PROJECT REPORT OF RESEARCH

METHODOLOGY ON
COMPARATIVE STUDY
OF
Sales Promotions
on
BAJAJ V/S HERO HONDA
SUBMITED TO SUBMITED BY
Prof. Neha bansal Vishal jaggi
Roll No.820375073
MBA 4th Semester
1
CERTIFICATE
This is to certify that Mr. Vishal jaggi has completed his project
report title Comarati!e St"#$ o% Ba&a& V/S Hero Hon#a under my
supervision. To the best of my knowledge and belief this is his original work
and this, wholly or partially, has not been submitted for any degree of this or
any other University.
Date Pro. N!ha "a#sal
!
Vs.
"
AC$NO%LEDGEMENT
The research on &Co'(ara)i*! S)+,- "!).!!# /ajaj a#, H!ro
Ho#,a has been given to me as part of the curriculum in !#$ears %asters
Degree in &usiness 'dministration.
( have tried my best to present this information as clearly as possible
using basic terms that ( hope will be comprehended by the widest spectrum
of researchers, analysts and students for further studies.
( have completed this study under the able guidance and supervision
of )rof. N!ha "a#sal' ( will be failed in my duty if ( do not acknowledge the
esteemed scholarly guidance, assistance and knowledge. ( have received
from them towards fruitful and timely completion of this work.
%ere acknowledgement may not redeem the debt ( owe to my parents for
their direct*indirect support during the entire course of this project.
( also thankful to my friend who helped me a lot in the completion of
this project.
Vishal jaggi
+
INDEX
Sr No. Particulars Page no
. OB!E"TIVES #
$. %ISTO&Y O' B(!(! )
- Profile
- Bajaj Intro
- Company History
- Timeline of new releases
3. %ISTO&Y O' %E&O %OND( *
- Company Profile
*. &ESE(&"% MET%ODO+O,Y $-
- Data Source
- Research pproach
- Samplin! unit
- Data Completion an" nalysis
- Scope
.. +IMIT(TION O' &ESE(&"% STUDY $.
#. (N(+YSIS (ND INTE&P&ET(TION $)
). "ON"+USION -/
0. &E"OMMEND(TION *
/. BIB+IO,&(P%Y *-
1. (NNEXU&E *.
,
O/JECTIVES01
1. To know the market share of &ajaj - .ero .onda.
!. To know the perception of customers regarding bikes.
". To determine the customers satisfaction regarding bikes.
+. To determine the factors influencing the choice of customers regarding
bikes.
/
0
Bajaj uto limite" is one of the lar!est two wheeler manufacturin! company in
In"ia apart from pro"ucin! two wheelers they also manufacture three wheelers.
The company ha" starte" way #ac$ in %&'(. Initially it use" to import the two
wheelers from outsi"e) #ut from %&(& it starte" manufacturin! of two wheelers in
the country. By the year %&*+ Bajaj uto ha" rolle" out their %++)+++th ,ehicle.
Bajaj scooters an" motor cycles ha,e #ecome an inte!ral part of the In"ian
milieu an" o,er the years ha,e come to represent the aspirations of mo"ern
In"ia. Bajaj uto also has a technical tie up with -awasa$i hea,y in"ustries of
.apan to pro"uce the latest motorcycles in In"ia which are of worl" class /uality
The Bajaj -awasa$i eliminator has emer!e" strai!ht out of the "rawin! #oar" of
-awasa$i hea,y in"ustries. The core #ran" ,alues of Bajaj uto limite" inclu"es
0earnin!) Inno,ation) Perfection) Spee" an" Transparency.
Bajaj uto has three manufacturin! units in the country at $ur"i) 1aluj an"
Cha$an in 2aharashtra) western In"ia) which pro"uce" 3)3%')*4* ,ehicles in
3++(-+5. The sales are #ac$e" #y a networ$ of after sales ser,ice an"
maintenance wor$ shops all o,er the country.
