A SUMMER TRAINING REPORT ON SUZUKI MOTORCYCLE INDIA PRIVATE LIMITED
UNDERSTANDING THE MARKET POTENTIAL OF HIGH END BIKES (Premium and Super Premium Segments)
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF BACHELOR OF BUSINESS ADMINISTRATION (BBA)
TRAININGSUPERVISOR MRA . BHINAVDUA ZONAL MANAGER – MARKETING
SUBMITTEDBY MEGHAGUPTA ENROLLMENT NO. 05511242227
SESSION 2005-2008
GURU JAMBHESHWAR UNIVERSITY HISAR
Acknowledgement The present work is an effort to throw some light on “ SUZUKI MOTORCYCLE INDIA PRIVATE LIMITED” . The work would not
have been possible to come to the present shape without the able guidance, supervision and help to me by number of people.
With deep sense of gratitude I acknowledge the encouragement and guidance received by my organizational guide Mr. Abhinav Dua (Zonal Manager – Marketing) and other staff members .
I convey my heartful affection to all those people who helped and supported me during the course, for completion of my Project Report.
MEGHA GUPTA
EXECUTIVE SUMMARY The objective of my project is in depth study and understanding of two wheeler market. I started with my study form evaluation of two wheelers in India, its market size and growth, demand drives rand factor that affect demand and supply of the two wheeler industry. Then I study trends in two-wheeler industry.
Report also contains marketing strategy used by Suzuki Motorcycle India Pvt. Ltd. That’s including four p’s of marketing price, promotion, place and product. I have Analyzed automobile industry on SWOT analysis and different models like Poter’s five Model. End part of my project included market survey, data collection and data analysis.
TABLE OF CONTENTS 1 INTRODUCTION •
INDIAN TWO-WHEELER INDUSTRY
1-10
•
TRENDS IN TWO-WHEELER INDUSTRY
11-15
•
CHARACTERISTICS OF INDIAN AUTOMOTIVE INDUSTRY
16-17
•
SWOT ANALYSIS
41-46
2R . ESEARCHMETHODOLOGY •
RESEARCH OBJECTIVES
18
-19
20
3. INTRODUCTION OF SUZUKI MOTORCYCLE
21-26
4. MARKETING STRATEGY
27-36
5. CLASSIFICATION OF THE BIKE
37-40
6. PORTER’S FIVE FORCES MODEL OF AUTOMOBILE INDUSTRY
47-49
7. MARKET SURVEY
50
8. SURVEY ANALYSIS
51-71
9. RECOMMENDATIONS
72
10. ANNEXURE
73-76
11. BIBLIOGRAPHY
77
INTRODUCTION INDIAN TWO-WHEELER INDUSTRY
Indian automotive industry consists of five segments: commercial vehicles; multiutility vehicles & passenger cars; two-wheelers; three-wheelers; and tractors. With 5,822,963 units sold in the domestic market and 453,591 units exported during the first nine months of FY2005 (9MFY2005), the industry (excluding tractors) marked a growth of 17% over the corresponding previous. The two-wheeler sales have witnessed a spectacular growth trend since the mid nineties .
EVOLUTION OF TWO-WHEELER INDUSTRY IN INDIA Two-wheeler segment is one of the most important components of the automobile sector that has undergone significant changes due to shift in policy environment. The two-wheeler industry has been in existence in the country since 1955. It consists of three segments viz. scooters, motorcycles and mopeds. According to the figures published by SIAM, the share of two-wheelers in automobile sector in terms of units sold was about 80 per cent during 2003-¬04. This high figure itself is suggestive of the importance of the sector. In the initial years, entry of firms, capacity expansion, choice of products including capacity mix and technology, all critical areas of functioning of an industry, were effectively controlled by the State machinery. The lapses in the system had invited fresh policy options that came into being in late sixties. Amongst these policies, Monopolies and Restrictive Trade Practices (MRTP) and Foreign Exchange Regulation Act (FERA) were aimed at regulating monopoly and foreign investment respectively. This controlling mechanism over the industry resulted in:
Several firms operating below minimum scale of efficiency;
Under-utilization of capacity; and
Usage of outdated technology .
Recognition of the damaging effects of licensing and fettering policies led to initiation of reforms, which ultimately took a more prominent shape with the introduction of the New Economic Policy (NEP) in 1985. However, the major set of reforms was launched in the year 1991 in response to the major macroeconomic crisis faced by the economy. The industrial policies shifted from a regime of regulation and tight control to a more liberalized and competitive era. Two major results of policy changes during these years in two-wheeler industry were that the, weaker players died out giving way to the new entrants and superior products and a sizeable increase in number of brands entered the market that compelled the firms to compete on the basis of product attributes. Finally, the twowheeler industry in the country has been able to witness a proliferation of brands with introduction of new technology as well as increase in number of players. However, with various policy measures undertaken in order to increase the competition, though the degree of concentration has been lessened over time, deregulation of the industry has not really resulted in higher level of competition.
TWO-WHEELERS: MARKET SIZE & GROWTH In terms of volume, 4,613,436 units of two-wheelers were sold in the country in 9MFY2005 with 256,765 units exported. The total two-wheeler sales of the Indian industry accounted for around 77.5% of the total vehicles sold in the period mentioned. Segmental Growth of the Indian Two Wheeler Industry (FY1995-2004)
After facing its worst recession during the early 1990s, the industry bounced back with a 25% increase in volume sales in FY1995. However, the momentum could not be sustained and sales growth dipped to 20% in FY1996 and further down to 12% in
FY1997. The economic slowdown in FY1998 took a heavy toll of two-wheeler sales, with the year-on-year sales (volume) growth rate declining to 3% that year. However, sales picked up thereafter mainly on the strength of an increase in the
disposable
income of middle-income salaried people (following the implementation of the Fifth Pay Commission's recommendations), higher access to relatively inexpensive financing, and increasing availability of fuel efficient two-wheeler models. Nevertheless, this phenomenon proved short-lived and the two-wheeler sales declined marginally in FY2001. This was followed by a revival in sales growth for the industry in FY2002. Although, the overall two-wheeler sales increased in FY2002, the scooter and moped segments faced de-growth. FY2003 also witnessed a healthy growth in overall two-wheeler sales led by higher growth in motorcycles even as the sales of scooters and mopeds continued to decline. Healthy growth in two-wheeler sales during FY2004 was led by growth in motorcycles even as the scooters segment posted healthy growth while the mopeds continued to decline.
