CONTENTS

Declaration
Preface
Acknowledgement
Company Profile
Introduction
Indian Two Wheeler Industry
HONDA Motors Company
Objectives of the Study
Scope of the Study
Research Methodology
Data Analysis
Findings
Suggestions
Limitations
Bibliography

1
 INTRODUCTION

Constomer satisfaction is a term frequently used in marketing. It is a measure of how

products and services supplied by a company meet or surpass consumer expectation.
Consumer satisfaction is defined as "the number of consumers, or percentage of total
consumers, whose reported experience with a firm, its products, or its services (ratings)
exceeds specified satisfaction goals." In a survey of nearly 200 senior marketing managers,
71 percent responded that they found a consumer satisfaction metric very useful in managing
and monitoring their businesses.

It is seen as a key performance indicator within business and is often part of a Balanced
Scorecard. In a competitive marketplace where businesses compete for consumers, consumer
satisfaction is seen as a key differentiator and increasingly has become a key element of
business strategy.

"Within organizations, consumer satisfaction ratings can have powerful effects. They focus
employees on the importance of fulfilling consumers' expectations. Furthermore, when these
ratings dip, they warn of problems that can affect sales and profitability.... These metrics
quantify an important dynamic. When a brand has loyal consumers, it gains positive word-of-
mouth marketing, which is both free and highly effective."

Therefore, it is essential for businesses to effectively manage consumer satisfaction. To be

able do this, firms need reliable and representative measures of satisfaction.

"In researching satisfaction, firms generally ask consumers whether their product or service
has met or exceeded expectations. Thus, expectations are a key factor behind satisfaction.
When consumers have high expectations and the reality falls short, they will be disappointed
and will likely rate their experience as less than satisfying. For this reason, a luxury resort, for
example, might receive a lower satisfaction rating than a budget motel—even though its
facilities and service would be deemed superior in 'absolute' terms."

Here are the top six reasons why consumer satisfaction is so important:
2
 • It’s a leading indicator of consumer repurchase intentions and loyalty

• It’s a point of differentiation

• It reduces consumer churn
• It increases consumer lifetime value
• It reduces negative word of mouth
• It’s cheaper to retain consumers than acquire new ones

1. It’s a leading indicator of consumer repurchase intentions and loyalty

Consumer satisfaction is the best indicator of how likely a consumer will make a purchase in
the future. Asking consumers to rate their satisfaction on a scale of 1-10 is a good way to see
if they will become repeat consumers or even advocates.

Any consumers that give you a rating of 7 and above, can be considered satisfied, and you
can safely expect them to come back and make repeat purchases. Consumers who give you a

rating of 9 or 10 are your potential consumer advocates who you can leverage to become
evangelists for your company.

Scores of 6 and below are warning signs that a consumer is unhappy and at risk of leaving.
These consumers need to be put on a consumer watch list and followed up so you can
determine why their satisfaction is low.

See how satisfaction provides so much insight into your consumers?

That’s why it’s one of the leading metrics businesses use to measure consumer repurchase

and consumer loyalty.

2. It’s a point of differentiation

In a competitive marketplace where businesses compete for consumers; consumer satisfaction

is seen as a key differentiator. Businesses who succeed in these cut-throat environments are
the ones that make consumer satisfaction a key element of their business strategy.

Picture two businesses that offer the exact same product. What will make you choose one
over the other?

3
If you had a recommendation for one business would that sway your opinion? Probably. So
how does that recommendation originally start? More than likely it’s on the back of a good
consumer experience. Companies who offer amazing consumer experiences create
environments where satisfaction is high and consumer advocates are plenty.

This is an example of where consumer satisfaction goes full circle. Not only can consumer
satisfaction help you keep a finger on the pulse of your existing consumers, it can also act as
a point of differentiation for new consumers.

3. It reduces consumer churn

An Accenture global consumer satisfaction report (2008) found that price is not the main
reason for consumer churn; it is actually due to the overall poor quality of consumer service.

Consumer satisfaction is the metric you can use to reduce consumer churn. By measuring and
tracking consumer satisfaction you can put new processes in place to increase the overall
quality of your consumer service.
I recommend you put an emphasis on exceeding consumer expectations and ‘wowing’
consumers at every opportunity. Do that for six months, than measure consumer satisfaction
again. See whether your new initiatives have had a positive or negative impact on
satisfaction.

4. It increases consumer lifetime value

A study by InfoQuest found that a ‘totally satisfied consumer’ contributes 2.6 times more
revenue than a ‘somewhat satisfied consumer’. Furthermore, a ‘totally satisfied consumer’
contributes 14 times more revenue than a ‘somewhat dissatisfied consumer’.

Satisfaction plays a significant role in how much revenue a consumer generates for your
business.

Successful businesses understand the importance of consumer lifetime value (CLV). If you
increase CLV, you increase the returns on your marketing dollar.

4
For example, you might have a cost per acquisition of $500 dollars and a CLV of $750.
That’s a 50% ROI from the marketing efforts. Now imagine if CLV was $1,000. That’s a
100% ROI!

Consumer lifetime value is a beneficiary of high consumer satisfaction and good consumer
retention. What are you doing to keep consumers coming back and spending more?

Learn more about consumer lifetime value:

• Consumer Lifetime Value For Beginners (4 Step Guide)

• 5 Strategies To Increase Consumer Lifetime Value

5. It reduces negative word of mouth

McKinsey found that an unhappy consumer tells between 9-15 people about their experience.
In fact, 13% of unhappy consumers tell over 20 people about their experience.

That’s a lot of negative word of mouth.

How much will that affect your business and its reputation in your industry?

Consumer satisfaction is tightly linked to revenue and repeat purchases. What often gets
forgotten is how consumer satisfaction negatively impacts your business. It’s one thing to
lose a consumer because they were unhappy. It’s another thing completely to lose 20
consumers because of some bad word of mouth.

To eliminate bad word of mouth you need to measure consumer satisfaction on an ongoing
basis. Tracking changes in satisfaction will help you identify if consumers are actually happy

with your product or service.

6. It’s cheaper to retain consumers than acquire new ones

This is probably the most publicized consumer satisfaction statistic out there. It costs six to
seven times more to acquire new consumers than it does to retain existing consumers.

If that stat does not strike accord with you then there’s not much else I can do to demonstrate
why consumer satisfaction is important.
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Consumers cost a lot of money to acquire. You and your marketing team spend thousands of
dollars getting the attention of prospects, nurturing them into leads and closing them into
sales.
Why is it that you then spend little or no money on consumer retention?

Imagine if you allocated one sixth of your marketing budget towards consumer retention.
How do you think that will help you with improving consumer satisfaction and retaining
consumers?

Here are some consumer retention strategies to get you thinking:

• Use blogs to educate consumers

• Use email to send special promotions
• Use consumer satisfaction surveys to listen
• Delight consumers by offering personalized experiences

Measure satisfaction to see how happy your consumers really are

Lee Resource Inc. found that for every consumer complaint there are 26 other unhappy
consumers who have remained silent.

That is an alarming statistic. Most companies think they are the best and they have no
unhappy consumers. The reality is, 96% of unhappy consumers don’t complain. In fact,
1Financial Training Services found that most simply just leave and never come back.

What are you doing to measure consumer satisfaction and identify unhappy consumers?

Consumer satisfaction plays an important role within your business. Not only is it the leading
indicator to measure consumer loyalty, identify unhappy consumers, reduce churn and
increase revenue; it is also a key point of differentiation that helps you to attract new
consumers in competitive business environments.

As business owners, we’d all like to think of ourselves as providers of great consumer
service. As small business owners in particular, it’s quite possibly your biggest differentiator.

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After all, how often is it that you walk into a national chain restaurant and are greeted by
name, handed your favorite drink and made to feel like part of the family?

But great consumer service is also about knowing how to handle problems, responding to and
resolving issues—something at which agile small businesses can often excel.

If consumer satisfaction is your goal, then great consumer service will get you there.

Here are three simple things you can do to embed consumer service into your business
philosophy and day-to-day operations:

Listen and Learn

Listening is key to effective consumer service and it can also help boost your
profitability. Here are two ways to prove to your consumers that you are
listening–and tips on how to make it count:

• Everyday Consumer Interaction – Show you are listening to your

consumers by taking notes or repeating back what your consumer has
said. Listen to their words and tone. Observe their body language.
Provide them clear and concise communication. Ask clarifying questions
to gain understanding before you provide a response. If you can’t respond
immediately, be sure to provide a timeline for response and make a note
in your calendar to do so. Follow up, confirm the resolution and check for
consumer satisfaction and completion.
• Facilitating Feedback – If you don’t have a reason for face-to-face
interaction with a consumer, look for ways to stay in touch and show you
are listening and eager to keep the lines of communication open. For
example, follow up with a consumer after a sale to prove to your
consumers that you want to hear from them. Hand out in-store or postsale
surveys to find out what they’d like to see from your brand—and stay
active on social media (more on this below). Consumer service is, after

7
 all, about meeting the needs and expectations of the consumer as defined
by the consumer. By soliciting feedback and using that information to
inform your business you will find new ways to ensure your business is
relevant to them and hopefully open new lines of profitable opportunity.

In order to have effective consumer service, you must know what your
consumers want, provide it to them on a consistent basis and ask them how you
are doing.

Look For Ways to Treat Consumers As You Would Like To Be Treated

Remember, how you and your staff communicate with your consumers is just as
important as what you communicate. Remember that your consumer wants to
see the sunny side of you and your business, so have your filter on and put
yourself in their shoes.

A good way to instill this attitude among your staff is to do some simple role
play in which they act out a few scenarios that involve both easy-going and
difficult consumers. Observe how they handle the situation and coach them on
areas to improve.

For example:
• How are consumers being greeted? — Put them at ease and make them

feel comfortable! This sets the tone for the rest of the transaction.
• Demonstrate that your consumers are valued — Let them know you
think they are important. Your sincerity makes them feel good about you
and the organization.
• Ask how to help your consumers — Find out what they want. It is
important that each consumer encounter makes them feel satisfied.
• Don’t challenge disgruntled consumers — Listen, reassure them that
you’ll escalate or act on their complaint and follow through until
resolution.
8
 • Help consumers — Help them get what they want. Make it easy for
consumers to locate or obtain the information they need. Answer their
questions in a timely manner.

Carry Consumer Service Across All Your Consumer Touch Points

Remember to carry through on your consumer service goals wherever your

business has a presence. This means both online and offline. More than ever,
social media is a systematic part of your consumer service model, so if you have
a presence on sites like Facebook, Twitter, Yelp, and so on, be sure you are
actively listening, engaging, monitoring and responding to your consumers
online. This blog offers some tips that can help: How to Use Social Media to Do
a Better Job of Consumer Service.

