology…………………………………….................... 57

5.1 Research design …………………………….…………………… 575.2 Sample Size…………………………………………….………........... 59

6.0 Scope of study……………………………………………………………. 607.0 Limitation of Research study………………………………………. ….. 618.0 Data Analysis & Interpretation……………………………………………. 63

9.0 Findings…………………………….………………………………………. 84

10.0 Conclusion…...…………………………………………………………… 87

10.1 Recommendation……………………………………………..…… 89

Bibliography…………………………………………………………………...... 92

Appendix [Questionnaire]……………………………………………………... 93

LIST OF TABLES

S. No.

TABLE No.

PAGE No.

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LIST OF CHARTS

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TABLE No.

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TOPIC

This study shows comparison between three bikes and shows which

company is more better then each other.

1

2

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 regulatorymaze, 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. 3

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 mor`e reliable and with better

quality. Indian companies had to change to keep up with their global

counterparts.

4

BOARD OF DIRECTORS

5

HERO HONDA

HEADQUARTERS 6

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 ]BikesHero 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

6

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 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 breakthrough 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-TimeThe 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.

AncillarisationAn 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 benefits took the

form of medical check-ups, not just for workers, but also for the

immediate family members.

Dealer NetworkThe 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 PlanningThe 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.

QualityQuality 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.

DiversificationThroughout 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.

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 over the country.

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.

PROFILE:

KEY PERSONS:

Bajaj Autos Ltd.

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 motor scooters, motorcycles and the auto

rickshaw.

COMPANY'S HISTORYBajaj Auto came into existence on November 29, 1945 as M/s

Bachraj Trading Corporation Private Limited. It started off by selling

imported two- and three wheelers in India. In 1959, it obtained license

from the Government of India to

manufacture two- and three-wheelers and it went public in 1960. In

1970, it rolled out its 100,000th vehicle. In 1977, it managed to

produce and sell 100,000 vehicles in a

single financial year. In 1985, it started producing at Waluj in

Aurangabad. In 1986, it managed to produce and sell 500,000

vehicles in a single financial year. In 1995, it

rolled out its ten millionth vehicle and produced and sold 1 million

vehicles in a year.

Timeline of new releases1971 - three-wheeler goods carrier

1972 - Bajaj Chetak

1976 - Bajaj Super

1977 - Rear engine Autorickshaw

1981 - Bajaj M-50

1986 - Bajaj M-80, Kawasaki Bajaj KB100

1990 - Bajaj Sunny

1994 - Bajaj Classic

1995 - Bajaj Super Excel

1997 - Kawasaki Bajaj Boxer, Rear Engine Diesel Autorickshaw

1998 - Kawasaki Bajaj Caliber, Legend(India's first four-stroke

scooter)

2000 - Bajaj Saffire

2001 - Eliminator, Pulsar

2003 - Caliber115, Bajaj Wind 125, Bajaj Pulsar

2004 - Bajaj CT 100, New Bajaj Chetak 4-stroke with Wonder

Gear, Bajaj

Discover DTS-i

2007 - Bajaj Wave, Bajaj Avenger, Bajaj Discover

2008 - Bajaj Platina

2009 - Bajaj Pulsar-200

ScootersBajaj Sunny

Bajaj Chetak

Bajaj Cub

Bajaj Super

Bajaj Wave

Bajaj Legend

MotorcyclesKawasaki Eliminator

Bajaj Pulsar

Bajaj Kawasaki Wind 125

Bajaj Boxer

Bajaj CT 100

Bajaj Platina

Bajaj Caliber

Bajaj Discover

Bajaj Avenger

Bajaj Pulsar 220 DTS-Fi

Upcoming ModelsBajaj Krystal

Bajaj Blade

Bajaj Sonic

Bajaj XCD String

6

New ImageThe company, over the last decade has successfully changed its

image from a scooter manufacturer to a two wheeler manufacturer,

product range ranging from Scooter ettes

to Scooters to Motorcycle. Its real growth in numbers has come in the

last 4 years after successful introduction of a few models in the

motorcycle segment.The company

is headed by Rahul Bajaj who is worth more than US$1.5 billion.

7

8

TVS MOTOR COMPANYThe 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.

MANY FIRSTS TO THE AUTOMOTIVE INDUSTRY IN INDIATVS 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.