DEMAND DRIVERS The demand for two-wheelers has been influenced by a number of factors over the past five years. The key demand drivers for the growth of the two-wheeler industry are as follows:
Inadequate public transportation system, especially in the semi-urban and rural areas;
Increased availability of cheap consumer financing in the past 3-4 years;
Increasing availability of fuel-efficient and low-maintenance models;
Increasing urbanization, which creates a need for personal transportation;
Changes in the demographic profile;
Difference between two-wheeler and passenger car prices, which makes twowheelers the entry-level vehicle;
Steady increase in per capita income over the past five years; and
Increasing number of models with different features to satisfy diverse consumer needs.
While the demand drivers listed here operate at the broad level, segmental demand is influenced by segment-specific factors.
MARKET CHARACTERISTICS Demand Segmental Classification and Characteristics
The three main product segments in the two-wheeler category are scooters, motorcycles and mopeds. However, in response to evolving demographics and various other factors, other sub segments emerged, viz. scooterettes, gearless scooters, and 4-stroke scooters. While the first two emerged as a response to demographic changes, the introduction of 4-stroke scooters has followed the imposition of stringent pollution control norms in the early 2000. Besides, these prominent sub-segments, product groups within these sub-segments have gained importance in the recent years. Examples include 125cc motorcycles, 100-125 cc gearless scooters, etc. The characteristics of each of the three broad segments are discussed in this table:-
Two-Wheelers: Comparative Characteristics
Scooter
Motorcycle
Moped
Price*(Rs. as in January 2005)
>22,000
Stroke
2-stroke, 4stroke
Mainly 4-stroke 2-stroke
Engine Capacity (cc)
90-150
100,125,>125
Ignition
Kick/Electronic Kick/Electronic Kick/Electronic
Engine Power (bhp) 6 .5-9 Weight(kg)
90-100
Fuel Efficiency (kms 50-75 per litre) LoadCarrying
High
>30,000
7-8 and above >100 50-80+ Highest
>12,000
50,60
2-3 60-70 70-80 Low
SEGMENTAL MARKET SHARE The Indian two-wheeler industry has undergone a significant change over the past 10 years with the preference changing from scooters and mopeds to motorcycles. The scooters segment was the largest till FY1998, accounting for around 42% of the twowheeler sales (motorcycles and mopeds accounted for 37% and 21 % of the
market
respectively, that year). However, the motorcycles segment that had witnessed high growth (since FY1994) became larger than the scooter segment in terms of market share for the first time in FY1999. Between FY1996 and 9MFY2005, the motorcycles segment more than doubled its share of the two-wheeler industry to 79% even as the market shares of scooters and mopeds stood lower at 16% and 5%, respectively.
Trends in Segmental Share in Industry Sales (FY1996-9MFY2005)
While scooter sales declined sharply by 28% in FY2001, motorcycle sales reported a healthy growth of 20%, indicating a clear shift in consumer preference. This shift, which continues, has been prompted by two major factors: change in the countries Demographic profile and technological advancements.
Over the past 10-15 years the demographic profile of the typical two-wheeler customer has changed. The customer is likely to be salaried and in the first job. With a younger audience, the attributes that are sought of a two-wheeler have also changed. Following the opening up of the economy and the increasing exposure 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, comfort and 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 new designs and technological innovations. Moreover, higher mileage offered by the executive and entry-level models has also attracted interest of two-wheeler customer. Given this market positioning of scooters and motorcycles, it is not surprising that the new set of customers has preferred motorcycles to scooters. With better ground clearance, larger wheels and better suspension offered by motorcycles, they are well positioned to capture the rising demand in rural areas where these characteristics matter most.
Scooters are perceived to be family vehicles, which offer more functional value such as broader seat, bigger storage space and easier ride. However, with the second-hand car market developing, a preference for used cars to new two-wheelers among vehicle buyers cannot be ruled out. Nevertheless, the past few years have witnessed a shift in preference towards gearless scooters (that are popular among women) within the scooters segment. Motorcycles, offer higher fuel efficiency , greater acceleratio n and more environment-friendliness. Given the declining difference in prices of scooters and motorcycles in the past few years, the preference has shifted towards motorcycles. Besides a change in demographic profile, technology and reduction in the price difference between motorcycles and scooters, another factor that has weighed in favors of motorcycles is the high re-sale value they offer. Thus, the customer is willing to pay an up-front premium while purchasing a motorcycle in exchange for lower maintenance and a relatively higher resale value.
SUPPLY MANUFACTURERS As the following graph indicates, the Indian two-wheeler industry is highly concentrated, with three players-Hero Honda Motors Ltd (HHML), Bajaj Auto Ltd (Bajaj Auto) and TVS Motor Company Ltd (TVS) - accounting for over 80% of the industry sales as in 9MFY2005. The other key players in the two-wheeler industry are Kinetic Motor Company Ltd (KMCL), LML Ltd (LML), Yamaha Motors India Ltd (Yamaha), Royal Enfield Ltd (REL) and Honda Motorcycle & Scooter India (P) Ltd (HMSI). Shares of Two-Wheeler Manufacturers in Industry Sales (FY2000-9MFY2005)
Although the three players have dominated the market for a relative long period of time, their individual market shares have undergone a major change. Bajaj Auto was the undisputed market leader till FY2000, accounting for 32% of the two-wheeler industry volumes in the country that year. Bajaj Auto dominance arose from its complete hold over the scooter market. However, as the demand started shifting
towards motorcycles, the company witnessed a gradual erosion of its market share. HHML, which had concentrated on the motorcycle segment, was the main beneficiary, and almost doubled its market share from 20% in FY2000 to 40% in 9MFY2005 to emerge as the market leader. TVS, on the other hand, witnessed an overall decline in market share from 22% in FY2000 to 18% in 9MFY2005. The share of TVS in industry sales fluctuated on a year on year basis till FY2003 as it changed its product mix but has declined since then.
TECHNOLOGY Hitherto, technology transfer to the Indian two-wheeler industry took place mainly through: licensing and technical collaboration (as in the case of Bajaj Auto and LML); and joint ventures (HHML). A third form - that is, the 100% owned subsidiary route - found favors in the early 2000s. A case in point is HMSI, a 100% subsidiary of Honda, Japan. Besides the below mentioned technology alliances, Suzuki Motor Corporation has also followed the strategy of joint ventures (SMC reportedly acquired equity stake in Integra Overseas Limited for manufacturing and marketing Suzuki motorcycles in India).