Bajaj uto has pro"ucts which cater to e,ery se!ment of the In"ian two wheeler
mar$et Bajaj CT %++ Dl6 offers a !reat ,alue for money at the entry le,el.
Similarly Bajaj Disco,er %3( offers the consumer a !reat performance without
ma$in! a #i! hole in the poc$et.
1
PR78I09:
8oun"er .amnalal Bajaj
;ear of 9sta#lishment %&35
In"ustry utomoti,e - Two < Three 1heelers
Business =roup The Bajaj =roup
0istin!s < its co"es BS9 > Co"e: (++'&+? @S9 - Co"e: B..AT7
Presence Distri#ution networ$ co,ers (+ countries.
Dominant presence in Sri 0an$a) Ban!la"esh)
Colum#ia) =uatemala) Peru) 9!ypt) Iran an"
In"onesia.
.oint Benture -awasa$i Hea,y In"ustries of .apan
Re!istere" < Hea" 7ffice $ur"i
Pune - '%%+3(
In"ia
Tel.: CD&%E-D3+E-3*'*34(%
8a6: CD&%E-D3+E-3*'*33&4
1or$s $ur"i) Pune '%%+3(
Bajaj @a!ar) 1aluj uran!a#a" '3%%35
Cha$an In"ustrial rea) Cha$an) Pune
'%%(+%
9-mail rahul#ajajF#ajajauto.co.in
1e#site www.#ajajauto.com
2
&ajaj 'utos 3td.
/ajaj A+)o Li'i)!,
T-(! )ublic
Fo+#,!, 12+,
H!a,2+ar)!rs )une, (ndia
$!- (!o(l! 4ahul &ajaj 56hairman7
R!*!#+!
4s. 1,81,8/" billion 5!88/7 or U9D 1.10
billion
N!) i#3o'! 4s. 10,81/ billion
E'(lo-!!s :..
%!"si)! www.bajajauto.com
/ajaj A+)o is a major (ndian automobile manufacturer. (t is (ndia;s largest and the
world;s +th largest two# and three#wheeler maker. (t is based in )une, %aharashtra, with
plants in <aluj near 'urangabad, 'kurdi and 6hakan, near )une. &ajaj 'uto makes
motorscooters, motorcycles and the auto rickshaw.

18
Co'(a#-4s his)or-
&ajaj 'uto came into e=istence on >ovember !2, 12+, as %*s &achraj Trading
6orporation )rivate 3imited. (t started off by selling imported two# and three#wheelers in
(ndia. (n 12,2, it obtained license from the ?overnment of (ndia to manufacture two# and
three#wheelers and it went public in 12/8. (n 1208, it rolled out its 188,888th vehicle. (n
1200, it managed to produce and sell 188,888 vehicles in a single financial year. (n 121,,
it started producing at <aluj in 'urangabad. (n 121/, it managed to produce and sell
,88,888 vehicles in a single financial year. (n 122,, it rolled out its ten millionth vehicle
and produced and sold 1 million vehicles in a year.
Ti'!li#! o #!. r!l!as!s
1201 # three#wheeler goods carrier
120! # &ajaj 6hetak
120/ # &ajaj 9uper
1200 # 4ear engine 'utorickshaw
1211 # &ajaj %#,8
121/ # &ajaj %#18, @awasaki &ajaj @&188
1228 # &ajaj 9unny
122+ # &ajaj 6lassic
122, # &ajaj 9uper A=cel
1220 # @awasaki &ajaj &o=er, 4ear Angine Diesel 'utorickshaw
1221 # @awasaki &ajaj 6aliber, 3egend5(ndia;s first four#stroke scooter7
!888 # &ajaj 9affire
!881 # Aliminator, )ulsar
!88" # 6aliber11,, &ajaj <ind 1!,, &ajaj )ulsar
!88+ # &ajaj 6T 188, >ew &ajaj 6hetak +#stroke with <onder ?ear, &ajaj
Discover DT9#i
!88, # &ajaj <ave, &ajaj 'venger, &ajaj Discover
!88/ # &ajaj )latina
!880 # &ajaj )ulsar#!88
9ome of the models that &ajaj makes 5or has made7 are
S3oo)!rs
o &ajaj 9unny
o &ajaj 6hetak
o &ajaj 6ub
o &ajaj 9uper
o &ajaj <ave
o &ajaj 3egend
11
Mo)or3-3l!s
o @awasaki Aliminator
o &ajaj )ulsar
o &ajaj @awasaki <ind 1!,
o &ajaj &o=er
o &ajaj 6T 188
o &ajaj )latina
o &ajaj 6aliber
o &ajaj Discover
o &ajaj 'venger
5(3o'i#g Mo,!ls
&ajaj )ulsar !!8 DT9#Bi
&ajaj @rystal
&ajaj &lade
&ajaj 9onic
N!. I'ag!
