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INTRODUCTION:

Satisfaction is a persons feelings of pleasure or disappointment resulting from comparing a products perceived performance (or outcome) in relation to his or her expectations. Whether the buyer is satisfied after purchase depends on the offers performance in relation to the buyers expectations. If the performance falls short of the expectations, the customer is dissatisfied. If the performance matches the expectations, the customer is satisfied. If the performance exceeds expectations the customer is highly satisfied or delighted. A company would be wise to measure customer satisfaction regularly because one key to customer retention is customer satisfaction. A highly satisfied customer generally stays loyal longer, buys more as the company introduces new products and upgrades existing products, talks favourably about the company and its products, pays less attention to competing brands and is less sensitive to price, offers product or service ideas to the company, and costs less to serve than new customers because transactions are routine. When customers rate their satisfaction with an element of the companys performance - say, delivery. It could mean early delivery, on-time delivery, order completeness, and so on. The company must also realize that two customers can report being highly satisfied for different reasons. One may be easily satisfied most of the time and the other might be hard to please but was pleased on this occasion. A number of methods exist to measure customer satisfaction. Periodic surveys can track customer satisfaction directly. Respondents can also be asked additional questions to measure repurchase intention and the likelihood or willingness to recommend the company and brand to others. Companies that do achieve high customer satisfaction ratings make sure their target market knows it. For customer centered companies, customer satisfaction is both a goal and a marketing tool. Although the customer-centered firm seeks to create high customer satisfaction, that is not its ultimate goal. If the company increases customer satisfaction by lowering its price or increasing its services, the result may be lower profits. The company might be able to increase its profitability by means other than increased satisfaction (for example, by improving manufacturing processes or investing more on R&D). Also, the company has many stakeholders, including employees, dealers, suppliers and stock holders. Spending more to increase customer satisfaction might divert funds from increasing the satisfaction of other partners. Ultimately, the company must operate on the philosophy that it is trying to deliver a high level of customer satisfaction subject to delivering

acceptable levels of satisfaction to the other stakeholders, given its total resources.

COMPANYS HISTORY:
Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited. It started off by selling imported two- and three wheelers in India. In 1959, it obtained license from the Government of India to manufacture two- and three-wheelers and it went public in 1960. In 1970, it rolled out its 100,000th vehicle. In 1977, it managed to produce and sell 100,000 vehicles in a single financial year. In 1985, it started producing at Waluj in Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles in a single financial year. In 1995, it rolled out its ten millionth vehicle and produced and sold 1 million vehicles in a year.

Company Profile:
Founder Year of Establishment Industry Business Group Listings & its codes Presence Jamnalal Bajaj 1926 Automotive - Two & Three Wheelers The Bajaj Group BSE Code: 500490; NSE - Code: BAJAJAUTO Distribution network covers 50 countries. Dominant presence in Sri Lanka, Bangladesh, Columbia, Guatemala, Peru, Egypt, Iran and Indonesia. Kawasaki Heavy Industries of Japan Akurdi , Pune 411035, India Tel.: +(91)-(20)-27472851 Fax: +(91)-(20)-27473398

Joint Venture Registered & Head Office

Works

Akurdi, Pune 411035 Bajaj Nagar, Waluj Aurangabad 431136 Chakan Industrial Area, Chakan, Pune 411501

E-mail Website

rahulbajaj@bajajauto.co.in www.bajajauto.com

Bajaj Auto Limited.


The Groups' principal activity is to manufacture two and three wheeler vehicles. Other activities of the group include insurance and investment business. The Group operates in three segments, which are Automotive, Insurance and Investment and Others. It has a network of 498 dealers and over 1,500 service dealers and 162 exclusive three-wheeler dealers spread across the country.

