Project Report On “A STUDY OF CUSTOMER SATISFACTION LEVEL TOWARDS ROYAL ENFIELD, NEW DELHI” Submitted to
Maharshi Dayanand University, Rohtak Submitted to partial fulfillment of the Requirement for the Degree of BACHELOR OF BUSINESS ADMINISTRATION (BBA) Submitted By: Sandeep Singh Reg. No. 1412720123
Under Supervision of: Dr. Abhimanyu Upadhyay Faculty of Management
Session 2014-2017
WORLD COLLEGE OF TECHNOLOGY & MANAGEMENT, Gurgaon
DECLARATION
I hereby declare that the project entitled “A STUDY OF CUSTOMER SATISFACTION LEVEL TOWARDS ROYAL ENFIELD, NEW DELHI” submitted for the BBA Degree is my original work and the project has not formed the basis for the award of any degree, associate ship, fellowship or any other similar titles.
Signature of the Student: Place: Date:
CERTIFICATE
This is to certify that the project entitled “A STUDY OF CUSTOMER SATISFACTION LEVEL TOWARDS ROYAL ENFIELD, NEW DELHI” is the original work carried out by SANDEEP SINGH student of BBA MAHARSHI DAYANAND UNIVERSITY, ROHTAK during the year 20142017 in partial fulfillment of the requirements for the award of the Degree of BBA and that the project has not formed the basis for the award previously of any degree, diploma, associate ship, fellowship or any other similar title.
Signature of the Guide: Place: Date:
ACKNOWLEDGEMENT
As a result of teaching system that promotes cramming up of facts I looked upon my research guide as a source of free flowing information source who will just hand me down the information as I take down notes. This way I had learnt to learn. This was fortunately not the case with me. I thank my summer training guide Dr. Abhimanyu Upadhyay (Faculty in Management Department, World College of Technology & Management, Gurgaon) who helped me learn the meaning of true research and who brought me out of the paradigm and helped me to think. The knowledge gained from independent thinking is something we do not experience in our way of education. As a result of this research and interaction with my guide it seems that the real meaning of research is just beginning to show. Finally, I express my deep sense of gratitude to all those who have helped me directly or indirectly in completing my project.
Sandeep Singh
EXECUTIVE SUMMARY Royal Enfield is a motorcycle manufacturer, having its current base in India. The company is the currently leading the 350 c.c. bike segment with their flagship product “Bullet”. This report is an outcome of a study conducted to boost their sales, as part of our Marketing Practices’ Course assignment. There are several forces at work in every sector and every industry of an economy. The dynamic nature of every industry keeps the pulses of the companies operating in each sector racing. Our strategic analysis report is focussed on marketing and sales of Royal Enfield as a company. It also delves at all those forces at work that could potentially change the fortunes of a company. Be it a company that wants to enter a new market segment or a company that wishes to strategically position its products, this report is an invaluable tool for all. The report analyses the performance of the leading players in the motorcycle industry which are competitors of Royal Enfield or potentially can be one. This report outlines the study conducted for investigating the lean areas for Royal Enfield from a marketing and sales perspective. Also analyses have been mentioned at appropriate places in support of the same. To conclude, it provides a broad map of various strategies to boost Royal Enfield sales.
TABLE OF CONTENETS 1
INTRODUCTION
1- 15
2
COMPANY PROFILE
16-24
3
OBJECTIVE OF THE REPORT
25-26
4
LITERATURE REVIEW
27-32
5
RESEARCH METHODOLOGY
33-35
6
DATA ANALYSIS AND INTERPRETATIONS
36-50
7
FINDINGS
51-53
8
CONCLUSION
54-55
9
LIMITATIONS
56-57
10
SUGGESTION
58-59
ANNEXURE
60-63
BIBLIOGRAPHY
64-67
INTRODUCTION
1
INTRODUCTION
This market survey report is based on the survey, which has been done in the Moradabad city. The main objective of the survey is to study the customer satisfaction towards Royal Enfield. The data used for the analysis is primary data and collected through the use of questionnaire. The respondents were the customer of Royal Enfield. The sample size of my research is 50, and the respondents are customers, a questionnaire consisting of 14 questions has been used to make this market survey report. The data have been tabulated and shown in the form of a pie chart. Then it is interpreted and analyzed and further the conclusion of the study is drawn. And I have asked some questions to customers through which I am avail to conduct this market survey report. I believe that this market survey report will help to the reader for better understanding of the attitude of the customer.
Royal Enfield one of the popular brand and highest selling bike in India and outside India (USA, Europe, Australia etc). Royal Enfield motorcycles had been sold in India from 1949. In 1955, the Indian government looked for a suitable motorcycle for its police and army, for use patrolling the country's border. As far as the motorcycle brand goes, though, it would appear that Royal Enfield is the only motorcycle brand to span three centuries, and still going, with continuous production. Product range has widened and the customer has evolved. Customer satisfaction plays a crucial role in enabling an organization to change and develop with customers. Keeping the existing customer contended is generally much easier, takes less time and involves less expense. The reason for this is that it takes more time to find new prospective customer. In this context study is conducted with special reference to customer satisfaction. A company can earn more profits only when it has strong customer care towards
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product and services offered by the company. So to have strong customer care it has to provide a competitive price further advertising to increase.