The company, over the last decade has successfully changed its image from a scooter
manufacturer to a two wheeler manufacturer, product range ranging from 9cooterettes to
9cooters to %otorcycle. (ts real growth in numbers has come in the last + years after
successful introduction of a few models in the motorcycle segment.
The company is headed by 4ahul &ajaj who is worth more than U9C1., billion.
1!
1"
(ndia has the largest number of two wheelers in the world with +1./ million
vehicles. (ndia has a mi= of "8 percent automobiles and 08 percent two wheelers in the
country. (ndia was the second largest two wheeler manufacturer in the world starting in
the 12,8Ds with the birth of 'utomobile )roducts of (ndia 5')(7 that manufactured
scooters. ')( manufactured the 3ambrettas but, another company, &ajaj 'uto 3td.
surpassed ')( and remained through the turn of the century from its association with
)iaggio of (taly 5manufacturer of Eespa7.
The license raj that e=isted between the12+8s to1218s in (ndia, did not allow foreign
companies to enter the market and imports were tightly controlled. This regulatory maFe,
before the economic liberaliFation, made business easier for local players to have a
sellerDs market. 6ustomers in (ndia were forced to wait 1! years to buy a scooter from
&ajaj. The 6AG of &ajaj commented that he did not need a marketing department, only a
dispatch department. &y the year 1228, &ajaj had a waiting list that was twenty#si= times
its annual output for scooters.
The motorcycle segment had the same long wait times with three manufacturersH 4oyal
Anfield, (deal Iawa, and Ascorts. 4oyal Anfield made a ",8cc &ullet with the only four#
stroke engine at that time and took the higher end of the market but, there was little
competition for their customers. (deal Iawa and Ascorts took the middle and lower end of
the market respectively.
(n the mid#1218s, the (ndian government regulations changed and permitted foreign
companies to enter the (ndian market through minority joint ventures. The two#wheeler
market changed with four (ndo#Iapanese joint ventures .ero .onda, TE9 9uFuki, &ajaj
@awasaki and @inetic .onda. The entry of these foreign companies changed the (ndian
market dynamics from the supply side to the demand side. <ith a larger selection of two#
wheelers on the (ndian market, consumers started to gain influence over the products they
bought and raised higher customer e=pectations. The industry produced more models,
styling options, prices, and different fuel efficiencies. The foreign companies new
technologies helped make the products more reliable and with better Juality. (ndian
companies had to change to keep up with their global counterparts.
1+
H!ro Ho#,a Mo)or3-3l! L),.
T-(! )ublic company &9A.A4G.G>D' %
Fo+#,!, Ianuary 12, 121+ in ?urgaon, .aryana, (ndia
H!a,2+ar)!rs .aryana, (ndia
$!- (!o(l!
Gm )rakash %unjal, Bounder
%r. &rijmohan 3all %unjal, 6hairman
%r. Toshiaki >akagawa, Ioint %anaging
Director
%r. )awan %unjal, %anaging Director
I#,+s)r- 'utomotive
Pro,+3)s %otorcycles, 9cooters
R!*!#+! UC !.1 billion
%!"si)! http**www.herohonda.com*site*home*home.asp

1,
HERO HONDA HEAD65ARTERS
H!ro Ho#,a Mo)or3-3l!s Li'i)!, is an (ndian manufacturer of motorcycles and
scooters. .ero .onda is a joint venture that began in 121+ between the .ero group of
(ndia and .onda from Iapan. (t has been the world;s biggest manufacturer of !#wheeled
motoriFed vehicles since !881, when it produced 1." million motorbikes in a single year.