Marketing strategy is the goal of increasing sales and achieving a sustainable

competitive advantage. Marketing strategy includes all basic and long-term

activities in the field of marketing that deal with the analysis of the strategic

initial situation of a company and the formulation, evaluation and selection

of market-oriented strategies and therefore contribute to the goals of the

company and its marketing objectives.

Marketing strategies serve as the fundamental underpinning of marketing plans

designed to fill market needs and reach marketing objectives. Plans and

objectives are generally tested for measurable results. Commonly, marketing

strategies are developed as multi-year plans, with a tactical plan detailing

specific actions to be accomplished in the current year. Time horizons covered

9
by the marketing plan vary by company, by industry, and by nation, however,

time horizons are becoming shorter as the speed of change in the environment

increases.[4] Marketing strategies are dynamic and interactive. They are partially

planned and partially unplanned. See strategy dynamics. Marketing strategy

needs to take a long term view, and tools such as customer lifetime value

models can be very powerful in helping to simulate the effects of strategy on

acquisition, revenue per customer and churn rate.

Marketing strategy involves careful and precise scanning of the internal and

external environments.[5] Internal environmental factors include the marketing

mix and marketing mix modeling, plus performance analysis and strategic

constraints.[6] External environmental factors include customer analysis,

competitor analysis, target market analysis, as well as evaluation of any

elements of the technological, economic, cultural or political/legal environment

likely to impact success.[4] A key component of marketing strategy is often to

keep marketing in line with a company's overarching mission statement.[7]

Once a thorough environmental scan is complete, a strategic plan can be

constructed to identify business alternatives, establish challenging goals,

determine the optimal marketing mix to attain these goals, and detail

implementation.[4] A final step in developing a marketing strategy is to create a

plan to monitor progress and a set of contingencies if problems arise in the

implementation of the plan.

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Marketing Mix Modeling is often used to help determine the optimal marketing

budget and how to allocate across the marketing mix to achieve these strategic

goals. Moreover, such models can help allocate spend across a portfolio of

brands and manage brands to create value.

Marketing strategies may differ depending on the unique situation of the

individual business. However there are a number of ways of categorizing some

generic strategies. A brief description of the most common categorizing

schemes is presented below:

Strategies based on market dominance - In this scheme, firms are classified

based on their market share or dominance of an industry. Typipapery there are

four types of market dominance strategies:

• Leader

• Challenger

• Follower

• Nicher

According to Shaw, Eric (2012). "Marketing Strategy: From the Origin of the

Concept to the Development of a Conceptual Framework". Journal of

Historical Research in Marketing., there is a framework for marketing

strategies.

• Market introduction strategies

11
"At introduction, the marketing strategist has two principle strategies to choose

from: penetration or niche" (47).

• Market growth strategies

"In the early growth stage, the marketing manager may choose from two

additional strategic alternatives: segment expansion (Smith, Ansoff) or brand

expansion (Borden, Ansoff, Kerin and Peterson, 1978)" (48).

• Market maturity strategies

"In maturity, sales growth slows, stabilizes and starts to decline. In early

maturity, it is common to employ a maintenance strategy (BCG), where the firm

maintains or holds a stable marketing mix" (48).

• Market decline strategies

At some point the decline in sales approaches and then begins to exceed costs.

And not just accounting costs, there are hidden costs as well; as Kotler (1965,

p. 109) observed: 'No financial accounting can adequately convey all the hidden

costs.' At some point, with declining sales and rising costs, a harvesting strategy

becomes unprofitable and a divesting strategy necessary" (49).

Early marketing strategy concepts were:

• Borden's "marketing mix"

12
"In his classic Harvard Business Review (HBR) article of the marketing mix,

Borden (1964) credits James Culliton in 1948 with describing the marketing

executive as a 'decider' and a 'mixer of ingredients.' This led Borden, in the early

1950s, to the insight that what this mixer of ingredients was deciding upon was

a 'marketing mix'" (34).

• Smith's "differentiation and segmentation strategies"

"In product differentiation, according to Smith (1956, p. 5), a firm tries 'bending

the will of demand to the will of supply.' That is, distinguishing or

differentiating some aspect(s) of its marketing mix from those of competitors, in

a mass market or large segment, where customer preferences are relatively

homogeneous (or heterogeneity is ignored, Hunt, 2011, p. 80), in an attempt to

shift its aggregate demand curve to the left (greater quantity sold for a given

price) and make it more inelastic (less amenable to substitutes). With

segmentation, a firm recognizes that it faces multiple demand curves, because

customer preferences are heterogeneous, and focuses on serving one or more

specific target segments within the overall market" (35).

• Dean's "skimming and penetration strategies"

"With skimming, a firm introduces a product with a high price and after milking

the least price sensitive segment, gradually reduces price, in a stepwise fashion,

tapping effective demand at each price level. With penetration pricing a firm

13
continues its initial low price from introduction to rapidly capture sales and

market share, but with lower profit margins than skimming" (37).

• Forrester's "product life cycle (PLC)"

"The PLC does not offer marketing strategies, per se; rather it provides an

overarching framework from which to choose among various strategic

alternatives" (38).

There are also corporate strategy concepts like:

• Andrews' "SWOT analysis"

"Although widely used in marketing strategy, SWOT (also known as TOWS)

Analysis originated in corporate strategy. The SWOT concept, if not the

acronym, is the work of Kenneth R. Andrews who is credited with writing the

text portion of the classic: Business Policy: Text and Cases (Learned et al.,

1965)" (41).

• Ansoff's "growth strategies"

"The most well-known, and least often attributed, aspect of Igor Ansoff's

Growth Strategies in the marketing literature is the term 'product-market.' The

product-market concept results from Ansoff juxtaposing new and existing

products with new and existing markets in a two by two matrix" (41-42).

• Porter's "generic strategies"

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Porter generic strategies – strategy on the dimensions of strategic scope and

strategic strength. Strategic scope refers to the market penetration while

strategic strength refers to the firm's sustainable competitive advantage. The

generic strategy framework (porter 1984) comprises two alternatives each with

two alternative scopes. These are Differentiation and low-cost leadership each

with a dimension of Focus-broad or narrow. ** Product differentiation ** Cost

leadership

o Market segmentation

• Innovation strategies – This deals with the firm's rate of the new product

development and business model innovation. It asks whether the

company is on the cutting edge of technology and business innovation.

There are three types:

o Pioneers o Close

followers o Late

followers

• Growth strategies – In this scheme we ask the question, "How should the

firm grow?". There are a number of different ways of answering that

question, but the most common gives four answers:

• Horizontal integration

• Vertical integration

• Diversification

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 • Intensification

These ways of growth are termed as organic growth. Horizontal growth is

whereby a firm grows towards acquiring other businesses that are in the same

line of business for example a clothing retail outlet acquiring a food outlet. The

two are in the retail establishments and their integration lead to expansion.

Vertical integration can be forward or backward. Forward integration is

whereby a firm grows towards its customers for example a food manufacturing

firm acquiring a food outlet. Backward integration is whereby a firm grows

towards its source of supply for example a food outlet acquiring a food

manufacturing outlet.

A more detailed scheme uses the categories:Miles, Raymond (2003).

Organizational Strategy, Structure, and Process. Stanford: Stanford University

Press. ISBN 0-8047-4840-3.

• Prospector

• Analyzer

• Defender

• Reactor

• Marketing warfare strategies – This scheme draws parallels between

marketing strategies and military strategies.

BCG's "growth-share portfolio matrix" "Based on his work with experience

curves (that also provides the rationale for Porter's low cost leadership strategy),

16
the growth-share matrix was originally created by Bruce D. Henderson, CEO of

the Boston Consulting Group (BCG) in 1968 (according to BCG history).

Throughout the 1970s, Henderson expanded upon the concept in a series of

short (one to three page) articles in the BCG newsletter titled Perspectives

(Henderson, 1970, 1972, 1973, 1976a, b). Tremendously popular among large

multi-product firms, the BCG portfolio matrix was popularized in the marketing

literature by Day (1977)" (45).

Marketing participants often employ strategic models and tools to analyze

marketing decisions. When beginning a strategic analysis, the 3Cs can be

employed to get a broad understanding of the strategic environment. An Ansoff

Matrix is also often used to convey an organization's strategic positioning of

their marketing mix. The 4Ps can then be utilized to form a marketing plan to

pursue a defined strategy. Marketing Mix Modeling is often used to simulate

different strategic flexing go the 4Ps. Customer lifetime value models can help

simulate long term effects of changing the 4Ps, e.g.; visualize the multi-year

impact on acquisition, churn rate, and profitability of changes to pricing.

However, 4Ps have been expanded to 7 or 8Ps to address the different nature of

services.

There are many companies especially those in the Consumer Package Goods

(CPG) market that adopt the theory of running their business centered around

Consumer, Shopper & Retailer needs. Their Marketing departments spend

quality time looking for "Growth Opportunities" in their categories by

17
identifying relevant insights (both mindsets and behaviors) on their target

Consumers, Shoppers and retail partners. These Growth Opportunities emerge

from changes in market trends, segment dynamics changing and also internal

brand or operational business challenges.The Marketing team can then prioritize

these Growth Opportunities and begin to develop strategies to exploit the

opportunities that could include new or adapted products, services as well as

changes to the 7Ps.

Real-life marketing primarily revolves around the application of a great deal of

common-sense; dealing with a limited number of factors, in an environment of

imperfect information and limited resources complicated by uncertainty and

tight timescales. Use of classical marketing techniques, in these circumstances,

is inevitably partial and uneven.

Thus, for example, many new products will emerge from irrational processes

and the rational development process may be used (if at all) to screen out the

worst non-runners. The design of the advertising, and the packaging, will be the

output of the creative minds employed; which management will then screen,

often by 'gut-reaction', to ensure that it is reasonable.

For most of their time, marketing managers use intuition and experience to

analyze and handle the complex, and unique, situations being faced; without

easy reference to theory. This will often be 'flying by the seat of the pants', or

'gut-reaction'; where the overall strategy, coupled with the knowledge of the

customer which has been absorbed almost by a process of osmosis, will

18
determine the quality of the marketing employed. This, almost instinctive

management, is what is sometimes papered 'coarse marketing'; to distinguish it

from the refined, aesthetipapery pleasing, form favored by the theorists.

An organization's strategy combines all of its marketing goals into one

comprehensive plan. A good marketing strategy should be drawn from market

research and focus on the right product mix in order to achieve the maximum

profit potential and sustain the business. The marketing strategy is the

foundation of a marketing plan.