About Bajaj
The Bajaj Group is amongst the top 10 business houses in India. Its footprint stretches over a wide range of industries, spanning automobiles (two-wheelers and three-wheelers), home appliances, lighting, iron and steel, insurance, travel and finance. The groups flagship company, Bajaj Auto, is ranked as the worlds fourth largest two- and three- wheeler manufacturer and the Bajaj brand is well-known in over a dozen countries in Europe, Latin America, the US and Asia. Founded in 1926, at the height of India's movement for independence from the British, the group has an illustrious history. The integrity, dedication, resourcefulness and determination to succeed which are characteristic of the group today, are often traced back to its birth during those days of relentless devotion to a common cause. Jamnalal Bajaj, founder of the group, was a close confidant and disciple of Mahatma Gandhi. In fact, Gandhiji had adopted him as his son. This close relationship and his deep involvement in the independence movement did not leave Jamnalal Bajaj with much time to spend on his newly launched business venture. His son, Kamalnayan Bajaj, then 27, took over the reins of business in 1942. He too was close to Gandhiji and it was only after Independence in 1947, that he was able to give his full attention to the business. Kamalnayan Bajaj not only consolidated the group, but also diversified into various manufacturing activities. The present Chairman and Managing Director of the group, Rahul Bajaj, took charge of the business in 1965. Under his leadership, the turnover of the Bajaj Auto the flagship company has gone up from Rs.72 million to Rs.46.16 billion (USD5 936 million), its product portfolio has expanded from one to and the brand has found a global market. He is one of Indias most distinguis hed business leaders and internationally respected for his business acumen and entrepreneurial spirit.

Management Profile:

Rahul Bajaj
Chairman Rahul Bajaj is an honours Graduate in Economics and Law and a Business Graduate from the Harvard Business School. He was appointed Chief Executive Officer of Bajaj Auto in 1968 and took over later as Head of the Bajaj Group of companies.

Madhur Bajaj
Vice Chairman. After graduating in Commerce, Mr. Bajaj did his MBA from Lausanne, Switzerland. Joined as DGM6 in March 1983, took over as General Manager Aurangabad Division in June 1986, as its Chief Executive in October 1988, became President of Bajaj Auto in September 1994, Executive Director in May 2000 and is Vice Chairman since July 2001.

Rajiv Bajaj
Managing Director Rajiv Bajaj, who took charge as Managing Director on 1st April 2005, is a Mechanical Engineer from Pune University. He later did his Masters in Manufacturing Systems Engineering from the University of Warwick. He Joined as Officer on Special Duty in 1990, took over as General Manager (Products) in February 1993, Vice President (Products) in June 1995, President in May 2000, President & Whole Time Director in March 2002 and as JointManaging Director in March 2003.

Sanjiv Bajaj
Executive Director Mr. Sanjiv Bajaj, who took charge as the Executive Director in April 2004, is a Mechanical Engineer from Pune University. He obtained a Masters Degree in Manufacturing Systems from the University of Warwick and an MBA degree from Harvard Business School. Mr. Sanjiv Bajaj joined as an Officer on Special Duty in 1994, took over as the General Manager (CF7) in 1997 and Vice President (Finance) in April 2001.

OBJECTIVES OF THE STUDY

The objective of the study is Company image Bajaj and Survey research to measure customer satisfaction towards Bajaj Pulsar in Chennai during the period of MAY JUNE 2009 To determine the effects of the company image on the sales. To understand customer attitude towards Bajaj motorcycles and Bajaj auto. To measure customer satisfaction of Bajaj pulsar motorcycle owners. To know the market share of Bajaj auto in Chennai. To predict the boom of automobile industry. To know the tastes and preferences of people of Chennai when it comes to motorcycles. To find the reasons for buying Pulsar motorcycle.

NEED OF THE STUDY


Hero Honda, Bajaj Auto and Enfield motorcycles have come out tops in the customer satisfaction ratings in the 2007 TNS Motorcycle Total Customer Satisfaction Study conducted by TNS Automotive. The study says that newly launched motorcycles including the Splendor NXG and CBZ Extreme from Hero Honda, Discover 135 from Bajaj Auto and Bullet 350 from Enfield have been ranked highest in their respective segments. The study was conducted by compiling responses of more than 7,000 new motorcycle buyers as regards the performance of more than 50 models across parameters like sales satisfaction, product quality, motorcycle performance and design, after-sales service, brand image, and cost-of ownership. The index score provides a measure of satisfaction and loyalty that a given model or brand enjoys among its customers. Pradeep Saxena, senior VP, TNS India - Automotive said: "The continued efforts of the industry in bringing down the cost of ownership and providing a good sales experience have clearly borne fruit. A trend that has been continuing for the past couple of years is the strong performance of new models. They tend to get high ratings on performance and design, an indicator of the growing design capability of the Indian industry ". Saxena adds, "The upper executive segment is a big contributor to the overall development of the Indian two-wheeler market. The right mix of performance, product design and cost of ownership is making this the preferred option among a large segment of Indian motorcycle owners who plan to buy a motorcycle in future". The study also found that the expectation of the buyer of standard motorcycles (entry level bikes) has gone up from the previous level, now the buyer also expects similar attention and commitment as the buyer of higher