.ero .onda;s 9plendor is the world;s largest selling motorcycle
Kcitation neededL
. (ts ! plants are
in Dharuhera and ?urgaon, both in .aryana, (ndia. (t specialiFes in dual use motorcycles
that are low powered but very fuel efficient.
Mo,!ls
/i7!s
.ero .onda 9plendor )lus
.ero .onda )assion )lus
.ero .onda @ariFma
.ero .onda 6&M
.ero .onda 9uper 9plendor
.ero .onda 6D Dawn
.ero .onda 6D Delu=e
.ero .onda 'chiever
.ero .onda ?lamour
.ero .onda 'mbition
.ero .onda N9plendorN %odel
1/
Co'(a#- Proil!
.eroO, is the brand name used by the %unjal brothers in the year 12,/ with the flagship
company .ero 6ycles. The two#wheeler manufacturing business of bicycle components
had originally started in the 12+8Ds and turned into the worldDs largest bicycle
manufacturer today. .ero, is a name synonymous with two#wheelers in (ndia today. The
%unjals roll their own steel, make free wheel bicycle critical components and have
diversified into different ventures like product design. The .ero ?roup philosophy is
To provide e=cellent transportation to the common man at easily affordable prices and
to provide total satisfaction in all its spheres of activityO. The .ero group vision is to
build long lasting relationships with everyone 5customers, workers, dealers and vendors7.
The .ero ?roup has a passion for setting higher standards and Angineering 9atisfactionO
is the prime motivation, way of life and work culture of the ?roup.
(n the year 121+, %r. &rijmohan 3al %unjal, the 6hairman and %anaging Director of
.ero .onda %otors 5..%7, headed an alliance between the %unjal family and .onda
%otor 6ompany 3td. 5.%67. ..% %ission 9tatement is <e, at .ero .onda, are
continuously striving for synergy between technology, systems, and human resources to
provide products and services that meet the Juality, performance, and price aspirations of
our customers. <hile doing so, we maintain the highest standards of ethics and societal
responsibilities, constantly innovate products and processes, and develop teams that keep
the momentum going to take the company to e=cellence in the new millenniumO. This
alliance became one of the most successful joint ventures in (ndia, until the year 1222
when .%6 had announced a 188P subsidiary, .onda %otorcycle - 9cooter (ndia
5.%9(7. This announcement caused the ..% stock price to decrease by "8 percent that
same day. %unjal had to come up with some new strategic decisions as, .%9( and other
foreign new entry companies were causing increased intensity of rivalry for ..%.
88 Gro.)h 88 The business growth of .ero .onda has been phenomenal throughout its
early days. The %unjal family started a modest business of bicycle components. .ero
?roup e=panded so big that by !88! they had sold 1/ million bicycles producing 1/888
bicycles a day. Today .ero .onda has an assembly line of 2 different models of
motorcycles available. (t holds the record for most popular bike in the world by sales for
(ts 9plendor model. .ero .onda %otors 3imited was established in joint venture with
.onda %otors of Iapan in 121+, to manufacture motorcycles. (t is currently the largest
producer of Two <heelers in the world. (t sold " million bikes in the year !88,#!88/.
4ecently it has also entered in scooter manufacturing, with its model )3A'9U4A mainly
aimed at girls. The .ero ?roup has done business differently right from the start and that
is what has helped them to achieve break#through in the competitive two#wheeler market.
The ?roup;s low key, but focused, style of management has earned the company plaudits
amidst investors, employees, vendors and dealers, as also worldwide recognition.
The growth of the ?roup through the years has been influenced by a number of factors
10
J+s)1i#1Ti'!