TECHNOLOGICAL TIE-UPS OF SELECT PLAYERS
Nature of Alliance
Bajaj Auto Technological tie-up
Company Kawasaki Heavy Industries
Product Motorcycles
Ltd, Japan Technological tie-up Technological tie-up
Tokya R&D Co Ltd, Japan Kubota Corp, Japan
Two-wheelers Diesel
HHML
Joint Venture
Honda Motor Co, Japan
Motorcycles
LML
Technological tie-up
Daelim Motor Co Ltd
Motorcycles
Hero
Technological tie-up
Aprilia of Italy
Scooters
Engines
Motors With the two-wheeler market, especially the motorcycle market, becoming extremely competitive and the life cycle of products getting shorter, the ability to offer new models to meet fast changing customer preferences has become imperative. In this context, the ability to deliver newer products calls for sound technological backing and this has become one of the critical differentiating factors among companies in the domestic 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. Further, with exports being one of the thrust areas for some Indian two-wheeler companies, the Indian srcinal equipment manufacturers (OEMs) 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 cost-sensitive nature of the market, fuel efficiency had been an interest area for manufacturers. It is not only that the OEMs are increasing their focus on in-house R&D; they also provide support to the vendors to upgrade the technology and also assist those striking technological alliances.
TRENDS IN THE TWO-WHEELER INDUSTRY
COMPANIES RAISING CAPACITY TO MEET THE GROWING DEMAND
All the major two-wheeler manufacturers, viz. Bajaj Auto, HHML, TVS, HMSI and others, have increased their manufacturing capacities in the recent past. The total capacity of these players stood at 7.8 million units per annum (FY2003) as against total market sales of 3.8 million units in FY2002. Most of the players have either expanded capacity, or converted their existing capacities for scooters and mopeds into those for manufacturing motorcycles. The move has been prompted by the rapid growth reported by the motorcycles segment since FY1995. HHML increased the capacity of its plants from 1.8 million units in FY2003 to 2.25 million in FY2004 and has been able to achieve 92% capacity utilizatio n. In light of the increase in demand for motorcycles, the company plans to set up a new plant. Since its entry in the Indian market during FY2002, HMSI has aggressively expanded its capacity.
NICHE MARKETS ALSO WITNESSING INTENSE COMPETITION A significant trend witnessed over the past five years is the inclination of consumers towards products with superior features and styling. Better awareness about international models has raised expectations of consumers on some key attributes, especially quality, styling, and performance. High 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. For instance, in the motorcycles segment, motorcycles with engine capacity over 150cc, is a segment that has witnessed significant new product launches and hence, become more competitive. The indigenously launched Pulsar 150 had met with success on its launch and thereafter, a host of models have been launched in this segment by various players. While Bajaj Auto launched the Pulsars (150 and 180 cc) with digital twin spark technology (DTSi) that offers a powerful engine and fuel efficiency of 125 cc models, model launches by other players include LML's Graptor/Beamer, HMSI's Unicorn
besides the HHML's CBZ (improved version launched in 2003-04) and TVS' Fiero F2. Moreover, in the recent past, the motorcycle segment has witnessed launch of vehicles with higher engine capacity (higher than 150cc) and power (higher than 15bhp). These include models such as Bajaj Auto Eliminator and Royal Enfield's Thunderbird followed by HHML's Karisma. Besides these, KEL has launched premium segment motorcycles GF 170 and GF Laser besides launching products from the portfolio of its technology partner (Hyosung's Aquila and Comet 250). The products in this segment cater for style conscious consumers. Quite a few players are developing models combining features such as higher engine capacity" optimum mix of power and performance, and superior styling. However, the extent of shift to these products would depend on the positioning of such products in terms of price.
VEHICLE EMISSION NORMS Emission norms for all categories of petrol and diesel vehicles at the manufacturing stage were introduced for the first time in India in 1990 and were made stricter in 1996. When the 1996 norms were introduced, it resulted in certain models being withdrawn from the market. With Stage I India 2000 emission norms coming into place, the cost of developing suitable technology has remained high. The emission norms that are currently in force for two-wheelers and three-wheelers are more stringent than the Euro II norms. The roadmap suggested for emission norms for two/three-wheelers by the Expert Committee on Auto Fuel Policy is as follows: For new vehicles:
Bharat Stage II norms throughout the country from April 1, 2005.
Bharat Stage III norms to be applicable preferably from April 1, 2008 but not later than April 1, 2010.
FOR REDUCING POLLUTION FROM IN-USE VEHICLES:
New pollution under control (PUC) checking system for all categories of vehicles to be put in place by April 1, 2005.
Inspection & maintenance (I&M) system for all categories of vehicles to be put place by April 1, 2010.
Performance checking system of catalytic converters and conversion kits installed in vehicles to be put in place by April 1, 2007.
FISCAL POLICY The Union Budget for 2001-02 had lowered the excise duty on two-wheelers (with engine capacity in excess of 75 cc) from 24% to 16%. The manufacturers responded to this by pass ing on a relatively large part of the excise cut to customers. The Union Budget thereafter has left the excise duty on two-wheelers unchanged. But the Union Budget 2004-05 provides for a weighted deduction of 150% for investments in R&D. This may facilitate increasing R&D allocations and allow for improvement in the technical as well as product development skills of the Indian companies.
INDIAN AUTO POLICY 2002 The Government of India approved a comprehensive automotive policy in March 2002, the main proposals of which are as under:-
FOREIGN DIRECT INVESTMENT : Automatic approval is proposed to be
granted to foreign equity investment up to 100% for manufacture of automobiles and components. IMPORT TARIFF: Import tariffs are proposed to be fixed at a level such that
they facilitate the development of manufacturing capabilities as opposed to mere assembly.
Incentives for R&D: The weighted average tax deduction under the Income Tax Act, 1961 for automotive companies is proposed to be increased from current level of 125% (The weighted average deduction for R&D was increased to 150% in the Union Budget 2004-05). Further, the policy proposes to include vehicle manufacturers for a rebate on the applicable excise duty for every 1% of the gross turnover of the company expended during the year on R&D.
ENVIRONMENTAL ASPECTS: Adequate fiscal incentives are proposed to
promote the use of low-emission auto fuel technology (in line with the Auto Fuel Policy). The auto policy states the Government's intent to align domestic policy with the international practice of imposing higher road tax on old vehicles so as to discourage their use.
UNIQUE CHARACTERISTICS OF INDIAN AUTOMOTIVE INDUSTRY: HIGHER AVERAGE LIFE SPAN OF VEHICLES Until 1999, Indian automotive market was characterized by weak air pollution regulations. In addition, low labor cost of maintenance and the psyche of Indian consumer to delay the discarding of the old vehicle reduced the scrap rate. All these factors resulted in prolonged operational existence of vehicle on Indian roads. The benefit of this practice is the comparatively higher revenues for automotive component suppliers, due to increased demand in the aftermarket. But recent pronouncement of GoI to prohibit polluting vehicles in the National Capital Region (NCR) is likely to force the old polluting vehicles off road. This will reduce the average life span of vehicles on road and the overall impact would be reduced per vehicle parts consumption.