value bikes. Styling of the bikes in executive segment is gaining importance in overall customer satisfaction. In transacting with the service dealer, competitive pricing and explanation have gained importance as well as have high impact on retention. For the upper executive segment latest technology and style have gained importance. Explanation of feature and benefit gained in terms of state importance while Salesperson knowledge impacts largely on retention. Premium segment buyers are at the center of focus for all of the manufacturers that have educated the customer and empowered him to buy consciously after comparing all the options, now he expects manufacturers to give him the best technology, he questions salesperson and look for the best financing options available and demands quick service. For future purchases the preference for motorcycles with high engine capacity (150cc and above) is seen in all four regions of the country however it is almost 70% in south closely followed by west. Across the country, close to 24% of current motorcycle owners intend to upgrade to a four-wheeler as their next vehicle. The propensity to upgrade to a car is higher in the north as compared to other parts of the country.

SCOPE OF THE STUDY


Bajaj CT100, Hero Honda Splendor+, Honda Unicorn, and Royal Enfield Bullet 350 Delight their Customers According to the findings of the 2005 total customer satisfaction (TCS) study released on 23rd June 2005, by market information provider TNS, the newly launched Bajaj CT100 and Honda Unicorn rank highest in their respective segments, while Hero Honda Splendor + leads the competitive 'executive' bikes. Royal Enfield continues to dominate the niche 'cruiser' bikes with its Bullet 350 recording segment-best ratings. The TCS study was conducted from April through June 2005 across 21 centres: Ahmedabad, Ahmednagar, Bangalore, Bhopal, Chandigarh, Chennai, Cochin, Coimbatore, Delhi (NCR), Gorakhpur, Hyderabad, Indore, Jaipur, Kolkata, Lucknow, Ludhiana, Mumbai, Patna, Pune, Surat, and Trivandrum. Representing the responses of more than seven thousand new-motorcycle buyers towards the performance of 40 models in the key areas of sales satisfaction, product quality, motorcycle performance and design, aftersales service, brand image, and cost-of-ownership, the 2005 Motorcycle Total Customer Satisfaction (MTCS) study conducted by TNS specialist division, TNS Automotive, is the largest syndicated motorcycle study in India. The TCS index score provides a measure of satisfaction and loyalty a given model or brand enjoys with its customers. "The overall industry average TCS score remains unchanged compared to 2004," said Rajeev Lochan, General Manager - Asia Pacific of TNS Automotive. "The gains recorded by most premium and cruiser bikes are nullified by the lack of improvements in the high volume standard and executive segments," he added. A commonly observed trend is the strong performance of new models such as Bajaj CT100, Honda Unicorn, TVS StaR, and Yamaha Fazer. The common differentiator for all these models is evident in their relatively higher ratings on product performance & design. "Among the new models, Honda Unicorn receives the best ratings to overtake Bajaj Pulsar in the premium segment," comments Lochan. "Product quality and cost of ownership perception emerge as Unicorn's key strengths." "While newness generally has a positive rub-off on customer perceptions, this phenomenon is not universally true," mentions Lochan. "Hero Honda Splendor+ defies the general trend with a strong performance on all measures of customer satisfaction. Splendor's universal appeal is also evident from its consistent ratings across regions and over time."The Indian market is extremely sensitive