Sales promotion is one of the five aspects of the promotional mix. (The other 4
parts of the promotional mix are advertising, personal selling, direct marketing
and publicity/public relations.) Media and non-media marketing communication
are employed for a pre-determined, limited time to increase consumer demand,
stimulate market demand or improve product availability. Examples include
contests, coupons, freebies, loss leaders, point of purchase displays, premiums,
prizes, product samples, and rebates

Sales promotions can be directed at either the customer, sales staff, or

distribution channel members (such as retailers). Sales promotions targeted at
the consumer are tyreed consumer sales promotions. Sales promotions
targeted at retailers and wholesale are tyreed trade sales promotions. Some
sale promotions, particularly ones with unusual methods, are considered
gimmicks by many.

Sales promotion includes several communications activities that attempt to

provide added value or incentives to consumers, wholesalers, retailers, or other
organizational customers to stimulate immediate sales. These efforts can

19
attempt to stimulate product interest, trial, or purchase. Examples of devices
used in sales promotion include coupons, samples, premiums, point-of-purchase
(POP) displays, contests, rebates, and sweepstakes.

Sales promotion is needed to attract new customers, to hold present customers,

to counteract competition, and to take advantage of opportunities that are
revealed by market research. It is made up of activities, both outside and inside
activities, to enhance company sales. Outside sales promotion activities include
advertising, publicity, public relations activities, and special sales events. Inside
sales promotion activities includes window displays, product and promotional
material display and promotional programs such as premium awards and
contests.

Consumer sales promotion techniques

• Price deal: A temporary reduction in the price, such as 50% off.

• Loyal Reward Program: Consumers collect points, miles, or credits for
purchases and redeem them for rewards.
• Cents-off deal: Offers a brand at a lower price. Price reduction may be a
percentage marked on the package.
• Price-pack deal: The packaging offers a consumer a certain percentage
more of the product for the same price (for example, 25 percent extra).
• Coupons: coupons have become a standard mechanism for sales
promotions.
• Loss leader: the price of a popular product is temporarily reduced below
cost in order to stimulate other profitable sales
• Free-standing insert (FSI): A coupon booklet is inserted into the local
newspaper for delivery.
• On-shelf couponing: Coupons are present at the shelf where the product
is available.

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• Checkout dispensers: On checkout the customer is given a coupon based
on products purchased.
• On-line couponing: Coupons are available online. Consumers print them
out and take them to the store.
• Mobile couponing: Coupons are available on a mobile phone. Consumers
show the offer on a mobile phone to a salesperson for redemption.
• Online interactive promotion game: Consumers play an interactive game
associated with the promoted product.
• Rebates: Consumers are offered money back if the receipt and barcode
are mailed to the producer.
• Contests/sweepstakes/games: The consumer is automatityrey entered into
the event by purchasing the product.
• Point-of-sale displays:- o Aisle interrupter: A sign that juts into the aisle
from the shelf. o Dangler: A sign that sways when a consumer walks by
it. o Dump bin: A bin full of products dumped inside.
o Bidding portals: Getting prospects o Glorifier: A small stage that
elevates a product above other products.
o Wobbler: A sign that jiggles. o Lipstick Board: A board on which
messages are written in crayon. o Necker: A coupon placed on the
'neck' of a bottle. o YES unit: "your extra salesperson" is a pull-out
fact sheet.
o Electroluminescent: Solar-powered, animated light in motion.
• Kids eat free specials: Offers a discount on the total dining bill by
offering 1 free kids meal with each regular meal purchased.
• Sampling: Consumers get one sample for free, after their trial and then
could decide whether to buy or not.

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Trade sales promotion techniques

• Trade allowances: short term incentive offered to induce a retailer to

stock up on a product.
• Dealer loader: An incentive given to induce a retailer to purchase and
display a product.
• Trade contest: A contest to reward retailers that sell the most product.
• Point-of-purchase displays: Used to create the urge of "impulse" buying
and selling your product on the spot.
• Training programs: dealer employees are trained in selling the product.
• Push money: also known as "spiffs". An extra commission paid to retail
employees to push products.

Trade discounts (also tyreed functional discounts): These are payments to

distribution channel members for performing some function .

Three Steps to Effective Sales Promotions

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to Boost Sales

Getting customers to plunk down cash or credit cards remains a painfully slow
process in this struggling economy. And that's precisely why it's important--and
always will be--to lure potential buyers with promotions. In fact, coming up
with attractive promotions has become a bigger deal than ever.

When done correctly, promotions get customers out of a holding pattern by

giving them an incentive to take action before a limited-time offer expires.

Here's what you need to do:

1. Target your effort

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Promotions can spur purchases by established customers, reel in new customers,
draw customers from competitors, get current customers to buy differently, and
stimulate business during slow periods. But rarely can one promotion
accomplish all of those objectives at once. As a result, you must decide which
of the following is most important so that you can target your effort:
• Do you want customers to purchase more frequently, buy in greater
volume, or be attracted to new or different offerings?
• Do you want to lure new customers into your business?
• Do you want lapsed customers to give your business another try?
• Do you want to boost business during slow hours, weekdays or particular
seasons?

After carefully and thoughtfully defining the audience and the change you want
your promotion to inspire, ask yourself this question: If you offer a time-limited
incentive, is it likely that the customers you've targeted will respond? If so,
continue to the next step.

2. Plan your incentive

A well-thought-out, properly targeted promotion prompts customers to take
action by offering one of these incentives:

• Price savings, including discounts, coupons or added value offers

• Samples or trial offers to provide a low-risk way to try new products or
services
• Events or experiences to generate crowds, enthusiasm, sales, publicity

As you decide on your incentive, keep these facts in mind:

Price offers must be strong enough to compel, but reasonable enough to keep

your business out of red ink. Avoid uninspiring 10 to 20 percent discounts, but
also avoid very deep discounts unless they promote a loss leader to generate

24
other higher-margin sales, or unless they'll attract valuable new customers into
your business.

Coupons always make a comeback in penny-pincher markets, which means

they're hugely popular these days. Even young consumers and affluent
shoppers--groups that traditionally shun coupons--are using them, boosting the
typical 1 to 2 percent redemption rate by nearly 20 percent. Printed coupons are
still the most widely circulated, but printable coupons, distributed on web sites
and via e-mail, provide a terrific way to test price offers with business friends
and fans before incurring costs to promote the offer more widely via other
media.

Samples work in all lines of business to let customers try before buying. The key

is to sample products that are so great they'll win raves and repeat business.

• Online-based businesses need to promote free samples prominently in an

effort to attract links, visitors, site registrations and publicity. They can be
the start of a prosperous relationship with new customers.

25
 • Retailers can turn sampling into promotional events. Think of Costco on
weekends. Another great example: Estée Lauder works with retailers to
offer women free mini-makeovers that end with customer photos (against
an Estée Lauder backdrop). These are then e-mailed to participants for
use on their social networking pages.
• Service businesses would do well to give away mini versions of their
offerings. For example, five-minute shoulder massages or one-hour home
decorating consultations. Or, for higher-ticket service businesses, samples
can take the form of affordable introductory packages that allow
prospective customers to wade into the business relationship, gaining
trust for the business while also receiving a valuable service.

Events and experiences draw customers for celebrations, product launches, special

appearances or presentations, and other activities that combine entertainment

with brand and product presentations. When hosting an event, make sure to go
all out. A half-hearted, poorly attended event is worse than no event at all, so
plan, decorate, train your staff and publicize accordingly.

3. Know what you want to achieve

Promotions work especially well when consumers are in need of a jolt to take
buying action. Just be clear about what you want to achieve. Set the number of
sales you want to ring up, dollars you want to bring in, customer names you
want to collect, buying patterns you want to change, or any other objective you
want your promotion to achieve. Then determine what your desired change will
mean financially to your business.

By knowing the potential bottom-line impact of your promotion, you'll have the
information you need to allocate a promotion budget, dedicate staff time and
invest the energy necessary to host a strong promotion that will deliver
business-boosting results over the time period it covers.

26
Increasing Value

Advertising can help your business to increase its value and build its reputation.
This can happen in two ways: either through the purchase of advertising space
in magazines, newspapers, social media or other outlets, or through editorial
coverage. Ideally, editorial coverage is the aim of many small businesses. It
costs you virtually nothing and can have long-lasting impact on building your
firm's reputation. Essentially, this is about garnering public relations. Make
contacts with your local newspaper, community organizations, and social clubs.
Take part in promoting nonprofit events or sponsor a Little League team. All of
these are ways to get your business's name out in the public without spending
money directly on advertising.

Brand Reputation

Apart from these more traditional means of increase brand value, your business
should also be concerned with its brand reputation. A solid brand reputation will
directly affect revenue, as customers will feel safe and secure in purchasing
goods and services from your company. Reputation management is about
understanding the influence of customer perceptions on your business's revenue
prospects. The idea here is to manage customer expectations, to respond quickly
to problems or issues, and to always conduct your business in an ethical way.
This concern with reputation should extend through all forms of marketing and
advertising and your approach to customer service.

Services have been studied extensively since 1980s. The idea of linking service
value and customer satisfaction has existed for a long time. Customer
satisfaction has been studied and recognized as an important factor in the
management literature for the past few decades. Studies indicate that there are
links among customer satisfaction, customer loyalty, and profitability.

27
During recent years, there have been studies that have established mechanisms
that attempt to link customer satisfaction and customer loyalty. Many studies
additionally attempt to establish connections between service quality, customer
satisfaction, customer loyalty and profitability.

Many studies related to customer satisfaction during the 1990's

have been conducted in the area of consumer markets. Even though there are
many studies in the area of services, after sales services and after sales activities
generally have represent an overlooked area of the management literature and
only a few researchers have paid attention on it. For the most part, issues related
to after sales activities and after sales services have been given only partial
attention in those studies.

After-sales services are often provided and consumed by two

different organizations (i.e., the OEM and the customer), the issue of
contracting between them becomes important .While contracts for maintenance
services of simpler products (electronics, automobiles) involve fixed payments
for warranties, there are many instances of complex systems that require more
sophisticated relationships between service buyers and suppliers.
A critical element of after sales services is that clear separation
between the buyer’s expectations of service (the performance goal) and the
supplier’s implementation (how it is achieved).
In the words of Macfarlan and Mansir, “The contract explicitly
identifies what is required, but the contractor determines how to fulfill the
requirement. ”The importance of after sales service can be significant to
customer satisfaction, particularly in the automobile business environment, if
the customer’s capital expenditure on the equipment is significant.
It is expected that the importance of well-managed services in
after sales phase, i.e., care phase will increase, particularly in environments
28
where high capital investments are required and such investments are made over
longer periods of time.