UP GRADATION OF VEHICLE OWNERS The structure of Indian vehicles (personal transport) market in terms of volume sales is shown in this Figure:-
Structure of Passenger Vehicle Market (India)
Two wheelers generate the highest volumes and are more popular in rural and semi urban markets primarily due to lower income levels and poor road conditions. Therefore, these could be classified as entry-level vehicles. Within two wheeler segments, progressively mopeds are likely to be replaced by motorcycles. With the growth in the family income of these rural and semi-urban buyers and the option of numerous used cars, it is expected that a significant shift would take place from two wheelers (mainly scooters) to four wheelers. Lucrative finance schemes have made the purchase of mid-sized cars really affordable. The present owners of the small car are likely to graduate to mid-size cars mainly due to declining importance of small car as status symbol and the marginal increment in repayment installment in the finance options. This transition is also depicted in the above figure.
RESEARCH OBJECTIVES
The objective of my project is
⇒
To make in depth study and understanding of two wheeler market
⇒
To study the marketing strategy used by Suzuki Motorcycle India Pvt. Ltd. ⇒
To carry out SWOT analysis
⇒
To carry out Porter’s five Model analysis
⇒
To carry out a market survey in this regard
RESEARCH METHODOLOGY
RESEARCH DESIGN Due care is taken to ensure minimum bias and maximum reliability.
DESCRIPTIVE RESEARCH
Descriptive research is used in the project . The main objective of descriptive research is to describe the market characteristics or function. The ideal way to go about it was through Questionnaire. Questionnaire was designed based on research objectives and the targeted segment. It is the part of conclusive research. Two types of methods of data collection is used in research: Secondary data Survey method
DATA SOURCES
Primary Sources of Data
⇒
Filling Questionnaires
SECONDARY SOURCES OF DATA
⇒
Books, Internet, Magazines, etc
SAMPLE DESIGN TARGET POPULATION Males and females above 18 years of age in Delhi region are considered for the sample target population.
SAMPLING TECHNIQUE Convenience sampling: A non-probability sampling technique that attempts to obtain a sample of convenie nt element. The selection of sampling uni ts is left primarily to the interviewer, or the research er uses personal judgment for taking sample . It is done, by using convenience in time and reach, using students, friends, etc in the sample.
SAMPLE SIZE The sample size of 100 was taken for the Research Study.
EXTENT Extent of this study is limited to Delhi only .
SUZUKI MOTORCYCLE INDIA Pvt. Ltd.
INTRODUCTION Mission Statement SUZUKI Philosophy
The core philosophy of SUZUKI is to provide “VALUE-PACKED PRODUCTS”. Since the founding of SUZUKI Motor Corporation, the Organization’s endeavor has always been to provide “VALUE-PACKED PRODUCTS” as one of the manufacturing philosophies. SUZUKI believes that “VALUE-PACKED PRODUCTS” come from the effort to carry out Product development from customer’s point of view. This policy has been in effect since Company’s inception and has helped the Organization to meet customer’s needs. As a result, SUZUKI’s Products have become well received throughout the World. SUZUKI is fully committed to create Products that meet customer’s demand by utilizing its dynamic, long-nurtured technological advantage coupled with its fresh and active human resources.
Mission Statement
Develop products of superior value by focusing on the customers.
Establish a refreshing and innovative company through teamwork.
Strive for individual excellence through continuous improvement.
SUZUKI INDIA COMPANY NAME
SUZUKI MOTORCYCLE INDIA PRIVATE LIMITED is a subsidiary of Suzuki Motor Corporation, Japan where in we are having the same manufacturing Philosophy of VALUE PACKED PRODUCTS right from the inception. SMIPL will be manufacturing two wheelers best suited for the valuable Indian customers covering all segments.
PLANT AREA AND PRODUCTION CAPACITY
We have installed our manufacturing plant in Gurgaon (Haryana) having the annual plant capacity of 1, 20, 000 units. We have got total land area of 37 acres and out of which presently our plant is constructed in 6.5 acres of land and remaining area is left for the land development and future expansion. Capital
Rs. 713.43 Million Managing Director
Mr. Satya Sheel Khosla Joint Managing Director
Mr. Katsumi Takata Personnel over the years Items Total number of employees
Year 2004 95
Year 2005 176
MAIN PRODUCTS MOTORCYCLE AND SCOOTER Environment
At Suzuki, the philosophy of keeping “environment first” is properly percolated downwards. To comply with all applicable legislation s and setting standards thereof remains only a beginning. We thrive to discover and invent mechanisms for better environment management systems and it’s a continuous process which is managed by a separate wing of experts and specialist in the field. The biggest testimony of Suzuki’s commitments towards “environment first” is seen in the new plant of Suzuki two wheelers at Gurgaon which is built to be a Zero discharge plant. We have embraced Natural light optimization system and water harvesting systems besides several other measures to create better and cleaner environment around us. All packaging material used by Suzuki is re-cycle able. A constant flow of internal Communication on environment related issues not only creates awareness amongst employees but also helps in inculcating ‘an environment friendly’ value system .
SERVICE: WARRANTY POLICY POLICY Suzuki Motorcycle India Private Limited offers 2 years or first 30,000kms for motorcycle produced in Gurgaon Plant and sold through its authorized dealer.
CONDITION OF WARRANTY
The warranty coverage for products will be valid only if the following are availed & followed:
All the 6 Free Services and 9 Paid Services as per given schedule.
Maintaining the service record given in the Owner s manual dully signed by SMIPL authorized dealer for each of the 6 Free & 9 Paid Services availed.
The claim for ex-change (or) repair of parts shall be considered only when:
Customer ensures that immediately upon the discovery of the defect he approaches the nearest SMIPL authorized dealer with the affected motorcycle. The expenses if any for bringing the affected motorcycle to SMIPL authorized dealer has to be borne by customer only.
Warranty claims in respect of proprietary items like Tyres, Tubes, Battery and Sparkplug are warranted by their respective manufacturers and shall be claimed on them directly by the customer as per their warranty terms and SMIPL shall not be liable in any manner to replace them. However SMIPL authorized dealer will give full assistance in taking up the claims with respective manufacturers.
SMIPL undertake no liability in the matter of consequential loss or damage caused due to the failure of parts. Delay, if any, for carrying out the repairs at SMIPL authorized dealer, shall not be a ground for extending the warranty.
Period, nor shall it give any right to the customer for claiming any compensati on for damages.