The automobile industry is one of the biggest industries in the world. Being a major revenue and job generating sector it drives the economies of some of the superpowers of the world. In India the automobile industry has grown by leaps and bounds since the advent of the liberalization era the automobile industry and especially the two wheeler segment has grown by leaps and bounds. The liberalization has done away with primitive and prohibitive practices of licensing and restricted foreign investment have been done away with. The result of which was the entry of foreign players into the Indian market. The two wheeler segment was largely dominated by Automobile Products of India (API) and Enfield in the 50s. Later on towards the end of the 50s Bajaj Autos began importing Vespa scooters from Italian company Piaggio. In the following decades the automobile industry in India was mainly dominated by scooters with API and later Bajaj dominating the market. There were very few products and choices available as far as motorcycle is concerned and Enfield bullet and Rajdoot dominated the market. The 80s saw the entry of Japanese companies in the Indian market with the opening up of the market to foreign companies. Hero Honda and TVS Suzuki are companies formed in this era of market reform. The market was still predominantly scooter dominated and Bajaj and LML were the leading brands producing the products at that time. The Japanese companies not only collaborated with Indian companies to produce the already existing products but also brought in new technology as a result of which the ever conquering 100cc bikes which were extremely fuel efficient with 4 stroke engines were launched in India. These proved to be highly successful as they provided a cheap and affordable means of personal transport to all those who could not buy a car. The flourishing middle class took a
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great liking for these bikes and the bike sales in India began to grow exponentially year on year leading to Hero Honda becoming the leader in the two wheeler industry in India and the largest producer of two wheelers in the world. The post 90s era was the era of liberalization and weakening of restrictive measures. The government went on an overdrive to support the industry and all FDI regulations and licensing was abolished. 100% FDI was allowed in the automobile industry and the excise duty was also considerably reduced to its current level of 12% on two wheelers. All these factors combined with the rising fuel prices, the increasing dispensable incomes of households, easy access to finance, etc. have led to two wheeler industry becoming the backbone of the automobile industry in India. The two wheeler industry in India forms a major chunk of the automobiles produced in India. According to Society of Indian Automobile Manufacturers statistics for the year 2009 – 2010, two – wheelers comprise 76.49% of market share among the vehicles produced in India. The production share of two wheelers is quite similar to the market share. The two wheeler industry comprises around 74% of the total automobiles produced in India. The SIAM data for the year 2009-10 states that 8,418,626 two wheelers were produced during the year against a total of 11,175,479vehicles produced during the year. India emerged as Asia's fourth largest exporter of automobiles, behind Japan, South Korea and Thailand. India’s automobile sector consists of the passenger cars and utility vehicles, commercial vehicle, two wheelers and tractors segment. The total market size of the auto sector in India is approximately Rs 540 billion and has been growing at around 8 percent per annum for the last few years. Since the last four to five years, the two wheelers segment has driven the overall volume growth on account of the spurt in the sales of motorcycles. However, lately the passenger cars and commercial vehicles segment has also seen a good growth due to high discounts, lower financing rates and a pickup in industrial activity respectively. Major automobile manufacturers in India include Maruti Udyog Ltd., General
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Motors India, Ford India Ltd., Eicher Motors, Bajaj Auto, Daewoo Motors India, Hero Honda Motors, Hindustan Motors, Hyundai Motor India Ltd., Royal Enfield Motors, TVS Motors and Swaraj Mazda Ltd. With the economy growing at 9% per annum and increasing purchasing power there has been a continuous increase in demand for automobiles. This, along with being the second largest populated country, makes the automobile industry in India a very promising one.
INDIAN TWO WHEELER MARKET Ever since the old Lambretta scooter was replaced with the flurry of vibrant two wheeler models, Indian two wheeler industry has seen a phenomenal change in the way they perceive the Indian market. Two wheeler manufacturers are now competing in an ever growing consumer market by bringing out new products and features. The country has now grown into the second largest producer of two wheelers in the world. Currently there are around 10 twowheeler manufacturers in the country, and they are Bajaj, Hero, Hero Honda, Honda, Mahindra/Kinetic, Royal Enfield, Suzuki, TVS, and Yamaha. There have been various reasons behind this growth. Because of poor public transport system, the citizens found convenience in two wheelers. Added to this is the fact that the average Indian still does not have the purchasing capacity for a more expensive, four wheeler. The story of
Mr. Ratan
Tata inspired by a family of four members travelling in Indian roads, not concerned about safety and the evolution of the idea of TATA Nano has been quite famous globally. The Indian two wheeler industries can be divided into motorcycles, scooters and mopeds. The consumer has changed his preference from mopeds to scooters and then to motorcycles. The trends seen in the past few years include females increasingly using two-wheelers for their personal commutation and various two wheeler manufacturers designing vehicles specially to cater to needs of this segment. One of the earliest revolutions in this industry was Kinetic’s 5
introduction of the concept of electronic/self-start and automatic gears which made two wheelers comfortable and useable by women, when compared to old Bajaj Chetak advertisements which showed middle aged females riding a Bajaj Chetak scooter. A recent trend in the industry has been electric vehicles, which mostly leverage on their ecofriendliness and low operating costs, but is still not accepted well due to the lack of reputation of the manufacturers and lack of trust on technology, which is still being perceived in the nascent stages, especially battery and inverters which prove to be very expensive components. TVS recently leveraged this opportunity by launching a hybrid model of their non geared scooter – TVS Scooty. The end of the last decade saw Bajaj taking a radical decision to do away with the Scooter range and completely concentrate on motorcycles, especially stating change in customer’s preference as the main reason. The customers are left without a choice in most cases than to migrate from the traditional scooters of the Indian family to the all youthful bikes.
TOP EXPORT DESTINATIONS: The Indian Automobile industry has attained new heights in the last ten years. It has seen the vehicle production growing rapidly and industry has been making significant contribution to the employment, directly and indirectly, and also to kitty of indirect taxes. Today, all major OEMs are in India and many of them have made India a hub for their small cars and exports. In December 2006, Government had formulated a ten-year Automotive Mission Plan with an aim to achieve domestic vehicle market of $82-119bn by 2016 and $12bn export of vehicles. It also aimed at making India 7th largest vehicle producing country in the world by 2016. And, we have already achieved this milestone in 2010, which is good six years ahead of the target. In this category, SAARC countries have been one of the key destinations for Indian exports with three of the SAARC countries, Sri Lanka, Bangladesh and Nepal featuring in the top 6 6
export destinations for Indian two wheelers segment. However, exports to Sri Lanka, which used to be the largest importer of two wheelers from India in 2006-07, have fallen by almost 20% since 2006-07 to reach a level of $ 63mn of exports in 2009-10. The top most destinations for exports in this segment is Nigeria which imported two wheelers worth $ 103mn in the year 2009-10 up from $ 85mn in 2008-09, a growth of 21% approximate. In fact, Nigeria has emerged as one of the fastest growing destination for Indian two wheeler exports over past 4 years. India exported two wheelers worth merely $ 6mn in Nigeria in 2006-07 which has grown by 15 times to reach an export level of $ 103mn in 2009-10. Amongst the top 5 export destinations in this segment, Colombia experienced the highest increase in growth of imports from India in 2009-10. Exports of two wheelers to Colombia increased by 45% in 2009-10 over 2008-09.
FUTURE PROJECTIONS
The Indian automobile industry is expected to grow to US$ 40bn by 2015 from the current level of US$ 10bn in 2009. By the year 2016 the industry is expected to contribute 10% of the nation’s GDP. The industry manufacturers over 11mn vehicles a year employing more than three million people.
The greatest challenge and competition would be from the Chinese automobile industry. It has been able to give stiff competition to India in terms of productivity, cost of manufacturing and technology. Again the present trend of excess manufacturing capability, reduced margins put additional pressure on the industry.
On the positive side, India’s strength in software sector, combined with skilled labor and low cost of manufacturing should place it in a favorable position globally.