TV Sundaram Iyengar and Sons Limited (TVSs) is the holding

company for the TVS Group of companies engaged in the

manufacturing of almost all kinds of automotive components, best two

wheelers and a few other industrial products. They are also into the

financial services sector. The turnover of the entire group was close

to $2 billion in 2003.TVS was founded by T. V. Sundaram Iyengar in

1911.

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 MOTORSTVS Motor Company has its origin in SUndaram CLayton Limited,

Moped Division, started in 1980. The factory was started in Hosur,

Tamilnadu in southern India. The first product launched was a 50 cc

moped, which appealed to the masses because of its capability to

carry two people. In the same location, the same promoters started

another company in 1984, in collaboration with Suzuki Motor

Corporation of Japan, for the manufacture of 100 cc motorcycles

under the brand name of Ind-Suzuki Motorcycles. Subsequently in

the moped division was bought by Ind Suzuki Motorcycles in 1987

and the company changed its name to TVS Suzuki Ltd. Even though

the company started producing all kinds of two wheelers like mopeds,

scooters and motorcycles, the collaboration with Suzuki continued for

the motorcycles only.

The collaboration with Suzuki Motor Corporation ended in 2001 and

since then the name of the company changed to TVS Motor

Company. The company now develops all types of two-wheelers

through its own in house R&D facility and manufactures in three

locations in India, Hosur in Tamlnadu, Mysore in Karnataka and

Baddi in Himachal Pradesh. It has recently started a new

manufacturing plant in Indonesia to

cater to the South east Asian market. The Chairman and Managing

Director of the Company is Mr. Venu Srinivasan who is the grandson

of TV Sundaram Iyengar.

TVS Group CompaniesSundaram Brake Linings

Sundaram Fastners

Southern Roadways

Sundaram Finance

Sundharams Private Limited

Brakes India Limited

THE MAJOR PRODUCTSMotorcyclesTVS Ind Suzuki AX 100

TVS MAX 100

TVS MAX R 100

TVS Supra

TVS Suzuki Samurai

TVS Suzuki Shogun

TVS Suzuki Shaolin

TVS Suzuki Fiero

TVS Fiero

TVS Star

TVS Star City

TVS Star city deluxe

TVS Star Sport

TVS Fiero F2

TVS Fiero FX

TVS Centra

TVS Victor (110 cc)

TVS Victor GLX (125 cc)

TVS Victor EDGE (125 cc)

TVS Flame (125 cc,ccvti technology)

TVS Apache (150 cc,13.7 Ps @8500rpm)

TVS Apache RTR 160

TVS Apache RTR 160 EFI (Electronic Fuel Injection)

TVS Flame

ScooterettesTVS Scooty ES (60 cc)

TVS Scooty KS (60 cc)

TVS Scooty Pep (75 cc)

TVS Scooty Pep + (90 cc)

TVS Teenz

TVS Teenz Electric

MopedsTVS XL 50(50 cc)

TVS XL (60 cc

TVS Eco

TVS Astra

TVS XL Super (60 cc)

TVS XL Super Heavy Duty

TVS Champ (60 cc)

TVS Super Champ (60cc)

HERO HONDA CBZ X-TREMEPrice Rs 56000

Displacement 150 cc

Weight: 141 Kgs (Kick Start) / 143

Kgs (Electric Start)

4-stroke single cylinder

Idle engine speed 1400 rpm

BAJAJ PULSAR 150Price (ex-showroom, Mumbai)Rs 49,400-53,000

Top speed 107kph

0-60kph 6.25sec

Kpl 59.6 (overall)

TVS APACHEPrice: Rs.58,600/- (Pune)

Displacement 150 cc

Good Balance, Good brakes

4-stroke single cylinder

Electric start & kick start option

Six-spoke black alloy wheels

SCOPE OF THE STUDY

My project was based on the A COMPARATIVE STUDY OF CUSTOMER SATISFACTION TOWARD PERFORMANCE OF HERO HONDA, TVS AND BAJAJ BIKES and data was taken in the City Mathura only.

Marketing research shows more competition level in the market and it provide

current information about market share of moter bikes.At time which company is

more better to his competitor

This project is helpful leasing the risk involved in marketing decisions in

two ways by providing as follows-

(a) Current information for the marketing manager to take decisions.

(b) Generalized knowledge of theory about the making decisions

process.

In the light of above discussion I am summarizing the benefits of this

project as follows:

VALUABLE INFORMATION ABOUT CUSTOMER:-Various valuable information about customer:- are made available by the

marketing research who are our customer for the brand of HERO HONDA bajaj

and Tvs bikes, Why they purchased companies product? What they feel after

purchase of a particular product about it.

