yamaha marketing consumerbehaviour vaibhav tyagi(1)

8/10/2019 Yamaha Marketing ConsumerBehaviour Vaibhav Tyagi(1)

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A

PROJECT REPORT

ON

CONSUM ER BEH VIOR

IN TWO W HEELERS INDUSTRIES

Summer Internship Report Sumitte! In p"rti"# $u#$i##ment o$

B%Te&h ' MBA Pro(r"mme

SUBMITTED B) SUBMITTED TO

VAIBHAV TYAGI Mr.NAVEEN KUMARR%NO* +,-IEE-,./

SCHOOL OF MANAGEMENT

GAUTAM BUDDHA UNIVERSITY,GREATER NOIDA

UP-201308

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ACKNOWLEDGEMENT

It is a pleasure to record my thanks and gratitude to persons and organizations

whose generous help and support enabled me to complete this project within the

stipulated time period. My special thanks are due to Mr. Ra!!" S. S!#$%, S!&%'r

Ma&a(!r )Marketing & Sales) , Yamaha Motor India Pvt Ltd., Surajpur, Greater

Noida, for his active help and support in making me understand Indian two wheeler

industry, who guided me at each step during my training period and without whom

preparation of this report would not have been possible.

I also like to thanks Mr. NAVEEN KUMAR, Fa*+# ' M.B.A. S*$'' O

Ma&a(!/! who guided me in the completion of this project.

This report is the culmination of the synchronized effort of all the above

mentioned that had faith and confidence in me.

I am greatly indebted to all those persons who have helped me in some way orother in the completion of the project.

Vaibhav Tyagi

Summer intern(Yamahagreater n!i"a#

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$E%&ARATI'N

I am Vaibhav TyagiR! N!. +,-iee-,./, a student of B.Tech +MBA)th

Seme*terof GAUTAM BUDDHA UNIVERSITY,GREATER NOIDA hee!"

dec#ae that $o%ect e$ot ent&t#ed +%UST'MER SATIS,A%TI'N ', T-'

-HEE&ERS IN$USTRIES -ith *e/ia re0eren/e t! YAMAHA1 &s '"

o&(&na# )o* and the sa'e has not !een su!'&tted fo the a)ad of an"

othe d&$#o'a o de(ee.

#ace Vaibhav TyagiDate

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TABLE OF CONTENTS

Chapter.!". I#T$%&'CTI%#

Chapter.!(. C$ITIC)* $+I+- % *IT+$)T'$+

Chapter.!/. C%$0%$)T+ I#T$%&'CTI%#

Company profile

Industry profile 0roducts of 1amaha

2-%T checklist

Chapter.!3. $+2+)$C4 M+T4%&%*%51

$esearch problem and objective

$esearch process $esearch design

2cope of study

Chapter.!6. &)T) C%**+CTI%# )#& 0$+2+#T)TI%#

Chapter.!7. 5$)04IC)* &)T) )#)*12I2 )#& IT2

I#T+$0$+T)TI%#

Chapter.!8. I#&I#52 % T4+ $+2+)$C4

Chapter.!9. 5)02 I# *IT+$)T'$+ $+I+-

Chapter!:. 2C%0+ % '$T4+$ $+2+)$C4

Chapter."!. 0$%;*+M I&+#TIIC)TI%#

Chapter."". C%#C*'2I%#

Chapter."(. 2'55+2TI%#2

Chapter "/. *IMIT)TI%#2

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

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EXECUTIVE SUMMARY

OBECTIVE N#r'

P$a!r)?#$ G!&!ra#%'&@

RS Ra(!

RS V!*#'r

RS V!+r!

V5 Pr'!%'&a

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http://en.wikipedia.org/wiki/Phazerhttp://en.wikipedia.org/wiki/Phazerhttp://en.wikipedia.org/wiki/Phazer


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2I5#IIC)#T 0$+I%'2*1 0$%&'C+& M%&+*2

Bra"'

*'R

E%*!r

E7*%#!r

P$a!r)1#-3r4 G!&!ra#%'&@

M'+a%& Ma7

R>-1

S&'S*''#

S&' S'r#

SRV ?0

SR>

SR> ??0

S> R

S> V%!rV!&'/

V!+r!

V5 ?0

VMA>

VMA> S>

V/a7

V/a7-?