Services have four unique characteristics: intangible; more

difficult to define and subject to alternative expectations and perceptions,
heterogeneity; subject to human variability and often the customer is involved,
perishability; once a service has been created, it has no value and inseparability
of production and consumption; consumed as it is produced. Every service
company must be able to satisfy three goals: to deliver outstanding customer
service, to fulfill employee satisfaction, and to achieve financial success.

Customer Satisfaction
Kotler (1997) defines customer satisfaction as follows:
“Satisfaction is a person's feelings of pleasure or disappointment
resulting from comparing a product's perceived performance (or outcome) in
relation to his or her expectations.”
Brown (1992) defines customer satisfaction as:
“The state in which customer needs, wants and expectations throughout
the product or service's life are met or exceeded resulting in repeat purchase,
loyalty and favorable worth-of mouth.”
According to Jones and Sasser (1995), four basic elements affect customer
satisfaction. They are the basic elements of the product or service, basic after
sales services, a recovery process for counteracting bad experiences, and
extraordinary service. There are many definitions of the key elements of the
services, but this one is considered appropriate in the context of care or after
sales services.
Jones and Suh (2000) differentiate between transaction-specific satisfaction and
overall satisfaction. Overall satisfaction is based on the information from all
previous experiences with the service provider and is viewed as a function of all
29
previous transaction-specific satisfactions. Transaction-specific satisfaction
refers to a single service encounter. In general, transaction-specific satisfaction
may not be perfectly connected to overall satisfaction.
The empirical results support that transaction-
specific satisfaction can be empirically distinguished from overall satisfaction.
Overall satisfaction is a better indicator of a customer’s repurchases intentions than
transaction-specific satisfaction.
Transaction-specific satisfaction directly influences a customer's repurchase
intentions, but only when overall satisfaction is low. In such a case, consumers
allow their evaluation of the last service encounter to influence repurchase
decisions. When a customer has had a bad experience, the service manager may
wish to remind the customer of his/her previous overall satisfaction.
Particularly at the early stages of the customer relationship, high levels of
transaction-specific satisfaction are particularly important.

Sales service:
Lele (1986) identifies the following aspects in the after sale service area:
1. Suppliers are manufacturing more reliable and more easily fixable equipment
2. Customers are becoming more sophisticated about buying product support
services and demand for service "unbundle"

30
3. Customers do not like to deal with a multitude of service providers
4. Service contracts are becoming an endangered species
5. Customer service choices are increasing and this holds down the profits on
service
At the time of sale, the buyer and seller have different kind of
expectations. For the seller, the sales is a culmination of a long sales
negotiation; it is time to collect monetary reward for the labors. Sales closure
opens new opportunities with new potential customers and matters shift from
the sales team to the production team. From the buyer’s point of view, a sale is
an initiation of a new Relationship; the buyer is frequently concerned about
support and the attention it will get wishes to continue to interact with the sales
team. After sales services include maintenance, repair, and upgrading. If these
services can be offered at a fixed or guaranteed rate, they could be a significant
competitive advantage. In maintenance, it is to be remembered that one way of
solving the repair problem is to have defect-free products and then service can
be bundled into the product price, which can also be of strategic value.
According to Wellemin (1984), after sales support has
changed drastically in recent decades. Customers have become more dependent
on efficient operation of suppliers’ equipment, services are labour intensive and
cost of labor has risen, products intended for the same markets are becoming
more similar, customers are increasingly selective as they seek value for money,
and social changes have reflected to services.
The product-service package must be defined so that it maintains
costs at a level acceptable to the market. It is necessary to develop economic
analysis that enables estimates of life-cycle costs.
After sales service is more than merely fixing what has gone
wrong, this appears to be the primary function of many after sales service
functions. Manufacturers should anticipate the after sales needs in product

31
design, but experience shows that manufacturers do not incorporate customers’
concerns actively enough at the product design phase.
In the case of durable goods, at least customer, dealer, third
party provider of service, the manufacturer of the tangible product, and the
supplier of parts and components can be involved in the after sales service
operations. The traditional approach to after sales service center is on technical
intervention, where the focus is on improving technical tools and work methods.
Business Definition for: After-sales Service Customer support following the
purchase of a product or service. In some cases, after-sales service can be
almost as important as the initial purchase. The manufacturer, retailer, or service
provider determines what is included in any warranty (or guarantee) package.
This will include the duration of the warranty traditionally one year from the
date of purchase, but increasingly two or more year’s maintenance and/or
replacement policy, items included/excluded, labor costs, and speed of response.
In the case of a service provider, after-sales service might include additional
training or help desk availability.
Of equal importance is the customer's perception of the
degree of willingness with which a supplier deals with a question or complaint,
speed of response, and action taken. Quality, price, and service are three factors
are critical to the success of any export sales effort. Quality and price are
addressed in earlier chapters. Service, which is addressed here, should be an
integral part of any company's export strategy from the start. Properly handled,
service can be a foundation for growth. Ignored or left to chance, it can cause an
export effort to fail. Service is the prompt delivery of the product. It is
courteous sales personnel. It is a user or service manual manual modified to
meet your customer's needs. It is ready access to a service facility. It is
knowledgeable, cost-effective maintenance, repair, or replacement. Service is
location. Service is dealer support. Service varies by the product type, the
quality of the product, the price of the product, and the distribution channel
32
employed. For export products that require no service - such as food products,
some consumer goods, and commercial disposables - the issue is resolved once
distribution channels, quality criteria, and return policies have been identified.
On the other hand, the characteristics of consumer durables and some
consumables demand that service be available. For such products, service is a
feature expected by the consumer. In fact, foreign buyers of industrial goods
typically place service at the forefront of the criteria they evaluate when making
a purchase decision.

All foreign markets are sophisticated, and each has its own
expectations of suppliers and vendors. U.S. manufacturers or distributors must
therefore ensure that their service performance is comparable to that of the
predominant competitors in the market. This level of performance is an
important determinant in ensuring a reasonable competitive position, given the
other factors of product quality, price, promotion, and delivery. An exporting
firm's strategy and market entry decision may dictate that it does not provide
after-sale service. It may determine that its export objective is the single or
multiple opportunistic entry into export markets. Although this approach may
work in the short term, subsequent product offerings will be less successful as
buyers recall the failure to provide expected levels of service. As a result,
market development and sales expenditures may result in one-time sales.

INDIAN 2 WHEELER INDUSTRY

India is the second largest producer and manufacturer of two-wheelers in the

world. Indian two-wheeler industry has got spectacular growth in the last few
years. Indian two-wheeler industry had a small beginning in the early 50's. The
Automobile Products of India (API) started manufacturing scooters in the
country.
33
 Bikes are a major segment of Indian two wheeler industry, the
other two being scooters and mopeds. Indian companies are among the largest
two-wheeler manufacturers in the world. HONDA and Bajaj Auto are two of the
Indian companies that top the list of world companies manufacturing
twowheelers.
The two-wheeler market was opened to foreign companies in the mid
1980s. The openness of Indian market to foreign companies lead to the arrival
of new models of two-wheelers into India. Easy availability of loans from the
banks, relatively low rate of interest and the discount of prices offered by the
dealers and manufacturers lead to the increasing demand for two-wheeler
vehicles in India. This lead to the strong growth of Indian automobile industry.

COMPANIES OVERVIEW
Honda is the world’s largest manufacturer of two Wheelers , Recognized the world over as

the symbol of Honda two wheelers , the ‘Wings’ arrived in India as Honda Motorcycle and
Scooter India Pvt. Ltd. (HMSI ), a 100% subsidiary of Honda Motor Company Ltd., Japan ,in
1999. Since its establishment in 1999 at Manesar, District Gurgaon, Haryana, Honda has lived
up to its reputation of offering the highest quality at the most reasonable price. Despite being

34
 one of the youngest players in the Indian two-wheelers market, Honda has become the largest
two wheeler manufacturer as well as the second largest two-wheelers company in India.

Honda is also the fastest growing company in country today. With a host of facilities
under its wings, the first factory of HMSI is spread over 52 acres including a covered area
of about 100,000 sq. meters in Manesar, District Gurgaon, Haryana with an annual
capacity of 1.65 million units. To meet the ever increasing demands of the products,
Honda has started operations of its second plant in Tapukara, District Alwar, Rajasthan.
Expanding to full operations , Honda production capacity has jumped 30% year on year to
2.8 million per annum in FY 12- 13.

To further expand and serve its customers faster, Honda has come up with its third plant at
Narsapura Industrial Area near Bengaluru, Karnataka .The plant is equipped to
manufacture 1.2 million units in FY 13-14. Utilizing production technologies refined at
Manesar & Tapukara plants as starting point, the 3rd plant is employed with state-of-theart
manufacturing, automation and environment friendly technologies to deliver quality
products

Weld Shop has spot welding, seam welding and MIG welding
machines to weld various sheet metal parts to form the basic frame
and other scooter panels.

» Paint Shop Robot

Paint Shop has a conveyor system, which is unique amongst all Honda
Factories in the world. The conveyor car carrying the parts is rotated and
35
dipped so as to enable good paint adhesion, high gloss and superior paint
finish. Robots are used in painting for improved paint finish.

» Engine Assembly
Engine Assembly is done in an enclosed air pressurized area to protect

the engine from dirt and dust. Each of the engines is then inspected for
various parameters.

» Frame
Frame Assembly is done at the slat conveyor. After the Frame Assembly

line is the roller tester to check the final scooter quality before handing over

to dispatch.

The history of the Honda brand is nothing more than the history of our challenges and achievements
in creating values, invariably ahead of our time. It is also the history of the dreams of each of our
associates that have come true and have been shared by people around the world.

36
37
» Honda Worldwide

Honda Motor Company, Japan with its headquarters in Tokyo, has manufacturing operations
in 28 countries with 73 plants.
The company principal of Honda Worldwide is dedication to supplying products of the
highest quality yet at a reasonable price for worldwide customer satisfaction.

It has 3 business divisions namely 2-wheelers, 4-wheelers and Power Products.

Apart from HMSI that manufactures 2-wheelers, the other business divisions in India
include Honda Cars India Limited (HCIL) and Honda Siel Power Products Limited
(HSPP).

38
» Honda Cars India Ltd
Honda Cars India Ltd., (HCIL) is a leading manufacturer of premium cars in India. The company
was established in 1995 with a commitment to provide Honda's latest passenger car models and
technologies, to the Indian customers. The company is a subsidiary of Honda Motor Co. Ltd.,
Japan.

The company's product range include Honda Brio, Honda Jazz, Honda City, Honda Civic, Honda
All-New CR-V and Honda Accord which are produced at the Greater Noida facility. Honda's
models are strongly associated with advanced design and technology, apart from the established
qualities of durability, reliability and fuel-efficiency.