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Two wheeler industry gains more profit Considering the scenario of traffic and roads in India, and the rate at which infrastructure is growing in comparison with the market, any fool will prefer to travel in a two wheeler (for regular use, not for picnic or time pass or once in a while trips). For the simple reason that, with a two wheeler, sneaking anywhere is far easier than a four wheeler. And definitely faster too. And then comes the bigger problem of parking. Two wheelers can be parked anywhere on the road, but that’s not the case with a four wheeler. So, the whole point is unless there is some way where these two issues are addressed, I don’t think anything significant is going to happen.
It gives the optimistic view about the industry and the overall industry shows positive growths which recommend the investors to keep a good watch on the major’s players to benefit in terms of returns on their investments.
RECENT TRENDS IN TWO WHEELER SECTOR
The international trends suggest that the growth of the two-wheeler markets will continue unabated for some time. In value terms, the BRIC motorcycles market grew by 14.7% between 2006 and 2010 to reach a value of $32.4 billion (Brazil alone growing by 32% pa). By 2013, the market is forecast to have a value of $54.7 billion.
The global motorcycle demand has been growing at 6-7% pa and is estimated to be about 80-85 million units per annum. India has emerged as one of the key players with a domestic market that is nearly about 11% of the global market and growing significantly faster. The high base implies that India and Indian companies are set to enter a stage where they are likely to be the preferred suppliers for motorcycles. This is likely to lead to further innovations and efficiency gains. 8
Of course, the Indian market is significantly different with the segment below 150 cc being the dominant segment. This is unlike the developed world, where it is the larger bikes that dominate the market volumes. Indian consumption is also likely to shift significantly toward international trends, but in the foreseeable future, it is the smaller bikes that will remain the mainstay.
At present as many as 72% of the bikes are in the entry segment (defined as 75 to 125 cc), and 27% are in the executive segment (defined as 125-250 cc). Only 1% of the bikes are in the premium segment.
The premium segment is expected to continue to be a niche segment and its share is not expected to grow beyond 2-2.5% over the next decade. However, that itself implies that it will be a market of about 200,000 to 250,000 annual units, which is substantial and attractive. (As a comparison, the declining Japanese market currently consumes only about 350,000 motorcycles annually in the above-250 cc category, having fallen sharply over the past few years).
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Customer satisfaction, a business term, is a measure of how products and services supplied by a company meet or surpass customer expectation. Customer satisfaction is defined as "the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals." It is seen as a key performance indicator within business and is part of the four of a Balanced Scorecard. In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. Within organizations, customer satisfaction ratings can have powerful effects. They focus employees on the importance of fulfilling customers’ 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 customers, it gains positive word-ofmouth marketing, which is both free and highly effective. In researching satisfaction, firms generally ask customers whether their product or service has met or exceeded expectations. Thus, expectations are a key factor behind satisfaction. When customers 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.
CUSTOMER SATISFACTION IN 7 STEPS 1. Encourage Face-to-Face Dealings This is the most daunting and downright scary part of interacting with a customer. If you're not used to this sort of thing it can be a pretty nerve-wracking experience. Rest assured, though, it does get easier over time. It's important to meet your customers face to face at least once or even twice during the course of a project. 2. Respond to Messages Promptly & Keep Your Clients Informed 10
This goes without saying really. We all know how annoying it is to wait days for a response to an email or phone call. It might not always be practical to deal with all customers' queries within the space of a few hours, but at least email or call them back and let them know you've received their message and you'll contact them about it as soon as possible. Even if you're not able to solve a problem right away, let the customer know you're working on it. 3. Be Friendly and Approachable A fellow Site Pointer once told me that you can hear a smile through the phone. This is very true. It's very important to be friendly, courteous and to make your clients feel like you're their friend and you're there to help them out. There will be times when you want to beat your clients over the head repeatedly with a blunt object - it happens to all of us. It's vital that you keep a clear head, respond to your clients' wishes as best you can, and at all times remain polite and courteous. 4. Have a Clearly-Defined Customer Service Policy This may not be too important when you're just starting out, but a clearly defined customer service policy is going to save you a lot of time and effort in the long run. If a customer has a problem, what should they do? If the first option doesn't work then what? Should they contact different people for billing and technical enquiries? If they're not satisfied with any aspect of your customer service, who should they tell? There's nothing more annoying for a client than being passed from person to person, or not knowing who to turn to. So make sure your customer service policy is present on your site -- and anywhere else it may be useful. 5. Attention to Detail Have you ever received a Happy Birthday email or card from a company you were a client of? Have you ever had a personalized sign-up confirmation email for a service that you could
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tell was typed from scratch? These little niceties can be time consuming and aren't always cost effective, but remember to do them. Even if it's as small as sending a Happy Holidays email to all your customers, it's something. It shows you care; it shows there are real people on the other end of that screen or telephone; and most importantly, it makes the customer feel welcomed, wanted and valued. 6. Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out Sometimes this is easier said than done! However, achieving this supreme level of understanding with your clients will do wonders for your working relationship. 7. Honor Your Promises It's possible this is the most important point in this article. The simple message: when you promise something, deliver. Clients don't like to be disappointed. Sometimes, something may not get done, or you might miss a deadline through no fault of your own. Projects can be late, technology can fail and sub-contractors don't always deliver on time. In this case a quick apology and assurance it'll be ready ASAP wouldn't go a miss.