to mileage/ fuel efficiency - a trend seen since TNS' inaugural study in 2003. While this sensitivity is generally seen among all types of owners, it is particularly relevant for 'standard' and 'executive' bikes where customers attach a high importance to fuel efficiency. "Bajaj CT100 benefits from its segment leading rating on fuel efficiency with its owners also reporting industry-best mileage of 70 kilometers per liter," adds Lochan. "However, it is important to diffuse focus from fuel efficiency due to the heightened customer expectations. This is reflected by TVS Centra's performance where satisfaction with fuel efficiency is relatively lower despite strong mileage figures reported by its owners." In addition to the customer evaluations on various aspects of their ownership experience, this study also examines key trends in the industry. Some of the significant observations are: 14% of the motorcycle owners surveyed indicate their preference for a car in the next 3 years. Among those intending to buy a car, the average budget varies from about rupees 3.6 lacs for 'standard' and 'executive' bike owners to over 4 lacs for other bike segments; While small car manufacturers such as Maruti, Hyundai, and Tata Motors finds the strongest preference among this group, the preference for Honda, Chevrolet, and Toyota too is significant. 28% of the current motorcycle owners intend to buy an additional or replacement motorcycle in the future; While a majority of these owners prefer Hero Honda and Bajaj, there is a growing preference for Honda. "The shift in four-wheeler market composition is already evident with car owners upgrading from two-wheelers accounting for a higher proportion of the market compared to 3-5 years back," observes Lochan. "The current findings validate that this growth will continue given the rapidly increasing base of motorcycle owners. Car manufacturers offering premium compact models are likely to benefit most from this trend."

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Scooty Pep Plus & Pleasure Lead Customer Satisfaction Ratings Female Riders more Satisfied than their Male Counterparts TNS 2006 Scooter Total Customer Satisfaction Study Contrary to the popular belief, women are not as tough a customer as they are made out to be in a male-dominated world. They are the ones who are easier to satisfy compared to their male counterparts. According to Scooter Total Customer Satisfaction Survey carried out by TNS Automotive, women have

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consistently given higher satisfaction scores to the scooter models they use barring a few exceptions here or there, which are not significant. Representing the responses of new-scooter buyers towards the performance of 18 models in the key areas of sales satisfaction, product quality, scooter performance and design, after-sales service, brand image, and cost-of-ownership, the 2006 Scooter Total Customer Satisfaction (STCS) study conducted by TNS Automotive, is the largest syndicated scooter study ever done in India. It comes close on the heels of the 2006 Motorcycle Total Customer Satisfaction (MTCS) study released by TNS Automotive a few days ago. ''TNS has been conducting MTCS for last five years in India which covers only male customers. For the first time, a syndicated study has been conducted to measure and highlight the expectations and satisfaction of women riders vis-a-vis men for the scooter category," says Pradeep Saxena, Senior Vice President, TNS Automotive. The TCS index score provides a measure of satisfaction and loyalty that a given model or brand enjoys among its customers. "Though scooters are touted as a declining segment of the two-wheeler industry in comparison to a far more active motorcycle segment, it is clearly delivering higher satisfaction to its buyers. This is true even for the men who buy scooters. Is this an omen for the future?" asks Chris Bonsi, Regional Director, TNS Automotive. Comparing the companies, which make motorcycles as well as scooters, ironically Bajaj Auto, the erstwhile scooter king, is the only company whose scooter customers are less satisfied than its motorcycle customers. In contrast Hero Honda, which has entered the scooter market recently is able to delight those who bought its maiden offering Pleasure. As a company, it leads the satisfaction scores among motorcycle owners as well as scooter owners. Even Kinetic, whose motorcycles are much lower than competition models, have higher satisfaction than Bajaj when it comes to scooters. The trend is very similar for TVS and Honda Motorcycle and Scooters (HMSI).But, all is not lost for Bajaj. When it comes to geared scooters, even Honda finds it difficult to beat 'Hamara Bajaj'. In this segment, Chetak 4S shares the top honours with Honda Eterno. Though Eterno scores far higher on Quality, Chetak 4S makes up with a much higher score on sales satisfaction. Clearly, Bajaj scooter customers are being treated far better than in the earlier days but the product required a change. Among the ungeared scooters Hero Honda Pleasure tops the rankings followed by Honda Activa.