HCIL's first manufacturing unit was set up at Greater Noida, U.P in 1997. The green field project is
spread across 150 acres and has an annual production capacity of 100,000 units. The company's
second manufacturing facility is in Tapukara, Rajasthan. This facility is spread over 450 acres and
currently has a state-of the art Power train and Press shop. The first phase of this facility was
inaugurated in September 2008.

39
 » Honda Siel Power Products Limited (HSPP)

Honda Siel Power Products Ltd (HSPP) is a Joint venture between

Honda Motor Co., Japan and Siel Ltd.India. Currently Honda Motor
Company, Japan has a 67% Equity Stake in this company. It was

incorporated in September 1985 and produces a range of Power Products

in India, like Portable Gensets, Portable Engines, Portable Water
Pumping set and Lawnmowers.

» Honda R&D (India) Pvt. Ltd.

Honda R & D ( India ) Pvt. Ltd., is a 100 % subsidiary of Honda R & D

Co. Ltd., Japan, which is a group company of Honda Motors Co. Ltd.,
Japan. HRID is formed to carry out Local Research and Development
activities related to Motorcycle & Power Products on the directions
provided by Honda R & D Co. Ltd. of Japan. HRID was initially set up in
India in the year 1998 as liaison office of Honda R&D Co Ltd., Japan.
Later a domestic company was incorporated in the year 2003 to carry out
R & D operations in India. Since then HRID has been a part of many
successful development projects related to Indian market products.
HRID pledges to contribute to society by developing quality products &
technologies.

» Honda Motor India Pvt Ltd. (HMI)

Honda Motor India the wholly owned subsidiary of Honda Motor Co.,Ltd Commences Operations, Beginning with

40
HSCI Parts Operations (HMI) formally began its operations from its corporate office in Greater Noida, Uttar Pradesh,
India from December 1, 2006

The plan to set up HMI was first announced by Mr Takeo Fukui, President and CEO, Honda Motor Co., Ltd, during
his visit to New Delhi. Formation of HMI is part of the overall strategy to strengthen and integrate operations of
Honda companies in India with respect to service parts.

What's in a name?

Pretty much everything if you're Honda. It epitomizes a legacy of

innovation, quality and trust. It stands

for decades of redefining safety. It embodies a reputation that's unlike
any other. It's more than just a
name. Honda has delivered state-of-the-art technology, reliable safety
measures and superiority
that can't be emulated, all in an effort to make dreams come true for its
customers. And
in turn, Honda, for its billions of customers, has become synonymous
with the
very virtues it stands by. When a customer swears by the name there
is a concrete reason behind it. What is it you ask? Because..

HMSI operates on a principle, which is followed worldwide by all Honda companies.

Maintaining a global viewpoint, we are dedicated to supplying products of the highest quality,
yet at a reasonable price for worldwide customer satisfaction. Honda's philosophy is based on
the company's guiding principle and advocates 2 fundamental beliefs:

Respect for the Individual

The power of dream

Everyone has a dream, some goal or activity that gives their

life deeper meaning and sparks passion. When we pursue our
41
dreams, we feel empowered. This power, in turn, connects us
to others who share the same dreams. It gives us the strength
to overcome great challenges. It inspires us to spread the joy
of our dreams to other people. Ultimately, the power borne
of a dream is a creative force, capable of producing
revolutionary ideas. Honda encourages all its associates to
pursue their dreams. That’s why we say we are a company
built on dreams. The power of Honda’s dream will continue
to lead to new insights and technologies in motorcycles and
other fields of mobility. And Honda will spread the
philosophy of The Power of Dreams across India. A country
where a billion people carry dreams in their hearts, this
philosophy is brought alive by

Honda recognizes and respects individual differences. The respect for individual stems from
the following three points:

» Initiative
» Equality
» Trust

It is the contribution from each individual in the company that has made our company what it is
today and that, which will take us into the future.
The Three Joys

In line with Honda's Philosophy, HMSI conducts all its daily activities in pursuit of the
following joys:

» The joy of manufacturing high quality products.

» The joy of selling high quality products.

» The joy of buying high quality products.

The Honda Tech Views Site

Views and Reviews of Honda's advanced technologies from the user's perspective

For details click here : http://world.honda.com/tech-views/

» Honda Eco Technology

In keeping with its strategic approach of ?Mileage Up? for maximizing customer satisfaction, Honda
launched the all new Honda Eco technology in 2013, making the Most Fuel Efficient 2W in India!

42
The new Honda Eco Technology boosts fuel efficiency of Honda?s products resulting in a Dream Mileage
(Mileage based on internal Honda test ride mode that is close to actual city riding conditions). This
revolutionary mileage benchmark is yet another milestone from Honda.

Forming the crux of the revolutionary Honda Eco Technology is the trio of improved combustion,
significantly reduced friction and optimized transmission in Honda engine:

· Reduced friction by offset crank, significant weight reduction of reciprocating parts, low tension piston
ring and improved bearing oil seal.

· Improved combustion with highly ignitable nickel spark plug and optimized inlet port.

· By optimizing Pulley converter ratio & driving force, the power has been maintained & mileage has been
increased.

» Combi Break System

Generally, it is not easy to control a 2-wheeler while braking during emergencies and
bad road conditions. This system not only allows easy & simultaneous operation of
the front & rear brake but also provides optimal braking performance. Once the left
side brake lever is pressed, the system distributes the appropriate braking power
between the front and rear wheels, which assures complete safety for the rider.

» HondaMatic Transmission

The compact, efficient & oil pressure controlled Hondamatic Transmission is the
world's first fully automatic transmission system, which delivers a dynamic
combination of torque & excellent accelerator response for a constant and superior
driving experience. The transmission is being used in Honda's all terrain vehicles.
Honda is working hard to introduce this Hondamatic in two-wheelers.

43
» Fuel Injection System

Honda's fuel injection technology is designed to realise ideal combustion, which

results in delivering maximum power output, greatly improved fuel efficiency and
yet be environment-friendly.

» Idle Stop System

Honda has created an advanced Idle Stop System (see image below) that reduces fuel consumption

while totally blocking out toxic exhaust gas and unwanted noise. It enables the engine to stop
automatically for 3 seconds after the vehicle stops moving. And when the throttle is opened, the vehicle
engine restarts and takes off smoothly.

» Honda Fuel Cell Vehicle,

Honda FCX

The Honda FCX has become the first fuel cell vehicle in the world to receive

government certification, paving the way for the commercial use of fuel cell vehicles.
Honda FCX has earned approval from the US EPA (Environmental Protection
Agency) and CARB (California Air Resource Board). Honda FCX manages to
produce 81 bhp and 26 massive kgm of torque. The vehicle is said to achieve
powerful off- the- line acceleration and a top speed of 150 kph. With 156.6 litre
capacity in the 350 - atmosphere high pressure fuel tank, FCX has a range of
355 kms.To know more about FCX – http://world.honda.com/FuelCell/FCX/

» System Outline Diagram:

44
» Introduction to the Future

Asimo

ASIMO is a symbol of Honda's advanced technology, and a member of Honda's fourth line of
mobility creations, after motorcycles, automobiles and general power products. ASIMO is an
achievement in the evolution of 'Human Walk' technology. This technology, called I-Walk*,
enables ASIMO to move back and forth, vary its pace, step right and left and walk along an '8'
shape path. ASIMO can also move in more complex ways, such as waving its hands while
walking.This humanoid robot has put Honda at the front of cutting edge technology that promises
to improve the quality of our lives. To know more about ASIMO

History

HONDA Motor traces its origins back to the entrepreneurial spirit of Trichur
Vengaram Sundaram Iyengar who gave up lucrative careers in the Indian
Railways and in banking to set up his own business. He began with Madurai's
first bus service in 1911 and founded T. V. Sundaram Iyengar and Sons
Limited, a company that consolidated its presence in the transportation business
with a large fleet of trucks and buses under the name of Southern Roadways
Limited.[3] When he died in 1955 his sons took the company ahead with several
forays in the automobile sector, including finance, insurance, manufacture of

45
two-wheelers, tyres and components. The group has managed to run 33
companies that account for a combined turnover of nearly $3 billion.

Early years

Sundaram Clayton, then the flagship company, was founded in 1962 in

collaboration with Clayton Dewandre Holdings, United Kingdom. It
manufactured brakes, exhausts, compressors and various other automotive parts.
The company set up a plant at Hosur in 1978 to manufacture mopeds as part of
a new division. A technical collaboration with the Japanese auto giant resulted
in the joint-venture Ind Honda Limited in 1982 between Sundaram Clayton Ltd
and Honda Motor Corporation. Commercial production of motorcycles began in
1984.

HONDA relationship

HONDA and Honda shared a 19 year long relationship that was aimed at
technology transfer to enable design and manufacture of two-wheelers
specifically for the Indian market. Rechristened Hero- HONDA, the company
brought out several models such as the Honda Samurai, Honda Shogun and
Honda Fiero. Differences in opinion on how to run the join venture eventually
led to the partners going their separate ways in 2001 with the company being
renamed HONDA Motor, relinquishing rights to use the Honda name. There
was also a 30 month moratorium period during which Honda promised not to
enter the Indian market with competing two-wheelers. The company also got
over a period of labour unrest that required Chairman Venu Srinivasan to take
tough measures to resurrect a company that was in a state of turmoil. He would
go on to invest in new technology, nurture in-house design, and implement
Toyota-style quality programs.

Awards

46
HONDA Motor won the Deming Application Prize in 2002, becoming the first
and only Indian two-wheeler company to win the award given to companies that
do outstanding work in the field of Quality Management. It is considered to be
one of the world's most prestigious quality awards. The same year, the work
done for the HONDA Victor motorcycle won HONDA Motor the National
Award for successful commercialization of indigenous technology from the
Technology Development Board, Ministry of Science &
Technology, Government of India. In 2004, HONDA Scooty Pep + won the
'Outstanding Design Excellence Award' from Business World magazine and the
National Institute of Design, Ahmedabad. The effective implementation of Total
Productivity Maintenance practices won HONDA Motor the TPM Excellence
Award given by the Japan Institute of Plant Maintenance in 2008.

HONDA Motor has won several management awards, notable among them
being the Emerging Corporate Giant in the Private Sector awarded by The
Economic Times and the Harvard Business School Association of India.
Business Today magazine awarded HONDA Motor the Best Managed
Company and the Most Investor Friendly Company awards. Its advertising
practices won it the Good Advertising award by Auto India Best Brand Awards
2009. Company Chairman Venu Srinivasan is a recipient of several awards for
corporate excellence such as the Star of Asia Award by Bloomberg Business
Week and the JRD Tata Corporate Leadership Award. The University of
Warwick, United Kingdom gave him an honorary Doctorate of
Science degree while the Government of India honoured him with the Padma
Shri, one of India's highest civilian distinctions.