The .ero ?roup through the .ero 6ycles Division was the first to introduce the concept
of just#in#time inventory. The ?roup boasts of superb operational efficiencies. Avery
assembly line worker operates two machines simultaneously to save time and improve
productivity. The fact that most of the machines are either developed or fabricated in#
house, has resulted in low inventory levels. (n .ero 6ycles 3imited, the just#in#time
inventory principle has been working since the beginning of production in the unit and is
functional even till date.. This is the Iapanese style of production and in (ndiaH .ero is
probably the only company to have mastered the art of the just#in#time inventory
principle.
A#3illarisa)io#
'n integral part of the ?roup strategy of doing business differently was providing
support to ancillary units. There are over "88 ancillary units today, whose production is
dedicated to .ero;s reJuirements and also a large number of other vendors, which include
some of the better known companies in the automotive segment. Amployee )olicy
'nother 9triking feature within the .ero ?roup is the commitment and dedication of its
workers. There is no organiFed labor union and family members of employees find ready
employment within .ero. The philosophy with regard to labor management is N.ero is
growing, grow with .ero.N <hen it comes to workers; benefits, the .ero ?roup is known
for providing facilities, further ahead of the industry norms. 3ong before other companies
did so, .ero was giving its employees a uniform allowance, as well as .ouse 4ent
'llowance 5.4'7 and 3eave Travel 'llowance 53T'7. A=tra benefits took the form of
medical check#ups, not just for workers, but also for the immediate family members.
Fi#a#3ial Pla##i#g
The .ero ?roup benefits from the ?roup 6hairman;s financial acumen and his grasp on
technology, manufacturing and marketing. ?roup 6ompany, .ero 6ycles 3imited has
one of the highest labor productivity rates in the world. (n .ero .onda %otors 3imited,
the focus is on financial and raw material management and a low employee turnover.
6+ali)-
Quality at .ero is attained not just by modern plants and eJuipment and through latest
technology, but by enforcing a strict discipline. 't the ?roup factories, attaining Juality
standards is an everyday practice # a strictly pursued discipline. (t comes from an
amalgamation of the latest technology with deep#rooted e=perience derived from nearly
four decades of hard labor. (t is an attitude that masters the challenge of growth and
change # change in consumers; perceptions about products and new aspirations arising
from a new generation of buyers.
11
6onstant technology up gradation ensures that the ?roup stays in the global mainstream
and maintains its competitive edge. <ith each of its foreign collaborations, the ?roup
goes onto strengthen its Juality measures as per the book. The ?roup also employs the
services of independent e=perts from around the world to assist in new design and
production processes.
Di*!rsii3a)io#
Throughout the years of enormous growth, the ?roup 6hairman, %r. 3all has actively
looked at diversification. ' considerable level of backward integration in its
manufacturing activities has been ample in the ?roup;s growth and led to the
establishment of the .ero 6ycles 6old 4olling Division, %unjal and 9unbeam 6astings,
%unjal 'uto 6omponents and %unjal 9howa 3imited amongst other component#
manufacturing units.
Then there were the e=pansion into the automotive segment with the setting up of
%ajestic 'uto 3imited, where the first indigenously designed moped, .ero %ajestic,
went into commercial production in 1201. Then came .ero %otors which introduced
.ero )uch, in collaboration with global technology leader 9teyr Daimler )uch of 'ustria.
.ero .onda %otors was established in 121+ to manufacture 188 cc motorcycles.
The .ero ?roup also took a venture into other segments like e=ports, financial services,
information technology, which includes customer response services and software
development. Burther e=pansion is e=pected in the areas of (nsurance and
Telecommunication.
The .ero ?roup;s phenomenal growth is the result of constant innovations, a close watch
on costs and the dynamic leadership of the ?roup 6hairman, characteriFed by a culture of
entrepreneurship, of right attitudes and building stronger relationships with investors,
partners, vendors and dealers and customers
12
!8
RESEARCH METHODOLOGY
(t is well known fact that the most important step in marketing research process is
to define the problem. 6hoose for investigation because a problem well defined is half
solved. That was the reason that at most care was taken while defining various
parameters of the problem. 'fter giving through brain storming session, objectives were
selected and the set on the base of these objectives. ' Juestionnaire was designed major
emphasis of which was gathering new ideas or insight so as to determine and bind out
solution to the problems.