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"Interestingly though both products share the same broad platform, Pleasure scores higher on 'Performance & Design' as well as 'Quality', In addition, it rides on the strong brand image of Hero Honda," explains Pradeep Saxena. However, Pleasure is not 'Just4her', its male buyers are a tad more satisfied than its female owners. In the scooter segment, TVS Scooty Pep Plus is the king or may be we should call it the queen. This indigenously developed product takes on the high mighty and is the top scoring model in the entire scooter industry. It says a lot about the capability of its designers in understanding the needs of their customers as it is the only model achieving a three digit score on Performance & Design in 2006 among all two-wheelers. However, Chris Bonsi adds a word of caution here for the scooters manufacturers. "As per the study, the satisfaction with scooters drops much faster with their age (ownership period) compared to scooters, geared or ungeared. Manufacturers must pay attention to this as this steep fall happens in the case of 'Quality' and 'Cost of Ownership' - an area very close to the heart of Indian consumers." The study also shatters a popular myth that north India is enamoured with geared scooters. In fact, it is the South India that provides the highest satisfaction scores to this category. On the converse, North Indians are more satisfied with ungeared scooters.

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LIMITATIONS

1. During the survey most of the respondents contacted had newly purchased the motorcycle thus they could not respond accurately i.e. their satisfaction level and defects in the motorcycles. 2. The research is directly concerned with the study of human preference and behavior and achieving absolute mathematical accuracy towards this was not possible. 3. Secondary data about MaliniSri motors was rarely found as this firm was new and not much has been written about it. The researcher had to depend on the discussion made with the manager of the unit. 4. Some data like abbreviations and detailed promotional activities were scarce even on internet.

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CHAPTER 2

RESEARCH METHODOLOGY
Survey research is the systematic gathering of information from respondents for the purpose of understanding and/or predicting some aspects of the behaviour of the population of interest. It is the most common method of collecting primary data for marketing decisions. Survey can provide data on attitudes, feelings, beliefs, past and intended behaviour, knowledge, ownership, personal characteristics and other descriptive items. Survey research is concerned with administration of questionnaires (interviewing). The survey research must be concerned with sampling, questionnaire design, questionnaire administration and data analysis. The administration of questionnaire to an individual or group of individuals is called an interview. A questionnaire is simply a formalized set of questions for eliciting information. As such, its function is measurement and it represents the most common form of measurement in marketing research. The report has been prepared as per the information obtained from two sources. They are: 1. Primary data 2. Secondary data 1.Primary data: The primary data included the information collected from the 1. Proprietor, manager and employees of MALAINI SRI BAJAJ motors. 2. Structured questionnaire 3. Personal interview with customer

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2.Secondary data: Secondary data includes a. Data from various magazines esp. bike magazines. b. Internet c. Brochures d. Books e. Newspapers etc
Sampling plan: Data collected has been analyzed and interpreted by using simple percentage method and finally the data is presented in graphs and charts. Sampling frame : 1. Customers visiting showrooms for servicing their motorcycles 2. Shopping malls, Supermarket, Markets, College parking etc Sampling unit: Motorcycles owners esp. Bajaj Pulsar motorcycle owners Sampling method: Simple random sampling method was used. Desired sample size: A sample size of 60 motorcycle owners was specified.

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Survey administration process

QUESTIONNAIRE

INTERVIEWER

RESPONDENT

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DATA ANALYSIS AND INTERPRETATION

SWOT Analysis:
Market trends must be considered as the company the company develops its marketing strategies. 1. Strengths: "Bajaj" is a well established Brand name in the scooter segment. Bajaj Auto is a cost-effective producer in the two wheeler market. It has a huge market share in the scooter segment of the two-wheeler industry. This acts as a cushion for the company in their efforts of foraying into the motorcycle segment. Bajaj has established a wide distribution network for the scooter segment which will favor them in their efforts in the motorcycle segment. Marketing has been a strength for Bajaj since inception. Strengths are internal capabilities that can help the company reach its objectives Bajaj can build three important strengths: 1. Style 2. Pick up 3. Speed

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2. Weaknesses: Bajaj has become a generic name associated with the scooters and that needs to be changed in the minds of the consumers before it could expect a great success in the motorcycle segment. Bajaj is dependent on its foreign counterparts for technological support. This needs to be addressed as it might be crucial when the foreign players enter the Indian market directly. Weaknesses are internal elements that may interfere with the companys ability to achieve its objectives. The weaknesses evaluated after the study are: 1. Heavy weight of the motorcycles 2. Mileage 3. Costly spare parts 3. Opportunities: The motorcycle segment is expected to grow at a considerable rate and this would provide a good opportunity for Bajaj Auto to increase its market share in this segment. Kawasaki of Japan, when it comes to India, can help Bajaj enhance its product portfolio in the motorcycle segment as Kawasaki plans to use Bajaj's manufacturing base for its global operations. Opportunities are areas of buyers needs or potential interest in which the company might perform profitability. They are all external factors. Bajaj can take advantage of three major market opportunities: 1.Increasing demand for high speed motorcycles. 2. Launching low cost motorcycles especially for Indias large number of middle class which is more than 60% of total population. 3. Reaching the towns through dealership as the middle class living in this area is getting rich and their purchasing power is also increasing.