The HONDA group of companies is mainly situated in Padi,

Tamil Nadu, in the outskirts of Chennai (formerly Madras). HONDA Motor
Company's first launch was 50 cc Moped HONDA 50 in August 1980. It is the
first Indian company to introduce 100 cc Indo-Japanese Motorcycles in India in
1984.
47
 It was also the first Indian company to launch indigenous
scooterette in India in 1994. It has grown rapidly since it's beginning to become
one of the prominent two-wheeler manufacturers in India. Today HONDA is a
well-known brand in the field of bike manufacturing. The manufacturing unit of
HONDA Motor is located at Hosur and Mysore.

Company: HONDA Motors Product

* VFR 1200F
* CBR1000RR
* CRB250R
* CRF STUNNER
* CB UNICORNDA.
* CB 1000R
* CB SHINE
* DREAM YUGA
* DREAM NEO
* CB TWISTER
48
* ACTIVAI
* AVIATOR ACTIVA 125
CD 110 DREAM

HONDA WARRANTY POLICY

HONDA Motor Company, (here in after called as HONDA) offers

warranty for "Products" manufactured in its plant and sold through its
authorized dealers. HONDA reserves the right either to replace or repair, at their
authorized dealer, free of cost, those parts which may be found on examination
to have manufacturing defect within 2 years from the date of sale (or) first
30,000 kms whichever occurs earlier of its operation.

CONDITION OF WARRANTY
The warranty coverage for Products will be valid only if the following are
availed & followed:
1. All 6 Free Services as per the given schedule
49
2. All 9 Paid Services as per the given schedule
3. Maintaining the service record given in the Owners Manual duly signed by
HONDA authorized dealer for each of the 6 Free & 9 Paid Services availed The
claim for ex-change (or) repair of parts shall be considered only when: 1-
Customer ensures that immediately upon the discovery of the defect he
approaches the nearest HONDA authorized dealer with the affected motorcycle.
2- The expenses if any for bringing the affected motorcycle to HONDA
authorized dealer has to be borne by customer only.
3- Customer produces the Owner’s Manual in original, to enable HONDA
authorized dealer to verify ownership & service record.
4- Warranty claims in respect of proprietary items like Tyres, Tubes,
Battery and Sparkplug are warranted by their respective manufacturers and shall
be claimed on them directly by the customer as per their warranty terms and
SMIPL shall not be liable in any manner to replace them.
5-However HONDA authorized dealer will give full assistance in taking up the
claims with respective manufacturers.
6- Warranty Claims in respect of shock absorbers (front & rear), Speedometers
etc though claimed through HONDA are subject to the acceptance of the
respective manufacturers.
7-HONDA reserves the right to carry out the replacement of the defective part
with the same part manufactured by another vendor, which is also used by
HONDA.
8- Warranty Claims will only be handled through HONDA authorized dealers &
will not be entertained directly by HONDA at all.
9-HONDA undertake no liability in the matter of consequential loss or damage
caused due to the failure of parts. Delay, if any, for carrying out the repairs at
HONDA authorized dealer, shall not be a ground for extending the warranty
period, nor shall it give any right to the customer for claiming any compensation
for damages.
50
 LIMITATION OF WARRANTY
Warranty is not applicable to :
Normal maintenance operations such as Engine Tune-up, De-Carbonizing,
Carburetor cleaning, Wheels, Brakes and Clutch adjustments as well as any
other normal adjustments.
Normal service wear and tear items (i.e.) Brake Shoes, Brake Pads,
Shims / Fasteners, Drive Chain, Sprockets, Clutch Plates, Race Bearing kit,
Gaskets, Rubber Parts (or) Plastic components, Wheel Rims (in case of
misaligned or bent), Element Air Cleaner, Oil Filter and Electrical items like
Bulb If recommended Engine Oil/Lubricants are not used or if they are not
replaced at the recommended interval.
.
Parts of the vehicle have been subjected to misuse, accident, and
negligent treatment, use of bad quality parts which are not manufactured (or)
not recommended for use by HONDA on their Products.

Parts of the motorcycle getting rusted or their plating or painting coming

off due to atmospheric condition like Sea Breeze and Industrial Pollution.
Motorcycle used for any Competition (i.e.) Rallies (or) Races, if it is used for
any commercial purposes like Hiring etc. HONDA undertakes no liability in the
matter of any consequential loss (or) damage caused due to failure of the parts.
Parts repaired (or) replaced under this warranty are warranted only for the
original warranty period of HONDAmotorcycles. Consumables like Engine Oil,
TFF Oil, Grease, used for the warranty repair are not covered under the
application of the warranty.
.
HONDA reserves the right to make any changes in the design or to add any
improvement(s) on the motorcycle at any time without incurring any obligation

51
to make the same on the motorcycle previously supplied (or) sold
/manufactured.
Also the conditions of this warranty are subject to alterations without any
notice. This warranty is the entire written warranty given by HONDA for your
motorcycle, and no employee, HONDA authorized dealer (or) other person is
authorized to extend or enlarge the terms of warranty. Decision regarding
warranty settlement shall be taken by HONDA and shall be final and binding on
all concerned.

OBJECTIVES

1) To know:- what are the marketing policies of the company that help to

satisfy the consumer.

2) To Study:- what marketing factors help to tackle/manage a consumer.

3) To Analyse:-behavior of the consumer and the policies of the company

with remand to the other companies.

4) To Suggest :- the remedies that can support for capturing more market

shine by improving marketing policies.

52
SCOPE OF THE STUDY

1) This study will helps the two wheeler dealers to analyse the

satisfaction level of consumer with respect to various brands of bike.

2) This study will helps someone else as secondary data for further

research.

3) This study will helps two wheeler dealers for improving the after sales

services for their consumer by which they can provide maximum

satisfaction.

4) This study has a good scope for me because I can apply this practical

knowledge and experience in my future career and managerial

decision making.

53
.

RESEARCH METHDOLOGY

The purpose of the methodology is to describe the process involved in the

research work.

INDENTIFICATION OF REASEARCH PROBLEM:

To estimate consumer satisfaction about the after sales services provided by

2 wheeler dealers in Muzaffarnagar.

RESEARCH OBJECTIVE :

The objective of research work is to the pinpoint requirement of the study and to

know the satisfaction level of consumer by the after sales services of selected main

two wheeler dealers in Muzaffarnagar.

PRIMARY DATA

Primary data is gathered for the first time by the researcher for the specific

purposes at hand, Primary data’s were the collection from. The primary sources

in consumer’s survey.
54
SECONDARY DATA :

Secondary data here (where internal) is the data already collected by others for

the purposes other than the solutions of f the problem at hand. It includes those

data, which are collected for the some earlier research work and are applicable

or use in the study. The researcher has presently under take

RESEARCH INSTRUMENT

Well balanced questioner with the closed and open – ended multiple – choice

questions along with questions based on preference rating.

METHOD OF APPROACH :

Administering questionnaire in direct personnel interview.

SAMPE SIZE:

The number of consumers surveyed for research study was 100 respondents.

AREA OF STUDY

The area of research work at HONDA showroom Add. Saharanpur Adda, Near

Bus Stand, Muzaffarnagar.

SAMPLING METHOD

To get most feasible and accurate result, convenient sampling method was

adopted.

DATA COLLECTION TECHNIQUE:

A survey was conducted by the help of survey tool- questionnaire, which was

design by me and approved by Mr. Kawarsain My Trainer contains twelve

questions covering all the important parameters involved.

55
DATA COLLATION:

To collate the data Ms Excel was used to convert the primary data to give

pictorial representation in form of Bar and Pie Graphs. All data was entered by

me and collated to calculate percentages.

On the basis of responses different frequencies were calculated manually related

to each question and preferences of customer were analyze.

DATA ANALYSIS

Q.1. Do you have any Bike?

YES 100
No 0

56
 No, 0, 0%

YES , 100,
100%

Interpretation- From above we see that everyone respondents have a bike.

Q.2. Which brands of Bike do you have?

HONDA 43
Bajaj 27
TVS 22
Hero 8
Total 100

57
 Suzuki , 8,
8%

TVS ,
22, 22% Hero Honda
, 43, 43%

Bajaj, 27,
27%

Interpretation-Out of 100 respondent, 43% respondents are using HONDA company bikes,
27% respondents are using Bajaj company bikes,22% respondents are using HONDA
company bikes,8% respondents are using HONDAcompany bikes.

Q.3. How long you had it?

Less than 6 6 month to 1 1 year to 2 More than 2

Total respondent-100
months year year year
HONDA (Base-43) 11.63% (5) 20.93% (9) 23.26% (10) 44.19% (19)

Bajaj(Base-27) 18.52% (5) 18.52% (5) 29.63% (8) 33.33% (6)

TVS (Base-22) 0.00% (0) 13.64% (3) 22.73% (5) 63.64% (14)

HERO(Base-8) 0.00% (0) 0.00% (0) 37.50% (3) 62.50% (5)

58
 70.00%
63.64% 62.50%
60.00%
50.00% 44.19%
40.00% 37.50%
33.33%
29.63%
30.00% 23.26% 22.73%
18.52% 20.93% 18.52%
20.00% 11.63%
13.64%
10.00% 0.00%
0.00% 0.00%
0.00%
Less than 6 6 month to 1 year 1 year to 2 year More than 2 year
months

Hero Honda Bajaj TVS Suzuki

Interpretation-From above we see that out of 43 respondents of HONDA company bike

maximum of the respondents(44.19%) are using more than 2 year and rest of them are using
less than 6 month(11.63%),6 month to 1 year(20.93%) and 1 year to 2 year(23.26%). In out
of 27 respondents of Bajaj company bike maximum of the respondents(33.33%) are using
more than 2 year and rest of them are using less than 6 month(18.52%),6 month to 1
year(18.52%) and 1 year to 2 year(29.63%). In out of 22 respondents of HONDA company
bike maximum of the respondents(63.64%) are using more than 2 year and rest of them are
using less than 6 month(0%),6 month to 1 year(13.64%%) and 1 year to 2 year(22.73%). In
out of 8 respondents of Honda company bike maximum of the respondents(62.50%) are using
more than 2 year and rest of them are using less than 6 month(0%),6 month to 1 year(0%) and
1 year to 2 year(37.50%).

Q.4. Are you availing the various after sales services provided by the 2
wheeler dealers?