OBJECTIVES OF CUSTOMER SATISFACTION PROGRAMME Our Programs are research based, built on the three corner stone’s of customer satisfaction: product quality, process and procedural quality, and relationship quality. Our typical program assesses specific issues under each component, for example: Product Quality •
meets or exceeds expectations
•
state-of-the-art technology
•
validated, tested, & simulated to client specifications
•
competitive pricing
•
enhance customer value
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Procedural Quality •
ease of ordering
•
accurate fulfillment
•
inventory meets needs
•
on time delivery
•
environmentally friendly packing
•
packaged to prevent damage in shipment
•
ease of tracking
•
appropriate adjustment/return policy
•
order-through-delivery process bests competition
Relationship Quality •
product knowledgeable contacts
•
knowledgeable about client needs
•
communicates at client knowledge level
•
one-stop problem resolution
•
problems solved at the root cause
•
legendary customer service benchmarks competition
The tailored Programs provide direct, statistically valid, comparison data of you to your competition on the following actionable areas: •
Responsiveness
•
Competitiveness
•
Innovativeness
•
Quality
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•
Customer Service
•
Long Term Partnering
It accurately quantifies your competitive strengths and weaknesses from your customers' perspective. Using the data, it will help you focus strategic efforts to retain and increase market share. The programs also provide direct measure of the effectiveness of initiatives your organization has implemented during prior year (after first year's participation). That is, you will have quantifiable internal benchmarks (in addition to the external competitive benchmarks) on the repeat annual surveys to judge progress based on actions you have taken during the previous 12 months. TABLE SHOWING KEY FACTORS FOR CUSTOMER SATISFACTION
COMPANY FUNCTION
QUALITY FACTORS
Sales
Product Knowledge
Marketing
Brochure detail Mailing frequently
Distribution
Order Delivery time Order Completeness
After Sales
Problem Response Time Time to Resolve
Accounts
Accuracy Problem Response Courtesy
SIX STEPS TO DEALING WITH DIS-SATISFIED CUSTOMERS 14
1. Listen carefully to what the customer has to say, and let them finish-Don't get defensive. The customer is not attacking you personally; he or she has a problem and is upset. Repeat back what you are hearing to show that you have listened. 2. Ask questions in a caring and concerned manner-The more information you can get from the customer, the better you will understand his or her perspective. I’ve learned it’s easier to ask questions than to jump to conclusions. 3. Put yourself in their shoes-As a business owner, your goal is to solve the problem, not argue. The customer needs to feel like you’re on his or her side and that you empathize with the situation. 4. Apologize without blaming-When a customer senses that you are sincerely sorry, it usually diffuses the situation. Don't blame another person or department. Just say, "I'm sorry about that.” 5. Ask the customer, "What would be an acceptable solution to you?"-Whether or not the customer knows what a good solution would be, I’ve found it’s best to propose one or more solutions to alleviate his or her pain. Become a partner with the customer in solving the problem. 6. Solve the problem, or find someone who can solve it— quickly!-Research indicates that customers prefer the person they are speaking with to instantly solve their problem. When complaints are moved up the chain of command, they become more expensive to handle and only add to the customer's frustration.
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COMPANY PROFILE
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COMPANY PROFILE
Royal Enfield India was set up in 1955 when it started receiving 350cc bikes in kits from the UK and assembling them in Chennai, India. But, eventually the entire bike was manufactured in India and a couple of years later the Company started manufacturing the 500cc Bullet. By its sheer power, unmatched stability, superior riding comfort and rugged good looks, the Bullet dominated and continues to dominate the Indian roads. It is the dream choice of every motorcyclist in India with even the Indian Army and Police endorsing the Bike. In 1990, Royal Enfield entered into a strategic alliance with the Eicher Group, - a Rs.10 billion conglomerate and later merged with Eicher Group in 1994. The Eicher Group is one of India's leading automotive groups with diversified interests in the manufacture of Tractors, Commercial Vehicles, Automotive Gears, Exports, Garments, Management Consultancy and Motorcycles. Since then, the Company has made considerable investments in modernizing its manufacturing technology and systems and in 1996, when the Government decided to impose stringent norms for emission, Royal Enfield was the first motorcycle manufacturer to comply. Royal Enfield is amongst the first few Indian companies to obtain the WVTA (Whole Vehicle Type Approval) for meeting the European Community norms.
Marketing Network To feel the pulse of the customers, Royal Enfield has set up a wide network of 13 marketing offices, 223 dealers in all major cities and towns, 25 spare parts distributors and stockists and 150 Authorized Service Centers. The Company also exports motorcycles to over 30 countries like the USA, Japan, Bahrain, UK, Germany and many European countries through 5 international offices, 25 importers and over 200 dealers across the globe. 17
Collaborations Royal Enfield has existing technical tie-ups with : - AVL, Austria for new engines. - FW Egli for high power engines for 535cc and 624cc. - Criterion Engineers, UK for a new 5 speed transmission system. - DB Designs, UK for styling.
The headquarters of Royal Enfield Motors is situated at Thiruvottiyur, Chennai, Tamil Nadu, and India. Manufacturing Royal Enfield's manufacturing operations go through a series of modernization and improvement efforts, with a number of automated processes. The Company has put in place modern manufacturing practices like Cellular layouts, Statistical process controls and Flexible manufacturing systems. The Chennai manufacturing facility has received the ISO 9001 certification and for managing its operations in a clean and safe environment, it has obtained the ISO 14001-quality certification. Royal Enfield ensures that all the components used in the bikes are sourced from the best vendors in the Indian automotive industry, who are geared to supply according to the Company’s stringent quality standards. The company works closely with all of its suppliers, giving them technical and managerial support while maintaining practices like Direct-OnLine and Vendor Self-Certification.
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Infrastructure and Technology Collaborations To manufacture quality bikes that are well known worldwide for their reliability and toughness state-of-the-art infrastructure is required, and that is just what Royal Enfield has done at their Chennai manufacturing facility. An active in-house Research & Development wing is constantly at work to meet changing customer preferences and the challenges of Indian and International environment standards. When introducing a new product, this team undertakes all related planning which includes a rigorous customer contact program, design, concurrent engineering and testing processes. The bike Design team at Royal Enfield is well equipped with high-end CAD/CAM workstations and the latest modeling software. Top-notch designers work continuously to come up with innovative bikes designs to meet the markets expectations. Royal Enfield was also amongst the first Indian companies to introduce Enterprise Resource Planning (ERP) systems to manage its operations. It also has an online supply chain management system in operation.
Profile of the Organization Royal Enfield are the makers of the famous Bullet brand in India. Established in 1955, Royal Enfield (India) is among the oldest bike companies. It stems from the British manufacturer, Royal Enfield at Redditch. Royal Enfield has its headquarters at Chennai in India. Bullet bikes are famous for their power, stability and rugged looks.
It started in India for the Indian Army 350cc bikes were imported in kits from the UK and assembled in Chennai. After a few years, on the insistence of Pandit Jawaharlal Nehru, the 19
company started producing the bikes in India and added the 500cc Bullet to its line. Within no time, Bullet became popular in India.
Bullet became known for sheer power, matchless stability, and rugged looks. It looked tailor-made for Indian roads. Motorcyclists in the country dreamt to drive it. It was particularly a favorite of the Army and Police personnel. In 1990, Royal Enfield ventured into collaboration with the Eicher Group, a leading automotive group in India, in 1990, and merged with it in 1994. Apart from bikes, Eicher Group is involved in the production and sales of Tractors, Commercial Vehicles, and Automotive Gears. Royal Enfield made continuously incorporating new technology and systems in its bikes. In 1996, when the Government of India imposed stringent norms for emission, Royal Enfield was the first motorcycle manufacturer to comply. It was among the few companies in India to obtain the WVTA (Whole Vehicle Type Approval) for meeting the European Community norms. Today, Royal Enfield is considered the oldest motorcycle model in the world still in production and Bullet is the longest production run model.