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4. Threats: The market share in the scooter segment has taken a beating from TVS Suzuki's entry into this segment. Entry of Multinational companies, especially Chinese ones, in the motorcycle segment will stiffen the competition and will hamper the efforts of Bajaj to establish itself in the motorcycle segment. Threats are challenges posed by an unfavourable trend or development that could lead to lower sales and profit. They are external factors. Bajaj faces three major threats in future:
1. Increasing competition 2. Launch of cheaper motorcycles by competitors 3. Launch of cheaper cars by TATA whose price is equivalent to Bajajs Pulsar segment

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ANALYSIS & INTERPRETATION:


The data collected with the help of questionnaires is tabulated and analyzed.

1. Classification as per ownership of motorcycle:


Q no1 .Do you own a motorcycle? Table 1 Response Yes No Total No. of respondents 53 7 60 Chart 1.1 Percentage 83.33 16.67 100

1. Chart 1.1 reveals the motorcycle ownership in Tondaiyarpet. The survey revealed that 83.33% own motorcycles and11.67% do not own motorcycle.

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2. Classification as per ownership of Bajaj motorcycle


Q no2. Do you own bajaj motorcycle? Table 2 Response Yes No Total No. of respondents 40 20 60
Chart 2.1

Percentage 66.67 33.33 100

Percentage

33.33 Yes No 66.67

2.Chart 2.1 reveals the market share of Bajaj motorcycle companies in Tondaiyarpet(Chennai).Out of 60 owning motorcycles 66.67% are owning Bajaj and 33.33% are not owning Bajaj Motorcycles.

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3.Classification based brand-wise ownership of Bajaj Auto: Q no3.Which motorcycle of Bajaj Auto do you own? Table 3 Brand Pulsar Discover XCD Platina Other Total NO. Of Respondent 25 15 15 2 3 60 Percentage 41.67 25 25 3.33 5 100

Chart 3.1

Percentage
3.33 5 Pulsar 25 41.67 Discover XCD Platina Other 25

3.Chart 3.1 exhibits ownership of various brands of Bajaj i.e. 23 of them own Bajaj motorcycles .Pulsar is owned by 41.67%, Discover 25%, XCD 1525%, Platina 3.33% and Others 5%.

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4.Classification based on series-wise ownership of Bajaj Pulsar motorcycle:


Q no4.Which series of Bajaj Pulsar motorcycle do you own? Table 4

Pulsar Series 150 cc 180 cc 200 cc 220 cc Total

NO.of Respondent 20 18 12 10 60

Percentage 33.33 30 20 16.67 100

Chart 4.1

Sales
16.67 33.33 20 150 cc 180 cc 200 cc 220 cc 30

4.Chart 4.1 reveals series wise ownership of Pulsar i.e. 33.33% are owning 150cc 30% are owing 180cc, 20% are owing 200cc and 16.67% are owing 220cc

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5. Classification based on main reasons for purchasing Bajaj Pulsar motorcycles:

Q no5. Tick any 5 reasons for selecting Bajaj Motorcycle?