DATA SO5RCE
4esearch included gathering both )rimary and 9econdary data. Pri'ar- ,a)a is
the first hand data, which are selected a fresh and thus happen to be original in character.
)rimary Data was crucial to know various customers and past consumer views about
bikes and to calculate the market share of this brand in regards to other brands.
S!3o#,ar- ,a)a are those which has been collected by some one else and which
already have been passed through statistical process. 9econdary data has been taken from
internet, newspaper, magaFines and companies web sites.
RESEARCH APPROACH
The research approach was used survey method which is a widely used method
for data collection and best suited for descriptive type of research survey includes
research instrument like Juestionnaire which can be structured and unstructured. Target
population is well identified and various methods like personal interviews and telephone
interviews are employed.
SAMPLING 5NIT
(t gives the target population that will be sampled. This research was carried in
chandigarh
These were 188 respondents.
DATA COMPLETION AND ANALYSIS
'fter the data has been collected, it was tabulated and findings of the project were
presented followed by analysis and interpretation to reach certain conclusions.
SCOPE
%y project was based on the Co'(ara)i*! S)+,- o /ajaj V9S H!ro Ho#,a and
data was taken in the Cha#,igarh only.
!1
LIMITATIONS
!!
1. 4esearch work was carried out in ?walior only the finding may not be applicable to
the other parts of the country because of social and cultural differences.
!. The sample was collected using connivance#sampling techniJues. 's such result may
not give an e=act representation of the population.
". 9hortage of time is also reason for incomprehensiveness.
+. The views of the people are biased therefore it doesnDt reflect true picture.
!"
I#)ro,+3)io#
O"j!3)i*!s o Sal!s Pro'o)io#
The specific objectives set for sales promotions will vary with the type of the target
market. Bor consumer promotions, objectives include encouraging purchasing of larger
!+
siFed units, building trial among non#users and attracting switchers away from the
competitorDs brands. Bor trade promotions, objectives may includeH including retailers to
carry new items and higher level of inventory, encouraging off#seasonal buying, of#
setting competitive promotions, building brand loyalty of retailers and gaining entry into
new retail outlets. The sales force promotions help in encouraging support of a new
product or model, encouraging more prospecting and stimulating off#seasonal sales. &ut
most importantly, sales promotion should be focused on consumer relationship building.
Sal!s Pro'o)io# Tools
%any tools can be used to accomplish sales promotion objectives. Descriptions of the
main promotional tools are as followsH
Co#s+'!r Pro'o)io# Tools
The main consumer promotion tools are as followsH
Sa'(l!s0
They are offers of a trial amount of a product. (t consists of inviting prospective
purchasers to try the product without cost or at a lower cost in the hope that they
will buy the product. 9amples may be free or discounted.
Co+(o#s0
6oupons are certificates that give buyers a saving when they purchase a specified
product. 6oupons can be mailed, placed in advertisements or included with other
products.
R!"a)!s0
4ebate is also known as cash refund offers. 4ebates are offers to refund part
of the purchase price of a product to its customers who send a proof of
purchase to the manufacturer. These are like coupons e=cept that the price
reduction occurs after the purchase and not at the point of sale.
Pri3! Pa37s0
!,
6ents#off deals or price packs offer consumers savings by way of reducing
prices that are marked by the producer directly on the package.
Pr!'i+'s0
These are the goods offered either free or at a low cost as an incentive
to buy a product. )remiums may be in#pack or on#pack 5outside the pack7.
Pri:!s0
They are offers of chance to win something such as cash, trips or goods R by luck
or through e=tra efforts. 6ontests of talent and sweepstakes or draws the most popular
priFe offering promotions.