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Profile of the Products Royal Enfield Bullet 350
One can be a part of classical prominence by having a ride on Royal Enfield Bullet 350, a macho bike which is stylish as well. The brawny is laden with plenty of attention grabbing features like traditional designing, astonishing power of 18 bhp from air cooled, 4 stroke engine, large wheels, and better sitting for superior riding. This has been the classical offering from Royal Enfield and the engineering and the design has remained unchanged over the years. It has remained the flagship product with the other products being perceived more as derivatives of this motorcycle rather than standalone products.
Royal Enfield Bullet 500 (Cast Iron)
Royal Enfield Bullet 500 is a classic bike having vintage styling. The bike has hand-painted pin stripes, a 4-speed transmission, double leading shoe front brake and was touted as the powerhouse model with a whopping 27 bhp output. While the bike looked mostly similar to the Standard 350cc offering, its bigger engine made it a more potent vehicle to have on long rides.
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Royal Enfield Bullet Electra 4S
Royal Enfield motorcycles were renowned for having problems starting because of their CB Point Ignition systems. In an attempt to break this negative image, the company came up with Electra. Electra was in effect a Standard 350cc but had a CDI Ignition system. This paved the way for the newer bikes from Royal Enfield which now have Digital TCI as a a part of the standard package.
Royal Enfield Lightning 535 Looking for an image makeover back in 2001, Enfield came up with Lightning. It was a Limited Edition 535cc motorcycle. The singlecylinder, air-cooled 535cc engine was the largest SCAC engine for any motorcycle in the world. The bike received limited acceptance amongst users and was discontinued after 2006 but it succeeded in rebuilding the power-bike image of Royal Enfield amongst the enthusiasts.
Royal Enfield Bullet Electra 5S With Electra 4S receiving quite a lot of acceptance, Royal Enfield decided to add a few more features to align themselves with the more contemporary manufacturers. From a right-hand side 4-speed gear shift, they moved to a left-hand
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side 5-speed gear shift. Disc brakes also made an entry, with the 280mm disc being the largest in the country. This has been one of the most successful models from Royal Enfield and was to a large extent responsible for the revival of the brand during the turn of the millennium.
Royal Enfield Bullet Machismo Machismo is Royal Enfield’s “chrome monster”. Resplendent with chrome, they are available in both 350cc and 500cc variants. They were the first bikes to have the now legendary Lean Burn AVL Engines. These were the result of Royal Enfield’s collaboration with an Austrian Engine manufacturer, AVL.
Royal Enfield Thunderbird Bike Royal Enfield Thunderbird is a powerful bike which for the first time broke off from the ‘Bullet’ look. They were modeled similar to the cruisers available worldwide and were positioned as a tourer’s choice. It has developed into a strong marquee itself and continues to remain a brand name despite engineering changes that went into it. It started as a 350cc AVL Single-Spark Engine. Today the Thunderbird Twin spark is a 350cc Unit Construction Twin-spark Engine with about 20 bhp output.
Royal Enfield Classic
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In 2008, Royal Enfield unveiled its latest offerings – the Classic 350 and the Classic 500.Styled in the vintage 50’s look, they came
with
18
inch
tires,
Unit
Construction engines and the look and feel of a vintage. Priced at 1.3 lakhs and
1.7
lakhs respectively, the 350cc and the 500cc
variants
are
slowly
gaining
popularity amongst users for the lower ride height, the greater power and above all, the vintage feel of the bike.
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OBJECTIVES OF THE RESEARCH
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OBJECTIVES OF THE MARKET SURVEY REPORT
To understand the reasons for purchasing Royal Enfield bikes.
To know about the experience after purchase relating various parameters (Service, bike performance, mileage etc.).
To ascertain the factors that affects the choice of a Bullet as a motorcycle for common man.
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LITERATURE REVIEW
LITERATURE REVIEW
(Preusser et al., 1995) Motorcycles, which are a small subset of all motor vehicle, are greatly overrepresented in fatal motor vehicle accidents. In the United States, the death rate per registered motorcycle (59 per 100,000) is approximately three times the death rate per registered passenger car (17 per 100,000). Death rate calculated per vehicle, however, do not take into account the substantially lower mileage travelled by motorcyclists. Per mile travelled, the death rate for motorcycles is estimated to be 22 times higher than the comparable death rate for passenger cars.
In an earlier study, Wulf et al. (1989) estimated the death rate for motorcycle riders of about 35 per 100 million miles of travel compared with an overall vehicle death rate of 2.57 per 100 million miles. In Great Britain in 2002, the “Killed or Seriously Injured” (KSI) casualty rate was 147 per 100 million vehicle kilometer for two wheeled motor vehicle, whilst for car users the rate was 5 per 100 million vehicle kilometers (DfT, 2003a). Besides the higher death rate, motorcyclists are more likely to be injured when involved in an accident.
Horswill and Helman (2001a) looked at 399 injury accidents in the UK (1999 data) in which either a motorcycle or car was involved in a head on collision with a car (that is, both types of vehicle collided with the same type of object in the same way). Around 97% of motorcyclists were injured or killed in these collisions compared with 50.5% of car drivers (in accidents where the car driver or motorcyclists was not injured, the injured parties were either passengers or the occupants of the other vehicle). To take into account the possibility 28
that motorcycle/car collisions may occur at higher speeds than car/car collisions, they assessed a sample of 109 motorcycle/car head on collisions (that is, the impact speed was the same for the car and the motorcycle) from the same dataset, and found that the motorcyclists involved were 95.4% likely to be injured while the car drivers were 0.9% likely to be injured. The much higher injury rate confirmed that motorcyclists are more physically vulnerable than car drivers. Overall, the casualty rate (all injury types) is 556 per 100 million vehicle kilometer for two wheeled motor vehicle, compared to 50 for car users in Britain 2002. The number of active motorcyclists could be estimated in principle from DVLA information on the number of motorcyclist licences. The age and sex of the rider is also given.
However, Broughton (1987) found that this significantly overestimated the number of active motorcyclists since large proportions of those with licences do not ride regularly. A better measure of the number of active motorcyclists therefore is the number of motorcycles licensed, as discussed in the previous section. One significant drawback of this measure is that no demographic information of the motorcyclists (age, sex, area, etc.) is available. Another problem of this measure is that some owners fail to license their vehicle to avoid paying Vehicle Excise Duty and some owners may own more than one bike. An alternative source of information is the National Travel Survey, which collects data on the travel habits of around 3,200 households (around 8,000 individuals) per year. Individuals complete a seven-day (consecutive days) travel diary recording details of travel such as the purpose of the journey, the method, the distance traveled and the time of day as well as personal information. This information is invaluable in linking the motorcyclist demographics, motorcycle information (such as engine size) with motorcycle use. Its major drawback is the small sample of the respondents who ride motorcycles (in line with the small number of
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active motorcyclists). To get the necessary level of details, several years of data has to be aggregated and thus mask changes over time (Elliott et al., 2003).