Reason For Purchase Style Brand Image Mileage Pick Up Price Resale Value Popularity Comfort Safety Low Maintainence Total

Table 5 NO.of Respondent 15 10 5 10 5 3 5 2 4 1 60

Percentage 25 16.67 8.33 16.67 8.33 5 8.33 3.33 6.67 1.67 100

25

Chart 5.1

Percentage
5 8.33 25

Style Brand Image Mileage

16.67

Pick Up Price 8.33 16.67 Resale Value

5.Chart 5.1 reveals the maximum reasons for selecting Bajaj Pulsar motorcycle. 6.Classification based on source of information for the purchase of Bajaj Pulsar motorcycle: Q no6.What was the source of information for the purchase of Bajaj Pulsar motorcycle?
Table 6

Source Of Information Family Friends Advertisements Mechanics Dealers Others Total

NO.of Respondent 10 20 10 10 8 2 60

Percentage 16.67 33.33 16.67 16.67 13.33 3.33 100

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Chart 6.1

Percentage
3.33 13.33

16.67

Family Friends

16.67 33.33 16.67

Adversitement Mechanics Dealers Others

6.Chart 6.1 reveals the main sources of information to purchase Bajaj Pulsar motorcycle. 7.Classification based on satisfaction level of Bajaj motorcycle customers: Q no7. What is your level of satisfaction towards Bajaj Pulsar motorcycles?

Table 7

Level Of Satisfaction 0-25% 25-50% 50-75% 75-100% Total

NO.Of Respondent 10 25 10 15 60

Percentage 16.67 41.67 16.67 25 100

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Chart 7.1

Sales

25

16.67 0-25% 25-50%

16.67 41.67

50-75% 75-100%

7.Chart 7.1 shows the level of satisfaction of Bajaj motorcycle owners towards their motorcycle 60 respondents were 0-25% are 16.67%, 2550% are 41.67%,50-75% are 16.67% and 75-100% are 25%. 8.Classification based on feelings when the Bajaj Pulsar motorcycle owners ride the bike: Q no8. How do you feel when you ride your Bajaj motorcycle?
Table 8

Customers Feeling Excited Playful Happy Boring Uncomfortable Total

NO.Of Respondent 20 15 20 3 2 60

Percentage 33.33 25 33.33 5 3.33 100

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Chart 8.1

Percentage
3.33 5 Excited 33.33 33.33 Playful Happy Boring Uncomfortable 25

8.Most of the motorcycle owners were feeling Playful when the ride their motorcycle with 60 responses, 20 were feeling Excited,15 were playful, 20 were Happy and 3 was feeling Boring and 2 were feeling Uncomfortable as depicted in chart 8.1. 9. Classification based on overall rating of Bajaj Auto: Q no10 .Overall, how would you rate Bajaj Auto?
Table 9

Rating Excellent Good Neither Good Nor Bad Bad Very Bad Total

NO.Of Respondent 25 30 5 0 0 60

Percentage 41.67 50 8.33 0 0 100

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Chart 9.1

Percentage
00 8.33 Excellent 41.67 Good Neither Good Nor Bad Bad 50 Very Bad

9.Chart 9.1 shows overall how the Bajaj motorcycle owners rate Bajaj. The table no.14 shown below reveals rating of Bajaj by Pulsar motorcycle and other Bajaj motorcycle owners.
Rating Table 14 Respondents Respondents Owing Bajaj Owing Other Motor Cycles Bajaj Motor (Pulsar) Cycles 20 22 5
5

Total Respondents

Execellent Good Neither Good Nor Bad Bad Very Bad Total

25 30 5

8 0

0 0 47

0 0 13

0 0 60

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10.Classification based on willingness to buy Bajaj Pulsar or any of the Bajaj Autos motorcycle? Q no11.Do you wish to buy Bajaj Pulsar or any of the Bajaj Autos motorcycle?
Table 10

Willingness Definitely will Buy Probably Will Buy Might or Might Not Buy Probably Will Not Buy Definitely Will Not Buy Total

NO.Of Respondent 25 15 10 8 2 60

Percentage 41.67 25 16.67 13.33 3.33 100

Chart 10.1

Percentage
3.33 13.33 41.67 16.67 Definitely Will Buy Probably Will Buy Might Or Might Not Buy Probably Will Not Buy 25 Definitely Will Not Buy

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10.Chart 10.1 reveals the willingness of other respondents who do not own Bajaj but are willing to buy Bajaj motorcycle in future. Table no.15 reveals the willingness of all respondents to buy Bajaj Pulsar motorcycle.