SNOWBLOWERS

YT-00E

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http://en.wikipedia.org/wiki/Phazerhttp://en.wikipedia.org/wiki/Phazerhttp://en.wikipedia.org/wiki/Phazer


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YT-00ED

YT-0ED

YS-80

YS-80

YS-100

YT-1080ED

YT-1080E>

YT-120E>

YT-120E>R

YS-130A

YS-130AR

YAMAHA-R1

$M%$"N%LL$' #$LI"P%$S

Ya/a$a R-0

Ya/a$a R-MA>

*%+!' M%S

? #r'! !r%!

? #r'! !# 4r%"! !r%!

2 #r'! V

2 #r'! 'r#a:! /%4 ra&(!

F+ %#

KART ENGINES

5T SERIES 2 STRO5E

32
http://en.wikipedia.org/wiki/Unmanned_aerial_vehiclehttp://en.wikipedia.org/w/index.php?title=Yamaha_R-50&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Yamaha_R-MAX&action=edit&redlink=1http://www.yamaha-motor.com/outboard/products/lifestylehome/home.aspxhttp://en.wikipedia.org/wiki/Unmanned_aerial_vehiclehttp://en.wikipedia.org/w/index.php?title=Yamaha_R-50&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Yamaha_R-MAX&action=edit&redlink=1http://www.yamaha-motor.com/outboard/products/lifestylehome/home.aspx


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5T100SD

5T100SC

5T100SEC

5T100SP

5T100

5T100A>

5T100A2

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%T4+$ +4IC*+2

1amaha has also built engines for other manufacturersE vehicles, most

notably the 7and 9engine for the ord Taurus 24%.The olvo JC:!

uses a larger version of the same 1amaha 9 engine. They also built

ormula %neracing engines from the late ":9!s to the mid "::!s, with little

on track success. In "::", 1amaha developed its " engined supercarcalled

the %J::""where two drivers sit in tandem in front of the engine, but the

project was canned due to the world recession and lack of interest.

1amaha also tunes engines for other manufacturers, Toyotabeing one of

them. 1amaha logos are, for instance, found on the Toyota 2 engines. )s

well as the (KK5+ utilized by Toyota,0ontiac, and *otus.

1amaha developed a prototype for a twoseater sports car with help of

)lbrecht 5oertz. -hile the 1amahaD#issan partnership never progressed

beyond the prototype stage, Toyota took up the design and released the

Toyota (!!!5T.

1amaha is also one of the big 3 companies in the 0ersonal water craft

market.

34
http://en.wikipedia.org/wiki/Ford_SHO_V6_enginehttp://en.wikipedia.org/wiki/Ford_Yamaha_V8_enginehttp://en.wikipedia.org/wiki/Ford_Taurushttp://en.wikipedia.org/wiki/Volvo_XC90http://en.wikipedia.org/wiki/Formula_Onehttp://en.wikipedia.org/wiki/Supercarhttp://en.wikipedia.org/wiki/Yamaha_OX99-11http://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Toyota_S_enginehttp://en.wikipedia.org/wiki/Toyota_ZZ_engine#2ZZ-GEhttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Pontiachttp://en.wikipedia.org/wiki/Lotus_Carshttp://en.wikipedia.org/wiki/Albrecht_Goertzhttp://en.wikipedia.org/wiki/Toyota_2000GThttp://en.wikipedia.org/wiki/Personal_water_crafthttp://en.wikipedia.org/wiki/Ford_SHO_V6_enginehttp://en.wikipedia.org/wiki/Ford_Yamaha_V8_enginehttp://en.wikipedia.org/wiki/Ford_Taurushttp://en.wikipedia.org/wiki/Volvo_XC90http://en.wikipedia.org/wiki/Formula_Onehttp://en.wikipedia.org/wiki/Supercarhttp://en.wikipedia.org/wiki/Yamaha_OX99-11http://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Toyota_S_enginehttp://en.wikipedia.org/wiki/Toyota_ZZ_engine#2ZZ-GEhttp://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Pontiachttp://en.wikipedia.org/wiki/Lotus_Carshttp://en.wikipedia.org/wiki/Albrecht_Goertzhttp://en.wikipedia.org/wiki/Toyota_2000GThttp://en.wikipedia.org/wiki/Personal_water_craft


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WATER PURIFIER

AL5ALION PURIFIER

%4)("#

PURIFIER

OH-U20-SA2

OH-U20-SB1

OH-U30-HS

OH-U30-5A?