LIMITATION OF WARRANTY
Warranty is not applicable to:
Normal maintenance operations such as Engine Tune-up, De-carbonizing, Carburetor cleaning, Wheels, Brakes and Clutch adjustments as well as any other normal adjustments.
Normal service wear and tear items (ie) Brake Shoes, Shims / Fasteners , Drive Chain , Sprockets , Clutch Plates, Race Bearing kit, Gaskets , Rubber Parts (or) Plastic components, Wheel Rims ( in case of misaligned or bent) , Element Air Cleaner, Oil filter and Electrical items like Bulb.
If the Suzuki Genuine Oil / Lubricants are not used or if they are not replaced at the recommended interval.
Use of non- genuine parts (or) accessories not approved by SMIPL which affects the performance and reliability of the motorcycle.
Premature wear of Engine parts such as Cylinder, Piston, Valves and Bearings due to adulteration of petrol/fuel.
If any of the free or paid service is not done as per schedule, the warranty tends to stand void.
Parts of the vehicle have been subjected to mis-use, accident and negligent treatment, use of bad quality parts which are not manufactured (or) not recommended for use by SMIPL on their motorcycles.
Parts of the motorcycle getting rusted or their plating or painting coming off due to atmospheric condition like Sea Breeze and Industrial Pollutions.
Parts repaired (or) replaced under this warranty are warranted only for the srcinal warranty period of Suzuki Motorcycles.
Consumables like Engine oil, TFF Oil, Grease used for the warranty repair are not covered under the application of the warranty.
The company is not liable for any delay in servicing due to reasons beyond the control of company or any of SMIPL authorized dealer.
FREE SERVICE POLICY Free Service Policy
Suzuki Motorcycle India Private Limited offers 6 free services for its motorcycle.
The Services to be availed within the specified kms or days from the date of sale of motorcycle whichever occurs first.
It is mandatory to avail all the 6 free services as per given schedule.
The services can be availed only at our SMIPL authorized dealership.
Cost of oil & gaskets are chargeable at actual during the Free service period.
The labor is free for all the jobs detailed on the free service coupon.
If Motorcycle meets with an accident during the free services period then the actual labor and parts charges has to be borne by customer to make the vehicle perfect (road worthy)
MARKETING STRATEGY Pricing Strategies – While developing pricing strategies for the global market, one must consider the internal and external environments of a company. Suzuki has launched 2 products. They have tried to go for competitive pricing.
1. Heat – Rs. 37,893 2. Zeus – Price is not disclosed.
Place Strategies – Place or distribution strategies are dependent on the type of product a company offers. Suzuki has distributed the product in East, West, North and South.
North – Delhi
Haryana – Faridabad, Gurgaon, Rohtak Punjab – Amritsar, Chandigarh. Jalandhar, Ludhiana Rajasthan – Jaipur, Jodhpur Uttar Pradesh – Agra, Allahabad, Bulandshahr, Ghaziabad, Lucknow, Moradabad, Noida, Saharanpur
East – Assam – Guwahati
Chattisgarh – Raipur Orissa – Berhampur
South – Andhra Pradesh – Hyderabad, Rajahmundry, Tirupati
Karnataka – Bangalore, Hubli, Mangalore Kerala – Cochin, Palkkad Tamil Nadu – Chennai, Coimbatore, Erode, Madurai, Tiruchirapalli
West – Gujarat – Ahmedabad, Baroda, Gandhinagar, Rajkot, Surat Goa – Margao, Panjim
Maharashtra –Aurangabad, Mumbai, Nagpur, Pune, Thane Madhya Pradesh – Bhopal, Jabalpur
Promotion strategies – The promotion strategies of a global marketing rganization include advertising, sales promotion, public relations, direct marketing and personal selling.
Suzuki is planning to go for electronic & print media advertisement:
Media Campaigns – Ad 1
MEDIA CAMPAIGNS – AD 2
MEDIA CAMPAIGNS – AD 3
MEDIA CAMPAIGNS – AD 4
Product Strategies – The product is one of the most important components of a marketing program.
Suzuki has two products in India market. One is HEAT and ZEUS bike:
SUZUKI MOTORCYCLE
HEAT *Drum Brake *Kick Start
Dimensions And Dry Mass
Overalllength
2040mm
Overallwidth
770mm
Wheelbase
1240 mm
Groundclearance
155mm
Overallheight
1085mm
Dry mass
110 kgs
Engine
Type Number of cylinders BorexStroke Displacement Compressionratio Carburettor Aircleaner Startersystem Lubricationsystem
Four-stroke,Air-cooled,OHC 1 53.5mmx55.2mm 124cm
3
(cc)
9.6:1 VM18 Non-wovenfabricelement Kick Wetsump
Transmission
Clutch
Wetmulti-platetype
Transmission
5-speedconstantmesh
Gearshiftpatterm
1-down,4-up
Chassis
Front suspension
Telescopic, Coil spring, Oil damped
Rear suspension
Swing-arm type, Coil spring, Oil damped
Frontbrake
Drumbrake(130mm)
Rearbrake
Drumbrake(130mm)
Front tyre size Reartyresize
2.75 -18.4PR 3.00-18.6PR
Electrical
Ignitiontype
ElectronicIgnition(CDI)
Spark plug
NGK
Battery
12V9.0kC(2.5Ah)/10HR
Headlight
12V35/35W
Brakelight/Tail-Light
12V21/5W
Fuel Tank : Capacities
Includingreserve Reserve
12.0L 2.1 L
Introducing the new Heat 125. Packed with genuine Suzuki technology, it delivers instant pickup, smoother performance and superb fuel-efficiency unmatched by any other motorcycle in its class. So, the riders get more from life, every moment, mile after mile.
SUZUKI MOTORCYCLE
ZEUS 125X *Drum/Disc Brakes *Kick Start
Dimensions And Dry Mass
Overalllength
2040mm
Overall width
770 mm
Wheelbase
1240 mm
Groundclearance
155mm
Overallheight
1125mm
Dry mass Engine
114 kgs
Type
Four-stroke,Air-cooled,OHC
Number of cylinders
1
BorexStroke Displacement Compressionratio Carburettor Aircleaner Starter system Lubricationsystem Transmission
53.5mmx55.2mm 124 cm
3
(cc)
9.6:1 VM18 Non-wovenfabricelement Kick Wetsump
Clutch
Wetmulti-platetype
Transmission
5-speedconstantmesh
Gearshiftpatterm
1-down,4-up
Chassis
Frontsuspension
Telescopic,Coilspring,Oildamped
Rearsuspension
Swing-arm type,Coil spring,Oildamped
Front brake
Disc brake
Rearbrake
Drumbrake(130mm)
Front tyre size
2.75 -18.42P
Reartyresize
3.00-18.52P
Electrical
Ignitiontype
ElectronicIgnition(CDI)
Spark plug
NGK
Battery
12V9.0kC(2.5Ah)/10HR
Headlight
12V 35/35W
Brakelight/Tail-Light
12V21/5W
Fuel Tank : Capacities
Includingreserve Reserve
12.0L 2.1 L
Introducing the new Zeus 125X. Packed with genuine Suzuki technology and incredible style. Delivering instant pickup, smoother performance and superb fuelefficiency unmatched by any other motorcycle in its class. Giving its riders the best of both worlds.