`
Tota respondent-100 Yes No
HONDA (Base-43) 81.4% (35) 18.6% (8)
Bajaj (Base-27) 77.78% (21) 22.22% (6)
TVS (Base-22) 63.64% (14) 36.36% (8)
Hero(Base-8) 100% (8) 0% (0)

59
 120.00%
100%
100.00%
81.40% 77.78%
80.00%
63.64%
60.00%
36.36%
40.00%
18.60% 22.22%
20.00%
0%
0.00%
Hero Honda Bajaj TVS Suzuki

Yes No

Interpretation-From above we see that out of 43 respondents of HONDA company bike

maximum of the respondents(81.40%) are saying Yes that they are availing the various after
sales services provided by their dealer and rest of them are saying No(18.6%).In out of 27
respondents of Bajaj company bike maximum of the respondents(77.78%) are saying Yes that
they are availing the various after sales services provided by their dealer and rest of them are
saying No(22.22%). In out of 22 respondents of HONDA company bike maximum of the
respondents(63.64%) are saying Yes that they are availing the various after sales services
provided by their dealer and rest of them are saying No(36.36%). In Honda company bike
everyone(100%) are availing the various after sales services provided by their dealer.

Q.5. Do you think your dealers charges for only real faults?

Total respondent-100 Yes No

HONDA (Base-43) 55.81% (24) 44.19% (19)
Bajaj (Base-27) 70.37% (19) 29.63% (8)
TVS (Base-22) 18.18% (4) 81.82% (18)
Hero(Base-8) 75.00% (6) 25.00% (2)

60
 Yes No

81.82%
75.00%
70.37%

55.81%
44.19%

29.63%
25.00%
18.18%

Hero Honda Bajaj TVS Suzuki

Interpretation- From above we see that out of 43 respondents of HONDA company bike
55.81% are saying Yes that their dealer charges for only real faults and rest of the
respondents(44.19%) are saying No. In out of 27 respondents of Bajaj company bike 70.37%
are saying Yes that their dealer charges for only real faults and rest of the
respondents(29.63%) are saying No. In out of 22 respondents of HONDA company bike
18.18% are saying Yes that their dealer charges for only real faults and rest of the
respondents(81.82%) are saying No. In out of 22 respondents of HONDA company bike
75% are saying Yes that their dealer charges for only real faults and rest of the
respondents(25%) are saying No.

Q.6. Are you satisfied by the time taken for the repairing by the services of
dealers?

Highly Highly
Total respondent-100 Satisfied Can not say Dissatisfied
satisfied dissatisfied
HONDA (Base-43) 4.65% (2) 67.44% (29) 11.63% (5) 16.28% (7) 0.00% (0)
Bajaj (Base-27) 0.00% (0) 59.26% (16) 3.70% (1) 18.52% (5) 18.52% (5)
TVS (Base-22) 0.00% (0) 54.55% (12) 0.00% (0) 22.73% (5) 22.73% (5)
Hero(Base-8) 0.00% (0) 37.50% (3) 50.00% (4) 12.50% (1) 0.00% (0)

61
 Hero Honda Bajaj TVS Suzuki
80.00%
67.44 %
70.00%
59.26%
60.00%
54.55% 50.00%
50.00%
40.00% 37.50%
30.00% 22.73% 22.73 %
18.52% 18.52%
20.00% 0.00% 11.63% 16.28% 12.50%
10.00% 4.65 % 0.00 % 3.70% 0.00% 0.00%
0.00% 0.00% 0.00%
Highly Satisfied Can not say Dissatisfied Highly
satisfied dissatisfied

Interpretation-From above we see that out of 43 respondents of HONDA company bike

maximum of the respondents(67.44%) are saying, satisfied by the time taken for repairing by
the services of their dealers and rest of the respondents are Highly satisfied(4.65%),Can not
say(11.63%),Dissatisfied(16.28%),and Highly dissatisfied(0%).In out of 27 respondents of
Bajaj company bike maximum of the respondents(59.26%) are saying, satisfied by the time
taken for repairing by the services of their dealers and rest of the respondents are Highly
satisfied(0%),Can not say(3.7%),Dissatisfied(18.52%),and Highly
dissatisfied(18.52%). In out of 22 respondents of HONDA company bike maximum of the
respondents(54.55%) are saying, satisfied by the time taken for repairing by the services of
their dealers and rest of the respondents are Highly satisfied(0%),Can
notsay(0%),Dissatisfied(22.73%),and Highly dissatisfied(22.73%). In out of 8 respondents of
Honda company bike maximum of the respondents(50%) are saying, can not say by the time
taken for repairing by the services of their dealers and rest of the respondents are Highly
satisfied(0%),Satisfied(37.5%),Dissatisfied(12.5%),and Highly dissatisfied(0%).

Q. 7. Are you satisfied by the prices charges for repair?

Highly Highly
Total respondent-100 Satisfied Can not say Dissatisfied
satisfied dissatisfied
HONDAHONDA (Base-
0.00% (0) 69.77% (30) 11.63% (5) 11.63% (5) 6.98% (3)
43)
Bajaj (Base-27) 0.00% (0) 40.74% (11) 33.33% (9) 25.93% (7) 0.00% (0)
62
TVS (Base-22) 9.09% (2) 54.55% (12) 0.00% (0) 36.36% (8) 0.00% (0)
Hero(Base-8) 37.50% (3) 25.00% (2) 37.50% (3) 0.00% (0) 0.00% (0)

80.00%
69.77%
70.00%
60.00% 54.55%
50.00%
40.00% 37.50 % 40.74% 37.50 %
36.36%
33.33%
30.00% 25.00% 25.93%
20.00% 9.09% 11.63% 11.63%
10.00% 0.00% 6.98% 0.00%
0.00% 0.00% 0.00% 0.00 %
0.00% 0.00 %

Highly Satisfied Can not say Dissatisfied Highly

satisfied dissatisfied

Hero Honda Bajaj TVS Suzuki

Interpretation-From above we see that out of 43 respondents of HONDA company bike

maximum of the respondents(69.77%) are saying, satisfied by the prices charges for repair
and rest of the respondents are Highly satisfied(0%),Can not
say(11.63%),Dissatisfied(11.63%),and Highly dissatisfied(6.98%).In out of 27 respondents of
Bajaj company bike maximum of the respondents(40.74%) are saying, satisfied by the prices
charges for repair and rest of the respondents are Highly satisfied(0%),Can not
say(33.33%),Dissatisfied(25.93%),and Highly dissatisfied(0%). In out of 22 respondents of
HONDA company bike maximum of the respondents(54.55%) are saying, satisfied by the
prices charges for repair and rest of the respondents are Highly satisfied(9.09%),Can not
say(0%),Dissatisfied(36.36%),and Highly dissatisfied(0%). And in out of 8 respondents of
HONDA company bike maximum of them are saying, Highly satisfied(37.5%) and Can not
say(37.5%) by the prices charges for repair and rest of the respondents are
Satisfied(25%),Dissatisfied(0%),and Highly dissatisfied(0%).

Q.8. Are you satisfied the competency of mechanic?

Highly Highly
Total respondent-100 satisfied Satisfied Can not say Dissatisfied dissatisfied
HONDA (43) 4.65% (2) 81.40% (35) 6.98% (3) 6.98% (3) 0.00% (0)
Bajaj (27) 0.00% (0) 77.78% (21) 3.70% (1) 18.52% (5) 0.00% (0)
63
 TVS (22) 9.09% (2) 86.36% (19) 0.00%(0) 4.56%( 1) 0.00% (0)
Hero(8) 0.00% (0) 87.50% (7) 12.50% (1) 0.00% (0) 0.00% (0)

100.00% 86.36% 87.50%

90.00% 81.40%
80.00% 77.78%
70.00%
60.00%
50.00%
40.00%
30.00% 0.00%
18.52%
20.00% 4.65% 9.09% 6.98% 12.50%
10.00% 3.70% 6.98% 4.56% 0.00% 0.00%
0.00% 0.00%
0.00% 0.00% 0.00% 0.00%
Highly Satisfied Can not say Dissatisfied Highly
satisfied dissatisfied

Hero Honda Bajaj TVS Suzuki

Interpretation-From above we see that out of 43 respondents of HONDA company bike

maximum of the respondents(81.4%) are saying, satisfied by the competency of mechanic
and rest of the respondents are Highly satisfied(4.65%),Can not
say(6.98%),Dissatisfied(6.98%),and Highly dissatisfied(0%).In out of 27 respondents of
Bajaj company bike maximum of the respondents(77.78%) are saying, satisfied by the
competency of mechanic and rest of the respondents are Highly satisfied(0%),Can not
say(3.7%),Dissatisfied(18.52%),and Highly dissatisfied(0%) In out of 22 respondents of
HONDA company bike maximum of the respondents(86.36%) are saying, satisfied by the
competency of mechanic and rest of the respondents are Highly satisfied(9.09%),Can not
say(0%),Dissatisfied(4.56%),and Highly dissatisfied(0%). In out of 8 respondents of
HONDA company bike maximum of the respondents(87.5%) are saying, satisfied by the
competency of mechanic and rest of the respondents are Highly satisfied(0%),Can not
say(12.5%),Dissatisfied(0%),and Highly dissatisfied(0%).

Q. 9.Are you satisfied by the sitting arrangement for you, when your Bike is
under going servicing?

Highly Highly
Total respondent-100 Satisfied Can not say Dissatisfied
satisfied dissatisfied
HONDA (Base-43) 4.65% (2) 62.80% ( 27) 20.93% (9) 11.63% (5) 0.00% (o)
Bajaj (Base-27) 0.00% (0) 85.19% (23) 7.41% (2) 7.41% (2) 0.00% (0)
TVS (Base-22) 0.00% (0) 63.64% (14) 36.36% (8) 0.00% (0) 0.00% (0)
64
Hero(Base-8) 0.00% (0) 87.50% (7) 12.50% (1) 0.00% (0) 0.00% (0)

100.00%
90.00% 85.19% 87.50%
80.00%
70.00% 63.64%
62.80%
60.00%
50.00%
40.00% 36.36%
30.00% 0.00%
20.93% 11.63%
20.00% 4.65% 0.00% 12.50% 7.41% 0.00% 0.00%
10.00% 7.41%
0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
Highly Satisfied Can not say Dissatisfied Highly
satisfied dissatisfied

Hero Honda Bajaj TVS Suzuki

Interpretation-From above we see that out of 43 respondents of HONDA company bike

maximum of the respondents(62.80%) are saying, satisfied by the sitting arrangement for
their, when their Bike is under going servicing and rest of the respondents are High
lysatisfied(4.65%),Cannot say(20.93%),Dissatisfied(11.63%),and Highly dissatisfied(0%). In
out of 27 respondents of Bajaj company bike maximum of the respondents(85.19%) are
saying, satisfied by the sitting arrangement for their, when their Bike is under going servicing
and rest of the respondents are Highly satisfied(0%),Can not
say(7.41%),Dissatisfied(7.41%),and Highly dissatisfied(0%). In out of 22 respondents of
HONDA company bike maximum of the respondents(63.64%) are saying, satisfied by the
sitting arrangement for their, when their Bike is under going servicing and rest of the
respondents are Highly satisfied(0%),Can not say(36.36%),Dissatisfied(0%),and Highly
dissatisfied(0%). In out of 8 respondents of HONDAcompany bike maximum of the
respondents(87.5%) are saying, satisfied by the sitting arrangement for their, when their Bike
is under going servicing and rest of the respondents are Highly satisfied(0%),Can not
say(12.5%),Dissatisfied(0%),and Highly dissatisfied(0%).