(Thomson 1980; Wulf et al., 1989; RSC, 1992) One comprehensive study of motorcyclist and motorcycle use based on the NTS data is reported in DfT (2001). The period of 1992 to 1999 is covered in the analysis, as the sample sizes are too small for a shorter period of time. The key results cover motorcycle travel by area, journey purpose, age and sex as well as motorcycle size. Motorcycle crash studies provide ample evidence that motorcyclists are not easily seen by drivers of other vehicle, particularly when traffic is heavy and the visual field is complex. A common claim of motor-vehicle drivers involved in crashes is that they did not see the motorcycles and their riders at all, or did not see them in time to avoid the crash. In roughly half of the cases in which motor-vehicle drivers failed to detect a motorcycle in time to avoid a crash, other obstacles were present, either within the vehicle, as part of the landscape, or in passing traffic, that interfered with the driver’s line of sight (Hurt et al., 1981; Bednar et al. 2000). The ability of other road users to see and notice the motorcycle is termed conspicuity. Because motorcycles are less conspicuous than passenger cars or trucks, they are more difficult to detect and their approaching speed is more difficult to determine, and this largely contributes to the high accident rate of motorcycles.
Hancock et al. (1990) described two factors that lead to drivers failing to detect motorcyclists in the first place: sensory conspicuity (the physical qualities of the approaching vehicle that distinguish it from its background) and cognitive conspicuity (the degree to which the observer’s experience or intentions affects the salience of the approaching vehicle). Motorcycles have poor sensory conspicuity (due to the smaller size of the motorcycle) but
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they also have poor cognitive conspicuity (they are less frequent and hence less expected than cars).
According to RSC (1992), size is one of the important factors influencing conspicuity. The face-on silhouette area of motorcycle is 30-40% of a passenger car but this is enlarged, on the one hand, by fairings or, on the other, by changing the angle of approach. Under daytime ambient light conditions, even motorcycles are big enough to be seen far enough away to allow execution of avoidance manoeuvres when they are in a driver's visual field. However, motorcycles’ small size increases the likelihood that motorcycles will be obscured by traffic and their detection may rely on their being seen in a gap a long distance away.
Horswill and Helman (2001) Moreover, people identify objects on the basis of their size, shape, colour and motion. At a distance motorcycles are similar to pedestrians or bicycles except for their speed. Size is related to judgment of speed and distance so that the speed difference between motorcycles and other road users may not always be enough to enable drivers to discriminate between them at long distances. These findings are supported by him. They found that people waiting to pull out at a junction have problems detecting when a motorcycle will Literature Review on Motorcycle Collision reach them. People judged an oncoming motorcycle would reach them later than an oncoming car – despite the actual time to arrival being exactly the same. This is likely to be due to the smaller size of motorcycles, since the increase in their size as they approach – their rate of looming - is less easy to detect.
Brooks and Guppy (1990), The lower frequency of motorcycles on the road is another factor that causes drivers of other vehicle to overlook motorcyclists and subsequently violate
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their right-of way. Many drivers do not anticipate routine encounters with motorcyclists in traffic (NHTSA and MSF, 2000).
Hurt et al. (1981) found that drivers involved in crashes with motorcycles were more likely to be unfamiliar with motorcycles. they shows drivers who also ride motorcycles and those with family members or close friends who ride are more likely to observe motorcyclists and less likely to collide with them. This indicates that drivers can see motorcyclists, whom they might otherwise overlook, if they mentally train themselves to do so. Some experts adduce an "expectancy" phenomenon. They follow research on vigilance and say that road users become conditioned to respond more to the visual cues provided by other vehicle than those of motorcycles because of their greater size and frequency on the road.
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RESEARCH METHODOLOGY
RESEARCH
METHODOLOGY
Research in a common parlance refers to a search for knowledge. One can also define research as a scientific and systematic search for pertinent information on a specific topic. Research is an art of scientific investigation. Research is an academic activity and as such the term should be used in a technical sense. the term research refers to systematic method consist of enunciating the problem , formulating a hypothesis, collecting the data, analysis the facts and reaching certain conclusion either in a form of solution towards the concerned problem or in certain generalization for some theoretical formulation. The system of collecting data for research projects is known as research methodology. Research Methodology represents the design of the research work.
Data sources
:
Primary and Secondary.
Data approaches
:
Questionnaire.
Sample size
:
50
Sample procedure
:
Convenience sampling.
Area of survey
:
Data analysis method:
Saket Pie chart
Sampling design: I.
Sample Unit: 34
Sample unit of Market survey report are Customers of Royal Enfield bike II.
Sample size: The sample size of the report is 50 in numbers.
Data collection method:
Primary data: The primary data are those which are collected a fresh and for the first time, and thus happened to be original in character. There are several methods of collecting primary data particularly in surveys. For the study: Questionnaire method is used for collecting the data while conducting the research.
Secondary data: The secondary data are those which have already been collected by someone and which have already been passed through the statistical process. Secondary data may either be published data or un- published data. For the study: Internet & Books are used for collecting the data while conducting the research.
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DATA ANALYSIS & INTERPRETATION
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DATA ANALYSIS & INTERPRETATIONS
1. Which model of Royal Enfield do you presently own? Option Bullet 500 Thunder Bird Bullet Electra Machismo 500 Bullet350 Classic 500/350 Other Table No.01
Percentage 20% 20% 16% 8% 16% 12% 8%
No. of Respondents 10 10 8 4 8 6 4
Graph No.01
Interpretation This chart shown that out of 50 respondents, 20% respondents said Bullet 500 model of Royal Enfield do they presently own, 20% respondents said thunder brid, 16% respondents said bullet electra, 8% respondents said machismo, 16% respondents said bullet 350, 12% respondents said classic 500/350 and 8% respondents said other.
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2. How did you purchase the bike?
Option Cash Loan
Percentage 64% 36%
No. of Respondents 32 18
Table No.02
Graph No.02
Interpretation This chart shown that out of 50 respondents, 64% respondents said they purchase bike from cash and 36% respondents from loan.
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3. Please specify your source of awareness of Royal Enfield while buying your bike? Option Newspapers Magazines Friends Road shows 6TV Adds Website/blogs Showroom Others Table No.03
Percentage 20% 20% 8% 8% 12% 16% 8% 8%
No. of Respondents 10 10 4 4 6 8 4 4
Graph No.03
Interpretation This chart shown that out of 50 respondents, 20% respondents said newspaper is the source of awareness of Royal Enfield while buying their bike, 20% respondents said magazines, 8% respondents said friends, 8% respondents said road shows, 12% respondents said 6TV adds, 16% respondents said website/blogs, 8% respondents said showroom and 8% respondents said other.