CLASSIFICATION OF THE BIKE ACCORDING TO THE DISPLACEMENT & START
125-150cc bikes with Disc & Drum brakes
DISC Brake
DRUM Brake
Bajaj WIND 125
Bajaj DISCOVER 125
Hero Honda ACHIVER
Hero Honda GLAMOUR
Hero Honda SUPER SPLENDOR ES
Hero Honda ACHIVER
Hero Honda SUPER SPLENDOR KS
TVS VICTOR EDGE
Kinetic GF 125
Kinetic GF 125
LML FREEDOM PRIMA 125
Yamaha FAZER Yamaha FAZER LX Yamaha R X 135 SUZUKI HEAT LML FREEDOM PRIMA
125 150 & above cc bikes with Disc & Drum brakes
DISC Brake
Hero Honda KARIZMA
DRUM Brake
Kinetic GF 170
Kinetic COMET Kinetic GF 170 125-150cc bikes with Kick & Self start
KICK Start
SELF Start
Bajaj DISCOVER 125
Bajaj DISCOVER 125
Bajaj WIND 125
Hero Honda GLAMOUR
TVS FIERO F2
Kinetic GF 125
TVS FIERO FX
Honda UNICORN
TVS VICTOR EDGE TVS VICTOR GLX Hero Honda ACHIVER Hero Honda GLAMOUR Yamaha FAZER Yamaha FAZER LX Yamaha R X 135 LML GRAPTOR Honda UNICORN SUZUKI ZUES 125 SUZUKI HEAT
150 & above cc bikes with Kick & Self start
KICK Start
SELF Start
Bajaj AVENGR
Hero Honda GLAMOUR
125-150cc bikes with Drum/Disc brakes
Suzuki ZEUS 125X Bajaj PULSAR 150 DTSi TVS FIERO F2 TVS FIERO FX TVS VICTOR EDGE TVS VICTOR GLX Hero Honda GLAMOUR
Yamaha FAZER DIX Yamaha FAZER DX LML GRAPTOR Honda UNICORN
150 & above cc bikes with Drum/Disc brakes
Bajaj PULSAR 180 DTSi Bajaj AVENGR Kinetic AQUILA Kinetic GF LASER
125-150cc bikes with Kick/Self start
Bajaj PULSAR 150 DTSi Kinetic GF 125 Yamaha FAZER DIX Yamaha FAZER DX
150 & above cc bikes with Kick/Self start
Hero Honda KARIZMA Bajaj PULSAR 180 DTSi Kinetic AQUILA Kinetic COMET Kinetic GF 170 Kinetic GF LASER
SWOT ANALYSIS SUZUKI MOTORCYCLE INDIA STRENGTHS Maruti gives Suzuki tremendous brand penetration.
WEAKNESSES ‘Japanese’ approach means a push for volumes through safe, conventional products. Effective strategy but unexciting. Except, the strategy doesn’t always work.
OPPORTUNITIES Bajaj and (perhaps) Yamaha are only just opening the larger displacement class. If Suzuki moves quickly, they could put in a storming product to good effect.
THREATS The only people who are able to get away with playing safe are Hero Honda.
BAJAJ AUTO LIMITED Strength
Strong product lines and development team; available cash. Not afraid to use technology.
WEAKNESSES Cheap-quality/poor - service perception taking time to fade away.
OPPORTUNITIES Have the where withal to handle a really broad product range, while opening up new sales segments. Exports are on the rise. Threats
Working the price - quality equation could cause the cheap quality/poor service perception to persist.
HERO HONDA MOTORS LIMITED Strengths
Product lines running strong, great brand equity and trust. Newer products - Super Splendor and Achiever - are excellent. Weaknesses
No internal R & D makes it harder to respond to the market.
Opportunities
Leveraging Honda’s technical expertise more aggressively can get Hero Honda super products and help them stay number one in the market.
Threats
The brand is steeped in commuter values – in the long run, that could obstruct a move to more leisure – oriented products.
HONDA MOTORCYCLE & SCOOTER INDIA Strengths
Strong brand, good, safe products, high – quality and good service perception. Weaknesses
Products haven’t clicked, Activa apart. Unwilling to take a chance. So far no flair. Opportunities
Has a vast array of global products it can pick and choose from for Indian launches. Can use Hero Honda as a strategic.
Threats
Takes its own sweet time to introduce new and upgraded products. Playing it safe may not be the safest strategy in the Indian market scenario today.
KINETIC ENGINEERING LIMITED Strengths
Strongest scooter brand in the country. Young management.
Weaknesses
Strongest scooter brand in the country. Quality perception is low and dealership quality perception is also low. Products have been criticized for low attention to detail, finish issues and built quality.
OPPORTUNITIES Two promising tie – ups, a stellar range of almost fourteen new scooters in the wings.
THREATS Quality control and attention to detail rising, but still a bit lower than the industry average. Motorcycle programmer continues to flounder.
LML LIMITED Strengths
Can produce some striking products. Weaknesses
Product excellence isn’t consistent; dealer network. Opportunities
New finance, new structure and new focus could be what LML needs to return to the fray all guns blazing. Threats
LML’s growth curve could be made decidedly steeper with Bajaj’s new aggression, Honda’s renewed attempts to sweep the market and the entry of Suzuki and the general competence of all the India two – wheeler players.
TVS MOTOR LIMITED Strengths
Classy engineering, great motors have always been TVS’ forte. Other parts of the puzzle coming into place slowly. Weaknesses
Product packaging, timing are still improving. The Apache was the first sign of this. TVS will need to work faster also. Opportunities
Quicker turn – around on R & D will re – energies the brand. TVS needs to capitalize on the weakness of Japanees brands now. Threats
Traditionally long production ramp – ups and slow product cycles will hurt.
YAMAHA MOTORS Strengths
Enduring, resilient performance biking image (despite meek products, it has persisted) Weaknesses
Current product line does not match brand image. Product cycle has been too slow. Opportunities
Auto Expo displays suggest a more serious, on the move company. Fazer 250 and all – out sporty 150s could turn sales around. Threats
Bajaj, Honda/Hero Honda is playing the game with gusto already. Bajaj has usurped the image Yamaha normally occupies internationally.