OH-U30-SB3

OH-U?0-5A2

OH-U?0-SB1

BUSINESS MACHINES

R':'#

S+ra*! /'+!r

P''

CNC /a*$%&!

G' *ar

o G31E

o G31AL

E&(%&!

o MT !r%! )2 #r'!@

MT 110

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MT 110 VLS

o M !r%! )? #r'!@

M 12

M 1

M 200 )N!6 M'4!@

M 20

M 300

M 30

U&4!r(r'+&4 '% #a&

o M Ta&

O% !ara#'r

o Pa##' !r%!

F''4 a44%#%"!

Ga $!a# +/

o M !r%!

o SH !r%!

o 3HP /+#%

o L%"%&( /a#!

o YC !r%!

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MARKET CHARACTERISTICS

DEMAND

SEGMENTAL CLASSIFICATION AND CHARACTERISTICS

The three main product segments in the twowheeler category are scooters,

motorcycles and mopeds. 4owever, in response to evolving demographics and various

other factors, other sub segments emerged, viz. scooterettes, gearless scooters, and 3stroke scooters. -hile the first two emerged as a response to demographic changes, the

introduction of 3stroke scooters has followed the imposition of stringent pollution

control norms in the early (!!!. ;esides, these prominent subsegments, productgroups within these subsegments have gained importance in the recent years.

+Bamples include "(6cc motorcycles, "!!"(6 cc gearless scooters, etc. The

characteristics of each of the three broad segments are discussed in Table ".

%o-heelers "omparative "hara/teristi/s

S*''#!r M'#'r**! M'!4

0riceQL$s. as

in ?anuary(!!9

22,000 30,000 12,000

2troke(stroke, 3

strokeMainly 3stroke (stroke

+ngine

Capacity Lcc :!"6! "!!, "(6, S "(6 6!, 7!

Ignition NickD+lectronic NickD+lectronic NickD+lectronic

+ngine 0owerLbhp

7.6: 89 and above (/

-eight Lkg :!"!! S "!! 7!8!

uel

+fficiency

Lkm per litre

6!86 6!9! 8!9!

*oadCarrying

4igh 4ighest *ow

S!(/!a Mar!# S$ar!

The Indian twowheeler industry has undergone a significant change over the past "!

years with the preference changing from scooters and mopeds to motorcycles. Thescooters segment was the largest till 1"::9, accounting for around 3( of the two

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wheeler sales Lmotorcycles and mopeds accounted for /8 and (" of the market

respectively, that year. 4owever, the motorcycles segment that had witnessed highgrowth Lsince 1"::3 became larger than the scooter segment in terms of market

share for the first time in 1":::. ;etween 1"::7 and :M1(!!8, the motorcycles

segment more than doubled its share of the twowheeler industry to 8: even as themarket shares of scooters and mopeds stood lower at "7 and 6, respectively.

%ver the past "!"6 years the demographic profile of the typical twowheeler customer

has changed. The customer is likely to be salaried and in the first job. -ith a younger

audience, the attributes that are sought of a twowheeler have also changed. ollowingthe opening up of the economy and the increasing eBposure levels of this new target

audience, power and styling are now as important as comfort and utility.

The marketing pitch of scooters has typically emphasized reliability, price, comfortand utility across various applications. Motorcycles, on the other hand, have been

traditionally positioned as vehicles of power and style, which are rugged and more

durable. These features have now been complemented by the availability of newdesigns and technological innovations. Moreover, higher mileage offered by the

eBecutive and entrylevel models has also attracted interest of twowheeler customer.

5iven this market positioning of scooters and motorcycles, it is not surprising that thenew set of customers has preferred motorcycles to scooters. -ith better ground

clearance, larger wheels and better suspension offered by motorcycles, they are wellpositioned to capture the rising demand in rural areas where these characteristics

matter most.