Usefulness & Importance of the study

The study of consumer behaviour has very much usefulness & importance to any managers in this rapidly changing environment. This study provides very useful or important information’s to any manager which is helpful to make future strategies & help in taking decisions.

After the study of consumer behaviour regarding Hero Honda bikes the manager comes to know following information:-

Consumer Behavior.The Consumer.The Customer.The Consumer imagery.The Product image.Consumer Need & Motivation.Consumer Personality.Consumer perception.Consumer learning.Consumer Attitude.Consumer Persuasion.The Family.Social class.Personal Influence.Decision making.

CONSUMER BEHAVIOUR:- Consumer Behavior: How a consumer behaves or acts or reacts in making a purchasing of goods and services of his choice in different situation.

CONSUMER: - Anyone engaged in evaluating, acquiring, Using or disposing of goods and services which he/she expect will satisfy his need.

CUSTOMER: - Some one who purchase goods and services from a particular store or company.

KINDS OF CONSUMER:- Personal consumers, Organizational or institutional Consumers,

1. PERSONAL CONSUMER:- Those individuals who purchase goods and services for their own use or for house bold consumption Expurchasing of shaving cream or gifts. The goods are bought for final use by the individual who may be referred to an “end consumer” or” ultimate consumer”

2. ORGANISATION CONSUMER:- Those organization, government agencies and institute like school, collage, churches, hospital, religious and political organization. All of these purchase good and services in order to run their organization weather for profit or not.

CONSUMER PERCEPTION:-

Perception is process by which individual’s select organize and interpret stimuli into a meaningful and coherent picture of the world. Perception has strategy implication for the market. Because consumers make decision based what they perceive, rather than on the basis of objectives reality.

PURCHASE BEHAVIOR: - Consumer makes three types of

purchases

1. Trial of purchases.

2. Repeat purchases.

3. Long term commitment purchase:*

1. TRIAL PURCHASES: - When a consumer purchases a product or brand for the first time and buy a smaller quantity then usual, this purchase would be consider a trial.

2. REPEAT PURCHASE: - When a new brand in an established product category tooths paste, bikes, cola etc. Is found by trial to be more satisfactory or better than other brands consumer are likely to repeat the purchase. Repeat purchase behavior is closely related to the concept of brand loyalty, which more firms try to purchase. Because it contributes to greater stability in the market place

3. POST PURCHASE EVALUATION:-

As consumer use a product, particularly during a trial

purchase, they evaluate its performance in light of their own

expectations.

There are three types of evaluation

1. Actual performance matches expectations

2. Positive disconfirmation of expectations

3. Negative disconfirmation of expectations

COMPANY “Hero”, is the brand name used by the Munjal brothers in the year

1956 with the flagship company Hero Cycles. The two-wheeler

manufacturing business of bicycle components had originally started

in the 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 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 breakthrough 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-TimeThe 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.

AncillarisationAn 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 benefits took the

form of medical check-ups, not just for workers, but also for the

immediate family members.

Dealer NetworkThe 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 PlanningThe 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.

QualityQuality 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.

DiversificationThroughout 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.

Bajaj Auto came into existence on November 29, 1945 as M/s

Bachraj Trading Corporation Private Limited. It started off by selling

imported two- and three wheelers in India. In 1959, it obtained license

from the Government of India to

manufacture two- and three-wheelers and it went public in 1960. In

1970, it rolled out its 100,000th vehicle. In 1977, it managed to

produce and sell 100,000 vehicles in a

single financial year. In 1985, it started producing at Waluj in

Aurangabad. In 1986, it managed to produce and sell 500,000

vehicles in a single financial year. In 1995, it

rolled out its ten millionth vehicle and produced and sold 1 million

vehicles in a year.