PORTER’S FIVE FORCES MODEL OF AUTOMOBILE INDUSTRY
Barriers to entry
High capital costs, technology, distribution network, and availability of auto components
Threat of substitutes
Threat of substitutes is low because of lower functional .performance .
Bargaining power of
Low, due to stiff competition and its fragmented nature.
suppliers
Bargaining power of
Very high due to availability of options
customers
Competition
Except for heavy CV segment, competition is stiff. Expected to increase even further.
PORTER’S FIVE FORCES MODEL OF AUTOMOBILE INDUSTRY
HIGH
LOW
HIG H
HIG H
L O W
-:PROSPECTS
The government spending on infrastructure in roads and airports and higher GDP growth in the future could benefit the auto sector in general. This combined with a softer interest rate environm ent will play a vital role in providing a fillip to demand. We expect a slew of launches in the Segment 'B' of passenger cars. Utility vehicle segment is expected to grow at around 8% in the long-term.
In the two-wheeler sector, motorcycle segment is expected to witness a flurry of new model launches. Though the market size is expected to grow by 12% -15%, competitive pressure could keep prices and margins under control. While geared scooter and moped segments could see a fall in volumes, TVS, Honda and Kinetic Motors are poised to benefit from higher demand for unguarded scooters in the urban and rural market. However, Bajaj and Hero Honda are also planning to enter in this segment and to that extent, competition is likely to increase
The reduction in peak customs duty from 25% to 20% in the budget will result in savings on the raw material front as well. Since raw material costs account for almost 50% of operating costs of auto companies in general, this is a positive. Also, steel prices have shown some signs of softening and this is likely to have a positive impact on the margins
MARKET SURVEY There are different types of survey methods:
Market Survey
Telephone
Personal
Mail
Electronic
Interviewing
Interviewing
Interviewing
Interviewing
Traditional
In-Home
Mail
Computer-
Mall
Mail
Assisted
Intercept
Panel
mail
Internet
ComputerAssisted
In my market survey I have used the mall intercept in personal interviewing. In this method I have prepared the questionnaire. Main aim preparing for this questionnaire for increase the sales, provide the extra facility which customer wants, add the some extra features in new product launch, and short out the customer problems.
E-
SURVEY ANALYSIS
1. WHICH BIKE BRAND / MODEL DO YOU HAVE?
% of bike brand have the customers 30 suzuki
25
herohonda
20
bajaj
% 15
tvs
10
kinetic lml
5
yamaha
0 %
others
Bike Brand
Bike brand Suzuki HeroHonda Bajaj TVS Kinetic LML Yamaha Others
% 3 30 30 12 5 8 10 2
Now most of customers use the Bajaj and Hero Honda bikes, so these are two companies are play the major player role in the Indian two wheeler market.
3. DO YOU PREFER KICK START OR SELF START OR KICK / SELF START IN YOUR BIKE ?
Prefered statrs
70 60 50 40 %
% 30 20 10 0 kick start
selfstart
Preferred starts
kick/s elfstart
%
Kickstart
5
Selfstart
25
Kick/Selfstart
70
Most of customers preferred kick / self start.
4. IF YOU ARE USEING THE 125CC BIKE PLEASE RANK THE 16 MODELS ACCORDING TO THE CURRENT MILEAGE ?
Ran king acco rding to current milage Heat Zeus
16
Disc over 125 14
Wind 125 Victor Edge
12
Victor GLX
10
Glamour Ranks
8
Shine
6
Super Splender KS Super Splender FS
4
GF 125
2
Fazer Fazer DIX
0 Rank for current milage
Fazer DX
Bike Models
Fazer LX Freedom Prima 125
Bike Models Heat Zeus Discover 125 Wind 125 Victor Edge Victor GLX Glamour Shine SuperSplenderKS SuperSplenderFS 125 GF Fazer Fazer DIX Fazer DX Fazer LX FreedomPrima125
Rank for current mileage 16 13 1 4 8 5 7 14 2 3 15 9 12 11 10 6
According to these analysis customers gives the 1 rank of Discover 125cc for current mileage.
5. ARE YOU SATISFY WITH CURRENT MILEAGE ?
Satisfy with current mileage
80 70 60 50 % 40 30 20 10 0
%
Yes
No
Current mileage
Current mileage Yes No
% 75 25
Most of customers satisfy with current mileage.
6. WHICH SERVICE DO YOU PREFER FOR YOUR BIKE ?
Service preferred for the bike
70 60 50
%
40 %
30 20 10 0 Authorized workshop
Local workshop
Provide services
Preferred workshop
%
Authorized workshop
65
Localworkshop
35
Here is 65% customers prefer the authorized service for bike servicing and bike maintenances.
7. IF YOU GO TO THE LOCAL WORKSHOP PLEASE GIVE THE REASONS.
Some customers use the local work shop also because finish the afte r free service which is provided by the company. After fini sh this free servi ce bike servicing. So some customer can’t afford go to the authorized the bike servicing.
required
service centers for
8. WOULD YOU LIKE TO THE BIKE SERVICING IN YOUR PRESENCE ?
Bike sevicing in ow n presence
80 70 60 50 % 40 30 20
%
10 0 Yes
No Servicing
Servicing in own presence
%
Yes
75
No
25
Here also 75% of customer wants to bike servicing in own presence .
9. WOULD YOU LIKE TO COMPANY REMIND TO ABOUT THE DUE DATES OF SERVICES ?
Remind the due d ates for servicing by the company
100 80 %
60 %
40 20 0 Yes
No
Remind due dates
Remind due dates Yes No
% 98 2
From this analysis customers are very happy with this facility provide by the company.
10. HOW LONG TO TAKE TIME FOR BIKE SERVICING BY THE SERVICE CENTER ?
Takes time in bike servici ng by the servi ce cen ter
60 50 40 % 30 20
%
10 0 2 hour
3-5 hour
1 day
More then 1 day
Takes time
Takes time hour 2 60 % 3-5hour 25 day 1 10 More then 1 day 5
According to the analysis 60% service centers takes 2hours, 25% service centers takes 3-5hours, 10% service centers takes 1day and 5% service centers takes more then 1 day for the bike servicing.
11. HOW MANY OFFERING FREE SERVICES TO YOUR BIKE BY THE COMPANY ?
Free services offering by the company 30 25 20 % 15 10
%
5 0 3
4
5
6
More then 6
Free services offere d
Free services 3 4 5 6 Morethen6
% 17 30 30 18 5
Mostly companies offer to the 4 and 5 free services for bike. Some companies offer 6 services, less companies offer 3 services and very less companies offer more then 6 services.