2cooters are perceived to be family vehicles, which offer more functional value such

as broader seat, bigger storage space and easier ride. 4owever, with the secondhandcar market developing, a preference for used cars to new twowheelers among vehicle

buyers cannot be ruled out. #evertheless, the past few years have witnessed a shift in

preference towards gearless scooters Lthat are popular among women within thescooters segment. Motorcycles offer higher fuel efficiency, greater acceleration and

more environmentfriendliness. 5iven the declining difference in prices of scooters

and motorcycles in the past few years, the preference has shifted towards motorcycles.;esides a change in demographic profile, technology and reduction in the price

difference between motorcycles and scooters, another factor that has weighed in

favour of motorcycles is the high resale value they offer. Thus, the customer is willing

to pay an upfront premium while purchasing a motorcycle in eBchange for lowermaintenance and a relatively higher resale value.

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S+

Ma&+a*#+r!r

)s the following graph indicates, the Indian twowheeler industry is highlyconcentrated, with three players4ero 4onda Motors *td L44M*, ;ajaj )uto *td

L;ajaj )uto and T2 Motor Company *td LT2 accounting for over 9! of the

industry sales as in 1(!!8. The other key players in the twowheeler industry are

Ninetic Motor Company *td LNMC*, Ninetic +ngineering *td LN+*, *M* *tdL*M*, 1amaha Motors India *td L1amaha, Majestic )uto *td LMajestic )uto,

$oyal +nfield *td L$+* and 4onda Motorcycle A 2cooter India L0 *td L4M2I.

)lthough the three players have dominated the market for a relative long period oftime, their individual market shares have undergone a major change. ;ajaj )uto was

the undisputed market leader till 1(!!!, accounting for /( of the twowheeler

industry volumes in the country that year. ;ajaj )uto dominance arose from itscomplete hold over the scooter market. 4owever, as the demand started shifting

towards motorcycles, the company witnessed a gradual erosion of its market share.

44M*, which had concentrated on the motorcycle segment, was the main beneficiary,and almost doubled its market share from (! in 1(!!! to 6! in 1(!!8 toemerge as the market leader. T2, on the other hand, witnessed an overall decline in

market share from (( in 1(!!! to "8 1(!!8. The share of T2 in industry

sales fluctuated on a year on year basis till 1(!!/ as it changed its product miB buthas declined since then.

T!*$&''(

4itherto, technology transfer to the Indian twowheeler industry took place mainly

through< licensing and technical collaboration Las in the case of ;ajaj )uto and *M*

and joint ventures L44M*.) third form that is, the "!! owned subsidiary route found favor in the early

(!!!s. ) case in point is 4M2I, a "!! subsidiary of 4onda, ?apan. Table ( detailsthe alliances of some major twowheeler manufacturers in India.

;esides the below mentioned technology alliances, 2uzuki Motor Corporation has also

followed the strategy of joint ventures L2MC reportedly ac=uired e=uity stake inIntegra %verseas *imited for manufacturing and marketing 2uzuki motorcycles in

India.

%e/hnologi/al tieups o0 Sele/t Pla1ers

Nature ofAlliane

!o"#an$ %ro&ut

Ba'a'Auto

(e)nolo*ial tie+u#

,a-a.a/i ea$In&u.trie. Lt& a#an

Motor$le.

(e)nolo*ial tie+u#

(o/$a !o Lt&a#an

(-o+-)eeler.

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(e)nolo*ial tie+u#

,uota !or# a#an ie.elEn*ine.

ML oint enture on&a Motor !o a#an Motor$le.

,EL (e)nolo*ial tie+u#

$o.un* Motor. Ma)iner$ In

Motor$le.

,EL (ie u# for"anufaturin*an& &i.triution

Ital'et Ital$ Sooter.

LML (e)nolo*ial tie+u#

aeli" Motor !o Lt& Motor$le.

eroMotor.

(e)nolo*ial tie+u#

A#rilia of Ital$ Sooter.

-ith the twowheeler market, especially the motorcycle market, becoming eBtremely

competitive and the life cycle of products getting shorter, the ability to offer newmodels to meet fast changing customer preferences has become imperative. In this

conteBt, the ability to deliver newer products calls for sound technological backing and

this has become one of the critical differentiating factors among companies in thedomestic market. Thus, the players have increased their focus on research and

development with some having indigenously developed new models as well as

improved technologies to cater to the domestic market. urther, with eBports being one

of the thrust areas for some Indian twowheeler companies, the Indian originale=uipment manufacturers L%+Ms have realized the need to upgrade their technical

capabilities. These relate to three main areas< fuel economy, environmental

compliance, and performance. In India, because of the costsensitive nature of themarket, fuel efficiency had been an interest area for manufacturers.