Ti!1i# Pro'o)io#s0
Tie#in promotions involve two or more brands or companies that team up on
coupons, refunds or contests to increase their pulling powers.
Cross Pro'o)io#s0
6ross promotions involve using one brand to advertise non#competing brand.
A,*!r)isi#g S(!3ial)i!s0
These are useful articles imprinted with an advertiserDs name, given as gifts to
consumers.
Pa)ro#ag! R!.ar,s0
They are cash or other awards for the regular use of companyDs products or services.
They are values 5in cash otherwise7 that are proportional to oneDs patronage of a
certain vendor or a group of vendors. They aim at building brand loyalty.
PoP Pro'o)io#s0
)oint of purchase 5)o)7 includes displays and demonstrations that take place at the
point of purchase or sale.
!/
Tra,! Pro'o)io# Tools
%ore money is spent by companies on trade promotion 5,1P7 than on consumer
promotions 5+!P7. The major trade promotion tools are as followsH
Dis3o+#)s0
(t is also known as price#off or off#invoice or off#list. Discounts price cut off the list
price on a particular Juantity purchased during a stated time.
Allo.a#3!s0
They are the amount offered in return for an agreement by the retailer to feature the
manufacturerDs products in some wayH displays, advertising or otherwise.
Fr!! Goo,s0
Bree goods are the e=tra merchandise offered to middlemen who buy a specific
amount of a product.
6ompanies also offer push money and specialty advertising items to the middlemen.
/+si#!ss Pro'o)io# Tools
6ompanies spend huge amount on promotions focused on industrial consumers. The
major business promotion tools are as followsH
Trade 9hows and 6onventions.
9ales 6ontests.
6learly, sales promotions play an important role in the total promotion mi=. To use it
well, the marketer must define the sales promotion objectives, select the best tools, design
the sales promotion program, pretest and implement the program and evaluate its results.
!0
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P
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2-3 In <hich fa;il7 Inco;e le8el 6o 7ou 'all9
%+++++-3+++++ 33
!2
3+++++-3+++++ '(
3+++++-'+++++ 33
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3+
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(+
%
Inco;e le8el
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%+++++-3+++++
3+++++-3+++++
3+++++-'+++++
a#o,e '+++++
2*3 'or ho< long 6o 7ou o<n a bi5e9
+-% year 3'
"8
%-3 year 3&
3-3 year 35
a#o,e 3 year %%
+
%+
3+
3+
'+
No of
Persons
%
No of 7ears
+-% year
%-3 year
3-3 year
a#o,e 3 year
2.3 'or <hat =ur=ose 6o 7ou use 7our Motor Bi5e9
%ero %on6a Ba:a:
"1
7ffice Purpose & '
Personal purpose %3 %(
.oy Purpose %& %5
7ther 5 3
+
(
%+
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7f f ice
Purpose
Personal
purpose
.oy
Purpose
7ther
Pur=ose
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Hero Hon"a
Bajaj
2#3 %o< 6o 7ou co;e to 5no< about this Motor Bi5e9
Ba:a:
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%ero %on6a
@ewspaper ' 3
Tele,ision 33 %5
2a!aGine 3 %
8rien"s <
Relati,e %4 %&
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Na;e of "o;=an7
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@ewspaper
Tele,ision
2a!Gine
8rien"s < Relati,e
2)3 Does (68ertise;ent Influence 7our 6ecision
in choosing a Motor Bi5e9
;es 4*H
""
@o (H
Cant say 4H
;es
@o
Cant say
203 Do 7ou ha8e full 5no<le6ge about Bi5es before
bu7ing9
%ero %on6a Ba:a:
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%+
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Hero Hon"a Bajaj