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4. Please specify your bike’s mileage? Option 45km/lit & above 40-45 35-40 30-35 Below 30 Table No.04
Percentage 8% 16% 12% 4% 60%
No. of Respondents 4 8 6 2 30
Graph No.04
Interpretation This chart shown that out of 50 respondents, 8% respondents said their bike’s mieage is 45km/lit.& above, 16% respondents said 40-45, 12% respondents said 35-40, 4% respondents said 30-35 and 60% respondents said below 30.
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5. Are you satisfied with the bikes mileage? Option Yes No Table No.05
Percentage 30% 70%
No. of Respondents 15 35
Graph No.05
Interpretation This chart shown that out of 50 respondents, 30% respondents said yes, they are satisfied with the bikes mileage and 70% respondents said no, that they are not.
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6. Which place did you prefer to purchase your Royal Enfield bike? Option Showroom Direct second hand Used vehicle dealership Table No.6
Percentage
No. of Respondents
70% 20% 10%
35 10 5
Graph No.06
Interpretation This chart shown that out of 50 respondents, 70% respondents said that they prefer to purchase their Royal Enfield bike from showroom, 20% respondents said Direct second hand and 10% respondents said Used vehicle dealership.
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7. Availability of spare parts in market? Option Readily available Don’t get them readily Don’t have good spares supply Major headache Table No.07
Percentage 40% 20% 20% 20%
No. of Respondents 20 10 10 10
Graph No.07
Interpretation This chart shown that out of 50 respondents, 40% respondents said their bike’s spare are parts Readily available 20% respondents said that they don’t get them readily, 20% respondents said Don’t have good spares supply, 20% respondents said Major headache.
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8. Any major problems after purchasing Royal Enfield bike? Option No problem High maintenance Poor after sales service High price Low mileage Noisy vehicle Table No.08
Percentage 20% 40% 20% 10% 6% 4%
No. of Respondents 10 20 10 5 3 2
Graph No.08
Interpretation This chart shown that out of 50 respondents, 20% respondents said they don’t have any problem after purchasing Royal Enfield bike, 40% respondents said High maintenance, 20% respondents said Poor after sales service, 10% respondents said High price, 6% respondents said Low mileage, 4% respondents said Noisy vehicle.
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9. How you rate for your satisfaction level with respect to power
and pick up of
your Royal Enfield bike? Option Poor Average Good Excellent Table No.09
Percentage 10% 20% 40% 30%
No. of Respondents 5 10 20 15
Graph No.09
Interpretation This chart shown that out of 50 respondents, 10% respondents said power and pick up of their Royal Enfield bike is poor, 20% respondents said average, 40% respondents said good, 30% respondents said excellent.
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10. How you rate for your satisfaction level with respect to comfort and safety of your Royal Enfield bike? Option Poor Average Good Excellent Table No.10
Percentage 10% 16% 44% 30%
No. of Respondents 5 8 22 15
Graph No.10
Interpretation This chart shown that out of 50 respondents, 10% respondents said comfort and safety of their Royal Enfield bike is poor, 16% respondents said average, 44% respondents said good, 30% respondents said excellent.
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11. How you rate for your satisfaction level with respect to after sales service of your Royal Enfield bike? Option Poor Average Good Excellent Table No.11
Percentage 16% 10% 30% 44 %
No. of Respondents 8 5 15 22
Graph No.11
Interpretation This chart shown that out of 50 respondents, 16% respondents said after sales service of their Royal Enfield bike is poor, 10% respondents said average, 30% respondents said good, 44% respondents said excellent.
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12. What do you think is the major barrier for not purchasing Royal Enfield bikes by non-bullet riders? Option High maintenance Poor after sales service High price Low mileage Poor promotion Noisy vehicle Table No.12
Percentage 40% 20% 20% 10% 6% 4%
No. of Respondents 20 10 10 5 3 2
Graph No.12
Interpretation This chart shown that out of 50 respondents, 40% respondents said High maintenance is the major barrier for not purchasing Royal Enfield bikes by non-bullet riders, 20% respondents said Poor after sales service, 20% respondents said high price, 10% respondents said low mileage, 6% respondents said poor promotion, 4% respondents said noisy vehicle.
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13. Where do you service your Royal Enfield bike? Option Showroom Well known bullet mechanic Nearby garage Self service Table No.13
Percentage 60% 20% 20% 0%
No. of Respondents 30 10 10 0
Graph NO.13
Interpretation This chart shown that out of 50 respondents, 60% respondents said service your Royal Enfield bike in showroom, 20% respondents said Well known bullet mechanic and 20% respondents said Nearby garage.
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14. Do you agree that company takes action towards the complaints lodged by the customers? Option Yes No
Percentage 56% 44%
No. of Respondents 28 22
Table No.14
Graph No.14
Interpretation This chart shown that out of 50 respondents, 56% respondents said yes, agree that company takes action towards the complaints lodged by the customers and 44% respondents no they do not agree.
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FINDINGS
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FINDINGS
20% respondents said Bullet 500 model of Royal Enfield do they presently own, 20% respondents said thunder bird, 16% respondents said bullet Electra, 8% respondents said machismo, 16% respondents said bullet 350, 12% respondents said classic 500/350 and 8% respondents said other.
64% respondents said they purchase bike from cash and 36% respondents from loan.
20% respondents said newspaper is the source of awareness of Royal Enfield while buying their bike, 20% respondents said magazines, 8% respondents said friends, 8% respondents said road shows, 12% respondents said 6TV adds, 16% respondents said website/blogs, 8% respondents said showroom and 8% respondents said other.
8% respondents said their bike’s mileage is 45km/lit. & above, 16% respondents said 40-45, 12% respondents said 35-40, 4% respondents said 30-35 and 60% respondents said below 30.
70% respondents said they are satisfied with the bikes mileage and 30% respondents said that they are not.
, 70% respondents said that they prefer to purchase their Royal Enfield bike from showroom, 20% respondents said direct second hand and 10% respondents said Used vehicle dealership.
40% respondents said their bike’s spare are parts Readily available 20% respondents said that they don’t get them readily, 20% respondents said Don’t have good spares supply, 20% respondents said Major headache.
20% respondents said they don’t have any problem after purchasing Royal Enfield bike, 40% respondents said High maintenance, 20% respondents said Poor after sales 52
service, 10% respondents said High price, 6% respondents said Low mileage, 4% respondents said Noisy vehicle.
10% respondents said power and pick up of their Royal Enfield bike is poor, 20% respondents said average, 40% respondents said good, 30% respondents said excellent.
10% respondents said comfort and safety of their Royal Enfield bike is poor, 16% respondents said average, 44% respondents said good, 30% respondents said excellent.