It is not only that the %+Ms are increasing their focus on inhouse $A& they alsoprovide support to the vendors to upgrade the technology and also assist those striking

technological alliances.

TRENDS IN THE T9O-9HEELER INDUSTRY

C'/a&%! ra%%&( *aa*%# #' /!!# #$! (r'6%&( 4!/a&4

)ll the major twowheeler manufacturers, viz. ;ajaj )uto, 44M*,1MI*, T12, 4M2I

and others, have increased their manufacturing capacities in the recent past. Most of

the players have either eBpanded capacity, or converted their eBisting capacities forscooters and mopeds into those for manufacturing motorcycles. The move has been

prompted by the rapid growth reported by the motorcycles segment since 1"::6.

N%*$! /ar!# a' 6%#&!%&( %!&! *'/!#%#%'&;

) significant trend witnessed over the past five years is the inclination of consumers40


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towards products with superior features and styling. ;etter awareness about

international models has raised eBpectations of consumers on some key attributes,especially =uality, styling, and performance. 4igh competitive intensity has prompted

players to launch vehicles with improved attributes at a price less than the competitive

models.In an effort to satisfy the distinct needs of consumers, producers are identifying

emerging consumer preferences and developing new models. or instance, in the

motorcycles segment, motorcycles with engine capacity over "6!cc, is a segment that

has witnessed significant new product launches and hence, become more competitive.The indigenously launched 0ulsar "6! had met with success on its launch and

thereafter, a host of models have been launched in this segment by various players.

-hile ;ajaj )uto launched the 0ulsars L"9! cc, (!!cc and ((!cc with digital twinspark technology L&T2i that offers a powerful engine and fuel efficiency of "(6 cc

models. Moreover, in the recent past, the motorcycle segment has witnessed launch of

vehicles with higher engine capacity Lhigher than "6!cc and power Lhigher than"6bhp. These include models such as ;ajaj )uto +liminator and $oyal +nfieldEs

Thunderbird followed by 44M*Es Narisma and 1amaha $"6 and other sports bikes.

The products in this segment cater for style conscious consumers. Fuite a few playersare developing models combining features such as higher engine capacityG, optimum

miB of power and performance, and superior styling. 4owever, the eBtent of shift tothese products would depend on the positioning of such products in terms of price.

In the scooters segment, the market for plasticbodied variomatic scooters continues to

witness growth in the scenario of overall decline in scooter volumes. 4igher volumes

and growth are especially true for certain scooter models, such as 4onda )ctiva, thatbrought in new technology Lbesides variomatic transmission to further differentiate

themselves. Thus, the need to differentiate and create a niche has led to companies

strengthening their research and development L$A& capabilities and reducing thedevelopment time for new models.

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INCREASING FOCUS ON E>PORTS;

or the first nine months of 1(!!8, twowheeler eBports increased by /8 over thecorresponding previous, led mainly by motorcycles even as eBports of other two

wheelers were healthy. -hile motorcycle eBports increased by 3!, scooter andmoped eBports increased by (: and (8 respectively.

Motorcycle eBports by ;ajaj )uto, 44M* and T2 have reported a robust growth in

1(!!8 and are eBpected to increase further in the medium term.

)lthough the Indian twowheeler manufacturers have forayed on their own in theirtarget eBport markets, there have been instances of tieups with the technology

partners. ;ajaj )utoEs tieup with Nawasaki to jointly market ;ajaj products in

0hilippines is a case in point. 'nder the tieup, MDs Nawasaki Motors 0hilippines

Corporation has been appointed as eBclusive distributors to market select ;ajaj twowheelers that include ;yk, Caliber ""6 and -ind "(6. These vehicles are being sent to

0hilippines in the completely built unit LC;' form. %ther strategy of eBpanding

international presence considered by few players is that of setting up assembly lines inselect 2outh +ast )sian countries either on their own or in partnership with local

players. ;esides, plans of select overseas technology partners to source from their

Indian partners and plans of global majors to develop their Indian manufacturing unitas a sourcing hub may also lead to increase in twowheeler eBports from India.

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SWOT ANALYSIS

S#re%!'(

1amaha Motor products eBtend from land to sea and even into the skies, with

manufacturing and business operations that include everything from motorcycles,

02) electrohybrid bikes, marine and power products to automotive engines.