Q.10. Are you satisfied by the behavior of dealers for after sales services?

Highly Highly
Total respondent-100 Satisfied Can not say Dissatisfied
satisfied dissatisfied
HONDA (Base-43) 0.00% (0) 60.47% (26) 18.60% (8) 20.93% (9) 0.00% (0)
Bajaj (Base-27) 0.00% (0) 59.26% (16) 33.33% (9) 7.41% (2) 0.00% (0)
TVS (Base-22) 9.09% (2) 77.27% (17) 13.64% (3) 0.00% (0) 0.00% (0)
Hero(Base-8) 25.00% (2) 37.50% (3) 37.50% (3) 0.00% (0) 0.00% (0)

65
 90.00%
80.00% 77.27%
70.00% 60.47%
60.00% 59.26%
50.00%
40.00% 37.50% 33.33% 37.50%
30.00% 25.00 %
20.93% 0.00%
20.00% 9.09% 18.60%
13.64% 0.00 % 0.00%
10.00% 0.00% 7.41% 0.00%
0.00% 0.00% 0.00%
0.00%
Highly Satisfied Can not say Dissatisfied Highly
satisfied dissatisfied

Hero Honda Bajaj TVS Suzuki

Interpretation-From above we see that out of 43 respondents of HONDA company bike

maximum of the respondents(60.47%) are saying, satisfied by behavior of dealers for after
sales services and rest of the respondents are Highly satisfied(0%),Can not
say(18.60%),Dissatisfied(20.93%),and Highly dissatisfied(0%). In out of 27 respondents of
Bajaj company bike maximum of the respondents(59.26%) are saying, satisfied by behavior
of dealers for after sales services and rest of the respondents are Highly satisfied(0%),Can
not say(33.33%),Dissatisfied(7.41%),and Highly dissatisfied(0%). In out of 22 respondents of
HONDA company bike maximum of the respondents(77.27%) are saying, satisfied by
behavior of dealers for after sales services and rest of the respondents are Highly
satisfied(9.09%),Can not
say(13.64%),Dissatisfied(0%),and Highly dissatisfied(0%). In out of 8 respondents of
HONDA company bike maximum of them are saying Satisfied(37.5%) and Can not
say(37.5%) by the behavior of dealers for after sales services and rest of the respondents are
Highly satisfied(25%),Dissatisfied(0%),and Highly dissatisfied(0%).

66
Q.11. Which types of improvement do you want to suggest in after sales
Services?

Quality of
Total Price of Competency Time taken
spares Others
respondent-100 spares parts of mechanics in services
parts
HONDA(Base-
20.93%(9) 30.23%(13) 6.98%(3) 74.42%(32) 4.65%(2)
43)
Bajaj(Base-27) 3.70%(1) 48.15%(13) 18.52%(5) 70.37%(19) 3.70%(1)
TVS(Base-22) 0.00%(0) 40.91%(9) 9.09%(2) 77.27%(17) 0.00%(0)
Hero(Base-8) 0.00%(0) 25.00%(2) 0.00%(0) 87.50%(7) 0.00%(0)

100.00%
90.00% 87.50%
80.00% 74.42% 77.27%
70.00%
60.00% 70.37%
48.15%
50.00% 40.91%
40.00% 30.23%
30.00% 20.93% 25.00%
20.00% 18.52% 4.65% 0.00%
3.70% 0.00% 6.98% 9.09%
10.00% 0.00% 3.70%
0.00% 0.00% 0.00%
Quality of Price of Competency Time taken Others
spares parts spares parts of in services
mechanics

Hero Honda Bajaj TVS Suzuki

Interpretation-From above we see that out of 43 respondents of HONDA company bike are
giving the suggestion for improvement in after sales services in ,Quality of spares
parts(20.93%),Price of spares parts(30.23%),Competancy of mechanics(6.98%),Time taken
in services(74.42) and Others(4.65%).In out of 27 respondents of Bajaj company bike wants
to improvement in,Quality of spares parts(3.7%),Price of spares parts(48.15%),Competancy
of mechanics(18.52%),Time taken in services(70.37%) and Others(3.7%). In out of 22
respondents of HONDA company bike wants to improvement in, Quality of spares
parts(0%),Price of spares parts(40.91%),Competancy of mechanics(9.09%),Time taken in
services(77.27%) and Others(0%). In out of 8 respondents of Honda company bike wants to
improvement in,Quality of spares parts(0%),Price of spares parts(25%),Competancy of
mechanics(0%),Time taken in services(87.5%) and Others(0%).

67
 Q.12.Are you overall satisfied by after sales services provided by 2 wheelers
dealers?

Total Highly Can not Highly

satisfied Satisfied say Dissatisfied dissatisfied
Respondent100
0.00% 60.47%
HONDA (Base-43) 20.93% (9) 11.63% (5) 6.98% (3)
(0) (26)
0.00% 59.26%
Bajaj (Base-27) 18.52%(5) 22.22% (6) 0.00% (0)
(0) (16)
0.00% 63.64%
TVS (Base-22) 0% (0) 31.82% (7) 4.55% (1)
(0) (14)
0.00% 75.00%
Hero(Base-8) 25% (2) 0.00% (0) 0% (0)
(0) (6)

80.00% 75.00%
70.00% 63.64%
60.00% 60.47%
59.26%
50.00%
40.00%
31.82%
30.00% 20.93% 25% 22.22%
20.00% 18.52% 4.55%
0.00% 11.63% 6.98%
10.00% 0.00%
0.00% 0.00% 0% 0.00% 0.00% 0.00%
0.00%
Highly Satisfied Can not say Dissatisfied Highly
satisfied dissatisfied

Hero Honda Bajaj TVS Suzuki

Interpretation-From above we see that out of 43 respondents of HONDA company bike

maximum of the respondents(60.47%) are saying, satisfied by overall after sales services
provided by 2 wheelers dealers and rest of the respondents are Highly satisfied(0%),Can not
say(20.93%),Dissatisfied(11.63%),and Highly dissatisfied(6.98%).In out of 27 respondents of
Bajaj company bike maximum of the respondents(59.26%) are saying, satisfied by overall
after sales services provided by 2 wheelers dealers and rest of the respondents are Highly
satisfied(0%),Can not say(18.52%),Dissatisfied(22.22%),and Highly dissatisfied(0%).In out
of 22 respondents of HONDA company bike maximum of the respondents(63.64) are saying,
satisfied by overall after sales services provided by 2 wheelers dealers and rest of the
respondents are Highly satisfied(0%),Can not say(0%),Dissatisfied(31.82%),and Highly
dissatisfied(4.55%). In out of 8 respondents of HONDAcompany bike maximum of the
respondents(75%) are saying, satisfied by overall after sales services provided by 2 wheelers
dealers and rest of the respondents are Highly satisfied(0%),Can not
say(25%),Dissatisfied(0%),and Highly dissatisfied(0%).

68
FINDINGS

1) Majority of the respondent are using the brands of HONDA bike,

and after that Bajaj, HONDA & Honda Bike.

2) Majority of the consumers are using their bike more than 2 years.

3) Majority of the consumer are saying Yes that they are availing the
various

after sales services provided by their dealers.

4) Majority of the consumer HONDA& Bajaj are saying that their

dealers charges for only real faults.

5) Majority of the consumer of HONDAHONDA, Bajaj & HONDA

are

saying that, they are satisfied by services of their dealers for the time

taken in repairing but majority of the consumer of Honda are saying that

they can not say.

6) Majority of the consumer of HONDA, HONDA & HONDA are

satisfied

by the prices charges for repairs.

7) Majority of the respondent are satisfied by the competency of the

mechanics.

8) Majority of the respondent are satisfied by the sitting arrangement

when their Bike is under going servicing.

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 9) Majority of the respondent are satisfied by the behaviour of their
dealers for after sales services.

10) Majority of the consumer are saying that they wants the
improvement in price of spares parts & time taken in services.

CONCLUSION

After conducting the survey in the area of Muzaffarnagar , I analyze that

customer are more aware about the services provided by their dealers.
I also analyze that HONDA, Bajaj, HONDA & HONDA are most leading two
wheeler companies which are maintaining good relationship with their
customers with the help of after sales services and also analyse majority of the
customer are using the bike of HONDA company and after that Bajaj, HONDA
& HONDA company.
I also analyse that majority of the customers in Muzaffarnagar region are
satisfied by the prices of spares parts & time taken in servicing by their dealers
but the customer wants more improvement in time taken in services & price of
spares parts.
I also analyse that among all the two wheeler dealers (HONDA, Bajaj, Honda &
Hero), HONDA providing satisfactory after sale service to its customers .
I also analyse that some of the people in Muzaffarnagar don’t prefer getting
their bike serviced through authorized dealers once the warranty period is over
because they are dissatisfied by the services of their dealers.
So finally I will suggest that Rajdhani HONDA should built long term
relationship with their customer for this it is essential that they must provide
good after sales services to their customers.

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SUGGESTIONS

1) HONDA should provide quality in after sale services to its customers.

2) HONDA should do promotional activity about their all types of after

sales services by which the customer are better aware about their after

sales services.

3) HONDA should provide suitable price based new accessories to their

customers.

4) Pleasant environment should be maintained at Rajdhani HONDA

5) Facility of picking of bike from the residence of their customer and

delivering it back should also be provided.

6) HONDA should charges only for real faults.

7) HONDA should make better relationship with their customer with the

help of after sales services.

8) HONDA should provide a better servicing & maintenance services to

their customer.

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LIMITATIONS

1) Human behaviour is too complex to determine so the information

disclosed by them may not be very accurate.

2) This research is conducted on a very small sample size(i.e100), so it

might be possible that the information given by such respondents may not

match with the replay of whole customer.

3) It might be possible that the answers given by the respondents are full of

biasness.

4) Some of the respondents were not willing to reply the questions.

5) Sometimes people do not understand the meaning of words which are

written in the questionnaire.
.

Thank You

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