Timeline of new releases1971 - three-wheeler goods carrier

1972 - Bajaj Chetak

1976 - Bajaj Super

1977 - Rear engine Autorickshaw

1981 - Bajaj M-50

1986 - Bajaj M-80, Kawasaki Bajaj KB100

1990 - Bajaj Sunny

1994 - Bajaj Classic

1995 - Bajaj Super Excel

1997 - Kawasaki Bajaj Boxer, Rear Engine Diesel Autorickshaw

1998 - Kawasaki Bajaj Caliber, Legend(India's first four-stroke

scooter)

2000 - Bajaj Saffire

2001 - Eliminator, Pulsar

2003 - Caliber115, Bajaj Wind 125, Bajaj Pulsar

2004 - Bajaj CT 100, New Bajaj Chetak 4-stroke with Wonder

Gear, Bajaj

Discover DTS-i

2005 - Bajaj Wave, Bajaj Avenger, Bajaj Discover

2006 - Bajaj Platina

2007 - Bajaj Pulsar-200

ScootersBajaj Sunny

Bajaj Chetak

Bajaj Cub

Bajaj Super

Bajaj Wave

Bajaj Legend

MotorcyclesKawasaki Eliminator

Bajaj Pulsar

Bajaj Kawasaki Wind 125

Bajaj Boxer

Bajaj CT 100

Bajaj Platina

Bajaj Caliber

Bajaj Discover

Bajaj Avenger

Bajaj Pulsar 220 DTS-Fi

Upcoming ModelsBajaj Krystal

Bajaj Blade

Bajaj Sonic

Bajaj XCD String

New ImageThe company, over the last decade has successfully changed its

image from a scooter manufacturer to a two wheeler manufacturer,

product range ranging from Scooter ettes

to Scooters to Motorcycle. Its real growth in numbers has come in the

last 4 years after successful introduction of a few models in the

motorcycle segment.The company

is headed by Rahul Bajaj who is worth more than US$1.5 billion.

TVS MOTORSTVS Motor Company has its origin in SUndaram CLayton Limited,

Moped Division, started in 1980. The factory was started in Hosur,

Tamilnadu in southern India. The first product launched was a 50 cc

moped, which appealed to the masses because of its capability to

carry two people. In the same location, the same promoters started

another company in 1984, in collaboration with Suzuki Motor

Corporation of Japan, for the manufacture of 100 cc motorcycles

under the brand name of Ind-Suzuki Motorcycles. Subsequently in

the moped division was bought by Ind Suzuki Motorcycles in 1987

and the company changed its name to TVS Suzuki Ltd. Even though

the company started producing all kinds of two wheelers like mopeds,

scooters and motorcycles, the collaboration with Suzuki continued for

the motorcycles only.

The collaboration with Suzuki Motor Corporation ended in 2001 and

since then the name of the company changed to TVS Motor

Company. The company now develops all types of two-wheelers

through its own in house R&D facility and manufactures in three

locations in India, Hosur in Tamlnadu, Mysore in Karnataka and

Baddi in Himachal Pradesh. It has recently started a new

manufacturing plant in Indonesia to

cater to the South east Asian market. The Chairman and Managing

Director of the Company is Mr. Venu Srinivasan who is the grandson

of TV Sundaram Iyengar.

TVS Group CompaniesSundaram Brake Linings

Sundaram Fastners

Southern Roadways

Sundaram Finance

Sundharams Private Limited

Brakes India Limited

THE MAJOR PRODUCTSMotorcyclesTVS Ind Suzuki AX 100

TVS MAX 100

TVS MAX R 100

TVS Supra

TVS Suzuki Samurai

TVS Suzuki Shogun

TVS Suzuki Shaolin

TVS Suzuki Fiero

TVS Fiero

TVS Star

TVS Star City

TVS Star city deluxe

TVS Star Sport

TVS Fiero F2

TVS Fiero FX

TVS Centra

TVS Victor (110 cc)

TVS Victor GLX (125 cc)

TVS Victor EDGE (125 cc)

TVS Flame (125 cc,ccvti technology)

TVS Apache (150 cc,13.7 Ps @8500rpm)

TVS Apache RTR 160

TVS Apache RTR 160 EFI (Electronic Fuel Injection)

TVS Flame

ScooterettesTVS Scooty ES (60 cc)

TVS Scooty KS (60 cc)

TVS Scooty Pep (75 cc)

TVS Scooty Pep + (90 cc)

TVS Teenz

TVS Teenz Electric

MopedsTVS XL 50(50 cc)

TVS XL (60 cc

TVS Eco

TVS Astra

TVS XL Super (60 cc)

TVS XL Super Heavy Duty

TVS Champ (60 cc)

TVS Super Champ (60cc)

OBJECTIVES OF THE RESEARCH To analyze the customer satisfaction.

To analyze the customer preference.

To know which manufacturer is providing better services.

To analyze after sales services of bikes.

To study the behavioral factors of consumers in motor

To suggest various factors to improve sales

RESEARCH METHODOLOGYIt 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 SOURCEResearch 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 APPROACHThe 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 UNITIt gives the target population that will be sampled. This research was

carried in Mathura (Distt Mathura) .These were 90 respondents.