Continuously does product improvement in accordance with demanding

customers.

The distribution network of 1amaha Motors is very wide and spread across the

country.

0robably the best in terms of $A& facility.

4as great brand name and commands lot of respect among bikers community.

Wea)%e''(

#arrow product line in terms of motorcycles.

1amaha@s strategy for Indian market was on right alleyway, but somewhere down

the lane, they are still relying on conventional model which no longer in use.

1amaha despite the promise has failed to deliver and is still an underdog in the

race to top.

) series of unsuccessful and flop bikes have eroded the legacy of $J"!! and

$&/6!.

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**+r#$%i#ie'(

The motorcycle market has been growing at a phenomenal rate and there has

been a shift in the consumer preferences from ( stroke bikes. 1amaha motorshave recognized this and are bringing out new models of 3 stroke bikes =uite

regularly to cater the needs of the customers.

Consumers have become technology conscious and 1amaha Motors have best

$A& facilities. 2o they can tap new costumers with innovative technology in

motorcycle design and manufacturing.

There lies lot of potential in "6!cc and above segment and 1amaha has not made

enough inroads in this segment.

T!rea#'(

Continuous divisions of customer segment have made conventional bikes which

was the strength of 1amaha motors.

Constant demand for price reduction from customers.

;ajaj )uto and T2 have taken large part of the market share from 1amaha.

5rowing competition in the industry, both in the terms of new models and price

undercutting, too is a matter of concern as both the sales realization and operationmargins may come under pressure.

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CHAPTER , -

RESEARCH

METHODOLOGY

RESEARCH PROBLEM AND OB.ECTIVE(

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$esearch in common parlance refers to search for knowledge. $esearch is an academic

activity and as such it is used in a technical sense. )ccording to Clifford -oody,

research comprises defining and redefining problems, formulating hypothesis or

suggesting solutions, collecting, organizing and evaluating data, making deductions

and research conclusions to determine whether they fit the formulating hypothesis.

Pr%/ar ':!*#%"! ;

The research encompasses the primary objective of comparison and analysis of

1amaha bikes with respect to other brands prevailing in the market i.e. , 4ero

4onda ,4onda , ;ajaj , T2 and 2uzuki .

The primary aim is to interpret the satisfaction level of customers using

yamaha@s bikes and to find out the areas in which it needs to improve to develop a

better perception in the mind of its customers . it entails as to suggest yamaha how to

become a no. " customer oriented company

S!*'&4ar ':!*#%"!

Mostly salaried

Customers are generally satisfied with attitude of dealers at the time of sales.

+very brand of bikes have a poor response in terms of sales follow up.

4ero 4onda is the most famous brand.

avored bikes in today@s date are >

4unk

0ulsar

)pache

Customers stress on =uality as complimentary to looks.

Mileage is what everybody wants.

I& a*#, #$! 4!a!r$% ' S+ra+r, Gr!a#!r N'%4a % '+&4 (''4 $a"%&( 6%#$

*+#'/!r a##%#+4! a&4 :!$a"%'+r #' D!a!r$% !"a+a#%'& '#$!r #$a& '+&4

' Har%46ar.

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CHAPTER / 12

SUGGESTIONS

SUGGESTIONS

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". INTRODUCTION OF NE9 BRANDS > 1amaha should introduce new

bikes in the market. It will definitely make the market oligopolistic , but willimprove the condition of 1amaha .

(. BI5E IN 10 CC SEGMENT> 1amaha does not has any successful bike inthis segments . 1amaha needs to introduce a bike in this segment which can

compete with the other brands on price , power, pickup , mileage and style .

/. INTEGRATION OF MAR5ETING AND R = D DEPARTMENT -1amaha has got best $A& facilities and international design of sports bikes.It needs to integrate its efforts together with other department more

specifically marketing wing and try to give customers what they want.

3. It has been found from the research that 1amaha has got the most loyal

customers but when it comes to 1amaha , people still talk about $J "!!.

yamaha should develop a bike like $J"!!, and this time mileage and style

should alos be considered.

6. /7! degree marketing approach and need to follow aggressive promotional

campaigns to grab a larger piece of pie in the motorcycle segment.

7. ocus should be on teenagers, young and eBecutives as they represent largest

portion of the bike user segment.