16% respondents said after sales service of their Royal Enfield bike is poor, 10% respondents said average, 30% respondents said good, 44%
respondents said
excellent.
40% respondents said High maintenance is the major barrier for not purchasing Royal Enfield bikes by non-bullet riders, 20% respondents said Poor after sales service, 20% respondents said high price, 10% respondents said low mileage, 6% respondents said poor promotion, 4% respondents said noisy vehicle.
60% respondents said service your Royal Enfield bike in showroom, 20% respondents said well-known bullet mechanic and 20% respondents said Nearby garage.
56% respondents said yes, agree that company takes action towards the complaints lodged by the customers and 44% respondents no they do not agree.
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CONCLUSION
54
CONCLUSION
The study has helped Royal Enfield dealers to understand whether the customers are satisfied or not. If not what are main reasons for dissatisfaction of customer towards the dealer and what are the ways of improving the satisfaction level of customer towards dealer.
We can conclude younger generation and middle age are more interested in Royal Enfield, the buying behavior is governed predominantly by the need for Power and respect for the iconic Brand and users are mostly Professional Males, 20-35 years of age, including some students. Most of the customers are attracted to newly released Classic 350/500, also customers are easily affording the price of Royal Enfield bikes and customers are very loyal towards the brand Royal Enfield.
Royal Enfield should concentrate on its advertising campaign to reach the customers, mileage of the Royal Enfield bikes is very economical and most of them prefer to buy their bike brand new from showroom with the spare parts available in market easily.
Royal Enfield has an excellent satisfaction level within the customer for its power, pick up, comfort, safety.
It is clear that Royal Enfield checks at the complaints registered by their customers on regular basis to maintain its brand value and entire Royal Enfield owner are passionate Royal Enfield fans.
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LIMITATIONS
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LIMITATIONS
Although the study was carried out with extreme enthusiasm and careful planning there are several limitations, which handicapped the research via,
1. Time Constraints: The time stipulated for the project to be completed is less and thus there are chances that some information might have been left out, however due care is taken to include all the relevant information needed.
2. Sample size: Due to time constraints the sample size was relatively small and would definitely have been more representative if I had collected information from more respondents.
3. Accuracy: It is difficult to know if all the respondents gave accurate information; some respondents tend to give misleading information.
4. Availability: It was difficult to find respondents as they were busy in their schedule, and collection of data was very difficult.
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SUGGESTIONS
58
SUGGESTIONS
Aggressive selling- The Company should follow an aggressive selling concept. A non-aggressive selling concept which is clearly visible in its advertising campaign which does not hit on the customer rather aims to provide information in a subtle manner.
Promotional campaign- The Royal Enfield ads seen on electronic and print media are absolutely out of touch with the Indian culture and thought process. An Indian consumer irrespective of their income level has a soft corner for traditions and culture of India. Hence, all companies including market leaders like Hero Honda and Bajaj capitalize on this behavior of customers and design their ad campaigns keeping India in mind.
Should improve the after sales service- During the survey it was found that Royal Enfield is not satisfying all their customers in after sales services, employees at dealership sometimes use harsh words and become rude to the customers, parts of the bike are not easily available in the market. This is the major drawback in capturing the market share so Royal Enfield should take some better steps to satisfy and retain their customers.
Increase in customer query response- During the study it was found that dealers are not satisfying the queries of customers and so suggested to increase customer query response by dealers.
Youth oriented promotion- Company should focus more on younger generation as it can increase sales.
Marketing communication- It should focus on satisfying the needs for Respect, Power, Safety and Comfort.
Brand ambassador- A non-flamboyant well-built brand ambassador may be chosen to represent the Brand. It is necessary for Royal Enfield to have a brand ambassador from India to connect with the Indian customer.
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ANNEXURE
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QUESTIONNAIRE Dear respondent, I am the student of World College of Technology & Management, Gurgaon, conducting a market survey report on “A STUDY ON CUSTOMER SATISFACTION LEVEL TOWARDS ROYAL ENFIELD, NEW DELHI” Kindly spare few minutes to fill up this questionnaire. Any information provided by you will be used for academic purpose only.
RESPONDENT PROFILE Name of the respondent: ................................................................................................ Residential/ office address: ............................................................................................ ........................................................................................................................................ Contact no. :.................................................................................................................. Age group of the respondent : 18-25 ( ) 25-35 ( ) 35-45 ( ) 45 or More( ) Education/ qualification: ............................................................................................. Occupation: .................................................................................................................
1. Which model of Royal Enfield do you presently own? o o o o o o o
Bullet 500 Thunder Bird Bullet Electra Machismo 500 Bullet 350 Classic 500/350 others
2. How did you purchase the bike? o Cash o Loan
3. Please specify your source of awareness of Royal Enfield while buying your bike? o o o o o o o o
Newspapers Magazines Friends Road shows TV Adds Website/blogs Showroom Others 61
4. Please specify your bike’s mileage? o o o o o
45km/lit & above 40-45 35-40 30-35 Below 30
5. Are you satisfied with the bikes mileage? o Yes o No
6. Which place did you prefer to purchase your Royal Enfield bike? o Showroom o Direct second hand o Used vehicles dealership
7. Availability of spare parts in market? o o o o
Readily available don’t get them readily Don’t have good spares supply Major headache
8. Any major problems after purchasing Royal Enfield bike? o o o o o o
No problem High maintenance Poor after sales service High price Low mileage Noisy vehicle
9. How you rate for your satisfaction level with respect to power and pick up of your Royal Enfield bike? o o o o
Poor Average Good Excellent
10. How you rate for your satisfaction level with respect to comfort and safety of your Royal Enfield bike? o Poor o Average 62
o Good o Excellent
11. How you rate for your satisfaction level with respect to after sales service of your Royal Enfield bike? o o o o
Poor Average Good Excellent
12. What do you think is the major barrier for not purchasing Royal Enfield bikes by non-bullet riders? o o o o o o
High Maintenance Poor after sales service High price Low mileage Poor promotion Noisy vehicle
13. Where do you service your Royal Enfield bike? o o o o
Showroom Well known bullet mechanic Nearby garage self service
14. Do you agree that company takes action towards the complaints lodged by the customers? o Yes o No
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BIBLIOGRAPHY
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BIBLIOGRAPHY
Books:
Kothari C.R. (2007) ‘Research Methodology - Methods and techniques’, New age international publishers, 2nd edition, pp. 26, 95, 111.
Malhotra & Naresh K. (2005) ‘Marketing Research An Applied Orientation’, Fourth Edition, Pearson Prentice Hall, Part II, pp. 71-340.
Websites:
www.royalenfield.com
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