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2/3 4hich 'actor belo< Influence 7our 6ecision9
%ero %on6a Ba:a:
",
Price *3H *4H
2ilea!e *4H 5'H
Iuality 5(H '4H
Resale Balue '+H 34H
Status sym#ol %+H *H
+H
3+H
'+H
5+H
4+H
%++H
Hero Hon"a Bajaj
"o;=an7 Na;e
N
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Price
2ilea!e
Iuality
Resale Balue
Status sym#ol
213 %o< <oul6 7ou rate the follo<ing factors of Bi5es
<ith res=ect to 6ifferent co;=an79
"/
%ero %on6a Ba:a:
2ilea!e *'H *3H
Price 54H 5(H
Pic$ up *+H 4+H
2aintenance (4H 53H
0oo$ < Shape 4(H 4+H
Bran" Ima!e (3H ((H
+H
3+H
'+H
5+H
4+H
%++H
Hero Hon"a Bajaj
"o;=an7 Na;e
N
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s
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s
2ilea!e
Price
Pic$ up
2aintenance
0oo$ < Shape
Bran"e Ima!e
23 If ne< Bi5e <ith goo6 features co;es in> then <oul6
7ou li5e to change 7our bi5e9
"0
%ero %on6a Ba:a:
;es %& 3%
@o %* %'
Cant say %% 3
+
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%+
%(
3+
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Vie<s
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Hero Hon"a
Bajaj
"1
"2
Co#3l+sio#
1. %ost of the )ulsar, 6&M - @ariFma are purchased by young generation
11 to "8 because they prefer stylish looks and rest of the models of
.ero .onda are purchased more by daily users who needs more
average of bikes than looks.
!. .ero .onda is considered to be most fuel#efficient bike on (ndian
roads.
". 9ervice - 9pare parts are available throughout (ndia in local markets
also.
+. <hile buying a motorcycle, economy is the main consideration in form
of maintenance cost, fuel efficiency.
,. %ajority of the respondent had bought their motorcycle more than "
years.
+8
+1
RECOMMENDATIONS
1. &ajaj should introduce some more models having more engine power.
!. .ero .onda should think about fuel efficiency in case of upper segment
bikes.
". %ore service centers should be opened.
+. %aintenance cost and the availability of the spare parts should also be
given due importance.
,. They also introduce some good finance*discount schemes for students.
/. The price should be economic.
+!
+"

/I/LIOGRAPHY
;. ....h!roho#,a.3o'
<. ....googl!.3o'
=. ...."ajaj.3o'
>. ....).o.h!!l!r.3o'
?. ....!@)r!'!'a3hi#!s.3o'
++
65ESTIONNAIRE
>'%A # ::::::::::::::::::
6G>T'6T >G :::::::::::::::.
+,
'?A# 1,#!8 !8#!,
!,."8 'bove "8
G66U)'T(G># &usinessman Amployee
9tudent Gther
Q17 <hich &ike do you haveS
.ero .onda &ajaj 'ny Gther
Q!7 <hich %odel do you haveS
.ero .onda # 9plendor )assion
@ariFma Gther
&ajaj # 6T 188 Discover
)ulsar Gther
Q"7 (n which Bamily (ncome do you BallS
188888#!88888 !88888#"88888
"88888#+88888 'bove +88888
Q+7 Bor how long do you own a &ikeS
8#1 year 1#! year
!#" year above " years
Q,7 Bor what purpose do you use your %otor &ikeS
Gffice )urpose )ersonal )urpose
Ioy )urpose Gther
Q/7 .ow do you come to know about this %otor &ikeS
>ewspaper Television
%agaFines Briends*4elatives
+/
Q07 Does 'dvertisement (nfluence your decision in choosing a %otor &ikeS
$es >o 6anDt say
Q17 Do you have full knowledge about &ikes before buyingS
$es >o
Q27 <hich factor below influence your decisionS
)rice %ileage Quality
4esale Ealue 9tatus 9ymbol
Q187 .ow would you rate the following factors of bikes with respect to different
companiesS
.ero .onda &ajaj
%ileage
)rice
)ick up
%aintenance
3ook*9hape
&rand (mage
Q117 (n new bike with good feature comes in, then would you like to change your bikesS
$es >o 6anDt say
Q1!7 'ny 9uggestions for 6ompany
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Date 59ignature7
+0