8. 0rovide better sales follow up which almost every brand lacks > the research

has showed that the bike users of all brands are dissatisfied with their Haftersales eBperience@ .this is a big loop hole which yamaha can use to improve its

brand image and to gain more customers.

9. Indian customers generally do not use bike for fashion but as a necessity so

mileage should be a concern, so it needs to create a better image in the mindof its customers regarding mileage.

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CHAPTER , 13

LIMITATIONS

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LIMITATIONS

". $esearch was limited to only two wheeler motorcycle industry.

(. $esearch was restricted to #oida only.

/. 2ince it is limited only to two wheeler motorcycle industry so the entire customer

satisfaction level while and after purchasing a product cannot be projected on this

research.

3. 2ometimes it was very difficult to get the necessary information as filling the

=uestionnaire re=uired time.

6. $esearch could have been wider in scope if along with customer satisfaction level

consumer behavior pattern was also studied.

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CHAPTER , 1-

ANNEXURE

COMPETITOR CUSTOMER SATISFACTION

SURVEY

C'2T%M+$ #)M+ TownDear of %ur)a.e CCCCCC::

11Are $ou .ati.e& -it) t)e #ro&ut

=i@ De. =ii@ No

12W)at &o $ou li/ein t)e i/e

i: S#ee&ii: %o-er>B

%iii: Milea*e

i: e.i*n>


106/108

13o- &i& $ou /no- aout t)e i/e

=i@ (=ii@ Ne-.

%a#er>Ma*aHine

=iii@ ?rien&

=i@ %ro&utS)o-

=@ ?a"il$=i@ Internet=ii@ (e.t i&e=iii@ .er=iF@ oar&in*

1-W)$ &o $ou &rie i/e>t-o -)eeler

=i@ %a..ion=ii@ Self

Sati.fation

=iii@ !rui.in*>lon* rie

=i@ !o""utin*

=@ S)o-O>Statu.S$"ol

=i@ %o-er

10?or -)o" &i& $ou #ur)a.e t)e i/e=i@ ?a"il$=ii@ Dour.elf =iii@ Dour .on

=i@ Dour


107/108

22Seriin*=i@ S)o-

roo"=ii@ oa&

Me)ani

23i& $ou *et t)e full alue of $our "one$ -it)t)e #ro&ut

=i@ De.=ii@ No

107


108/108

2-: DURING SALES EVALUATIONC

1: W)en $ou ou*)t $our ne- "otor$le )o- .ati.e& -ere $ou -it) t)e#erfor"ane of t)e &ealer.)i# .ale. #er.onal on ea) t)e ite". elo-a: Attitu&e =frien&line..@ 1 2 3 4 5: EF#lanation. of #ro&ut feature. 1 2 3 4 5: EF#lanation. of .ale. ter". on&ition. 1 2 3 4 5

2: o- .ati.e& are $ou -it) t)e &ealer .)o#a: %ro&ut &i.#la$ 1 2 3 45: !leanline.. 1 2 3 4 5: At"o.#)ere 1 2 3 4 5PARAMETERS1VERY BAD 2POOR 3AVERAGE -GOOD 0VERY GOOD

20 DURING VEHICLE DELIVERY EVALUATION

o- .ati.e& -ere $ou -it) t)e "otor$le &elier$a: !leanline.. of $our #ur)a.e& "otor$le &elier$ 1 2 3 4 5: (i"el$ &elier$ of t)e i/e 1 2 3 4 5: EF#lanation. of "otor$le funtion. at &elier$ 1 2 3 4 5&: %ro#er %I an& )e/. "a&e 1 2 3 45e: (i"el$ &ou"entation of t)e &elier$ &one 1 2 3 4 5

2 AFTER SALES EVALUATION,

After $ou ou*)t $our ne- "otor$le &i& t)e &ealer .taa: Sale."an follo-. u# for $our r.t eF#eriene.: 1 2 3 4 5: i& t)e &ealer.)i# re"in& $ou for r.t .erie &ue 1 2 3 45: i& t)e &ealer.)i# ta/e #ro"#t ation. to $our o"#laint. 1 2 3 45

2;o- -ell &o $ou feel t)e &ealer .erie. re#re.ent t)e urrent ran&i E t l ll

yamaha marketing consumerbehaviour vaibhav tyagi(1)

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