12. IF SERVICE CENTER PROVIDE THE FACILITY OF BOOKING FOR THE SERVICING , WILL YOU USE IT ?
Service cen ter provide the facil ty for boo king servicing
100 80 %
60 %
40 20 0 Yes
No
Booking servicing
Facility for booking service Yes No
%
95 5
From this analysis huge number of customers use this service and enjoy this service provide by the service centers.
13. DID YOU FACED POBLEMS SHORTLY AFTER THE SERVICING ?
Shortly after ervice facing the problem in bike
70 60 50 %
40
%
30 20 10 0 Yes
No Facing problem
Faced problem
%
Yes
30
No
70
In this analysis 70%of customers are not faced the problem shortly after the servicing and 30% of customers faced the problems shortly after the servicing.
14. WHAT DO YOU FEEL ABOUT THE PRICE CHARGED FOR SPARE PARTS BY THE SERVICE CENTER?
Price charged for spare parts by the service center
60 50 40 30
%
20 10 0
Higher
Reasonable
Price of spare parts
Lower
%
Higher
55
Reasonable
44
Lower
1
In this analysis higher price charged for spare part by the service centers.
15. WHICH BIKE BRAND/ MODEL DO YOU PREFER IN 125CC ?
Preferred bike brand in 125cc 30 25 Suzuki Bajaj
20
Hero Honda
% 15
TVS
10
Yamaha
5
Kinetic
0
LML
% Bike brand name
BikeBrand Suzuki Bajaj HeroHonda TVS Yamaha Kinetic LML
% 2 25 30 18 8 4 13
In this analysis prefer the large number of Hero Honda bikes in 125cc, after that prefer Bajaj bikes, and prefer the small number of Kinetic bikes in 125cc by the customers. Here I have analysis according to the different – different bike models in different bike Brands in 125cc which is preferred by the customers.
SUZUKI MOTORCYCLES INDIA PVT.LTD.
Suz uki models
Heat Zeus
Suzuki Models
%
Heat
45
Zeus
55
HERO HONDA MOTORS LTD.
Hero Hond a model s
Glamour Super splender FS Super splender KS Shine
Hero Honda models Glamour
% 20
Super splender FS
30
Super splender KS
45
Shine
5
BAJAJ AUTO LTD.
Bajaj Auyo Ltd.
Discover 125 Wind 125
BajajMdels Discover125 Wind125
% 45 55
TVS MOTORS LTD.
TVS motor s
Victor Edge Victor GLX
TVSModels
%
VictorEdge
35
VictorGLX
65
KINETIC MOTORS
Kinetic Models
%
Kinetic Model GF 125
% 100
YAMAHA MOTORS INDIA PVT.LTD.
Yamah a mod els
Fazer Fazer DIX Fazer DX Fazer LX
Yamaha models Fazer
% 45
FazerDIX
30
FazerDX
15
FazerLX
10
LML (INDIA) LTD.
LML models
%
LMLmodels Freedom prima 125
% 100
RECOMMENDATIONS
All the analysis and research which I have done, enabled me to suggest key strategic suggestions to TVS, they are summarized as follows-
To stimulate healthy growth, SUZUKI should go for more electronic and print media advertising. It’s should try to increase in its presence sale in the Indian two-wheeler market.
They should go for some promotional activities like free pollution check-up camps, free AC check-up camps etc.for all the vehicles.
Annexure QUESTIONNAIRE
Name ____________________________
Age _______________
years
Current Model _____________________
Place __________________
Current Occupation _________________
Annual Salary: Less than 1 lakh ( ) 3 lakh – 4 lakh
1 lakh – 2 lakh ( )
( )
4 lakh – 5 lakh ( )
2 lakh – 3 lakh ( ) More than 5 lakh ( )
1. Which bike brand / model do you have?
SUZUKI / ____________________
BAJAJ /
________________
HERO HONDA / _____________
TVS / __________________
LML / _______________________
KINETIC /
______________
YAMAHA / __________________
2. How many kms. do you ride ?
Less than 50 ( ) ( )
50 – 75 ( )
75 – 100 ( )
More than 100
{ in kms / day }
3. Do you prefer kick start or self start or kick / self start in your bike ?
Kick start ( )
Self start ( )
Kick / Self start ( )
4. If you are useing the 125cc bike please rank the 16 models according to the current mileage ?
Heat
( )
Zeus
( )
( )
( )
Discover 125
(
Victor Edge ( )
Victor GLX
(
Glamour
( )
Super Splender FS
Shine
( )
GF 125
(
Fazer DX
( )
)
Wind 125 )
Fazer ( )
Super Splender KS ( ) ) Fazer
( )
Fazer DIX ( )
Freedom Prima 125 ( )
5. Are you satisfy with current mileage ?
Yes ( )
No ( )
6. Which service do you prefer for your bike ? Authorized workshop ( )
Local workshop ( )
7. If you go to the local workshop please give the reasons ?
8. Would you like to the bike servecing in your presence ?
Yes ( )
No ( )
9. Would you like to company remind to about the due dates of services ?
Yes ( )
No ( )
10. How long to take time for bike service by the service center ?
2 hours ( )
3 – 5 hours ( )
1 day ( )
More than 1 day ( )
11. How many offering free services to your bike by the company ?
Three ( )
Four ( )
Five ( )
Six ( )
More than Six ( )
12. If service center provide the facility of booking for the servicing , will you use it ?
Yes ( )
No ( )
13. Did you faced poblems shortly after the servicing ?
Yes ( )
No ( )
14. What do you feel about the price charged for spare parts by the service center?
Higher ( )
Reasonable ( )
Lower ( )
15. Which bike brand/ model do you prefer in 125cc ?
SUZUKI Heat
BAJAJ ( )
Zeus 125 X ( ) Super Splendor KS ( )
TVS
HERO HONDA
Discover 125 ( )
Glamour
Wind 125
Super Splendor FS ( )
( )
Shine
( )
YAMAHA
KINETIC
Victor Edge ( )
Fazer
( )
Victor GLX ( )
Fazer DIX
( )
LML Freedom Prima 125 ( )
( )
Fazer DX
( )
Fazer LX
( )
GF 125
( )
BIBLIOGRAPHY
www.suzukimotorcycle.co.in
www.bajajauto.com
www.tvsmotor.com
www.herohonda.com
www.kineticindia.com
www.yamaha-motor-india.com
www.lml.com
www.honda.com
www.indiabike.com
Bike magazines