Hypothesis - Hypothesis is framed based out of the urge to outline

and earmark factors and test their validity.

Null Hypothesis- There is no significant difference between relation of

established attractive parameters like fuel efficiency, design,

economy etc. and customer satisfaction.

Alternate Hypothesis- There is a significant difference between

relation of established attractive parameters like fuel efficiency,

design, economy etc. and customer satisfaction

DATA COMPLETION AND ANALYSISAfter the data has been collected, it was tabulated and findings of the

project were presented followed by analysis and interpretation to

reach certain conclusions.

SCOPE

My project was based on the A COMPARATIVE STUDY OF CUSTOMER SATISFACTION TOWARD PERFORMANCE OF HERO HONDA, TVS AND BAJAJ BIKES and data was taken in the

City Mathura only.

LIMITATIONS

1. Research work was carried out in one Distt of U.P. (MATHURA)

only the finding may not be applicable to the other parts of the

country because of social and cultural differences.

2. The sample was collected using connivance-sampling techniques.

As such result may not give an exact representation of the

population.

3. Shortage of time is also reason for incomprehensiveness.

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

picture

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.

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.

BAJAJ

INTERPRETATION: - In Bajaj the customers are giving more

preference to Discover and Pulsar models.

TVS

INTERPRETATION:- In TVS Bikes the customers are giving more

preference to the other models rather than Flame, Star city and

Apache.

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.

INTERPRETATION: - It is observed that mostly the customers are

having new bikes.

INTERPRETATION:- The customers are using their bikes mostly for

official and personal purpose.

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

INTERPRETATION: - Out of the sample size of 90 customers, 65

customers agrees

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.

INTERPRETATION:- 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.

INTERPRETATION:- It is observed that most of the customers are

having full knowledge of the bike before purchasing.

HERO HONDA

INTERPRETATION:- 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.

BAJAJ

INTERPRETATION:- 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.

TVS

INTERPRETATION: - In TVS bike the economic price of the bikes

influences the buying behavior of the customers.

INTERPRETATION: - 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.

INTERPRETATION:- It is observed that the customers of Hero Honda

bikes are not ready to change their bikes even if a new bike comes in

with good features. While majority of the customers of Bajaj and TVS

are ready to change their bikes if new bike provides some good

features to them.

MAJOR INTERPRETATION-

Based on above analysis, Null Hypothesis is accepted. Thus, it is to

be seen that all factors like fuel efficiency, economy, design etc. add

up to customer satisfaction in his quest to get the best.

FINDINGS During this research project I came in to contact with many

customers who are having bikes.

It has been found that in Hero Honda mostly the customers are

having splendor while the ratio of the customers using Passion,

Karizma and other bikes are comparatively low.

In Bajaj the customers are giving more preference to Discover

and Pulsar models.

in case of TVS Bikes the customers are givig more preference

to the other models rather than Flame,Starcityand Apache. The

maximum numbers of customers that are using these bikes fall

in the income group of 200000-300000.

It has been observed that the customers are using their bikes

mostly for official and personal purpose.

It is observed that the awareness of Hero Honda bikes mostly

comes from friends while of Bajaj and TVS the awareness

comes from newspapers and televisions.

Out of the sample size of 90 customers, 65 customers agree

with the fact that advertisements play a very significant role in

influencing their behavior to choose the bike. On the other hand

15 customers do not agree to this fact.

While remaining 10 customers are not sure about it.

When the customers are asked that are they satisfied with the

performance of their bikes then most of them agrees to the fact.

Out of the sample size of 90 customers, 55 customers says that

they are satisfied with the performance of their bikes.

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.

At the fourth level they give points to maintenance.

At last they rate price and brand image.

It is observed that the customers of Hero Honda bikes are not

ready to changetheir bikes even if a new bike comes in with

good features

. While majority of the customers of Bajaj and TVS are ready to

change their bikes if new bike provides some good features to

them.

Conclusion1. 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.

RECOMMENDATIONS1. Bajaj should introduce some more models having more engine

power.

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

segment bikes.

3. More service centers should be opened.

4. Maintenance cost and the availability of the spare parts should also

be given due importance.

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

students.

6. The price should be economic

BIBLIOGRAPHY

1. www.herohonda.com2. www.google.com3. www.bajaj.com4. www.twowheeler.com5. www.extrememachines.com