Classification as per Willingness to buy Bajaj Pulsar of those not owning Pulsar

Willingness

Table 15 Those owing Those Bajaj Motor owing Cycles other Motor Cycles
10 5

Those who are owing motor cycles

Total

Definitely will buy Probably will Buy Might or Might not buy Probably will not buy Definitely will not buy Total

10

25

15

10

22

12

26

60

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Table no.16 reveals the respondents of other companys motorcycle owners willig to buy Bajaj motorcycle Classification as per Willingness to buy Bajaj those owning other companys Motorcycle

Willing ness
Definitely will buy Probably will Buy Might or Might not buy Probably will not buy
Definitely will not buy Total

Hero Honda
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Table 16 TVS Honda

Other

Total

25

15

10

20

13

17

10

60

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11.Classification based on age of respondent: Q .no 12b. Which age group do you belong?
Table 11

Age Group 18-25 26-35 36-45 46 and Above Total

NO. Of Respondent 37 18 3 2 60

Percentage 61.67 30 5 3.33 100

Chart 11.1

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11.Chart 11.1 shows the age wise classification of all respondents .i.e. 61.67% are between 18-25,30% are between 26-35, 5% are between 36-45 and 3.33% are above 45 years of age. Table no.17 shows the age of those respondents owning and not owning motorcycle. Age group
Table 17

Age

Those Owing Motor Cycles

Those Not Owing Motor Cycles 6 0 1 0 7

Total

18-25 26-35 36-45 45 and Above Total

31 18 2 2 53

37 18 3 2 60

Table no.18 shows the age of those respondents owning motorcycles of various companies including Bajajs. Age wise classification of those owning motorcycles
Table 18

Age

Bajaj

HeroHon da
5 2 2 1

Tvs

Honda

Other

Total

18-25 26-35 36-45 45 and Above

20 10 1 1

5 2 0 0

5 2 0 0

2 2 0 0

37 18 3 2

35

Total

32

10

60

Table no.19 shows the age of those respondents owning only Pulsar and other motorcycles of Bajaj.
Table 19

Age
18-25 26-35 36-45 35 and above Total

Other Bajaj
15 10 0 2 27

Only Pulsar
22 8 3 0 33

Total
37 18 3 2 60

12.Classification based on occupation of respondent: Q no12c.What is your occupation? Table 12 Occupation NO.Of Percentage Students Business Men Professionals Working Professionals Employees Others Total Respondent 31 13 1 5 8 2 60 51.67 21.67 1.67 8.33 13.33 3.33 100

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Chart 12.1

12.Chart 12.1 reveals the Occupation wise classification of all respondents. Table no.20 reveals the occupation of all respondents owning motorcycles of various companies
Occupation Bajaj HeroHon da

Table 20 TVS

Honda

Others

Total

Students Businessmen Professionals Working Professionals Employees Others Total

15 4 0 3

12 5 1 2

2 2 0 0

1 2 0 0

1 0 0 0

31 13 1 5

3 1 26

4 1 25

1 0 5

0 0 3

0 0 1

8 2 60

Table no.21 reveals the occupation of those respondents owning only Pulsar and other brands of Bajaj company.

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Table 21

Occupation

Bajaj pulsar

Other bajaj Motor Cycles


11 6 0 1

total

Students Business men Professionals Working professionals Employees Others Total

20 7 1 4

31 13 1 5

6 2 40

2 0 20

8 2 60

13. Classification based on total monthly family income of respondents: Q no12d.What is your total monthly family income?
Table 13

Monthly Income Less Than 5000 5000-10000 10000-15000 Above 15000 Total

NO. Of Respondent 4 14 20 22 60

Percentage 6.67 23.33 33.33 36.67 100

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13.Chart 13.1 reveals the income of all respondents those owning and not owning motorcycles.

Table no.22 shows how much respondents fall in which income group and how many are owning the motorcycles.
Table 22

Income

Those Owing Motor Cycles

Those Not Owing Motor Cycles


2 3 1 1 7

Total

Upto 5000 5001-10000 10001-15000 Above 15000 Total

2 11 19 21 53

4 14 20 22 60

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Table no.23 reveals income of respondents and how many of them own motorcycles of which company.
Table 23

Income

Bajaj

Hero Honda
2 5 8 8 23

TVS

Honda

Others

Total

Upto 5000 5001-10000 10001-15000 Above15000 Total

1 7 8 9 25

1 1 1 2 5

0 0 1 1 2

0 1 2 2 5

4 14 20 22 60

Table no.24 reveals the income of respondents owning only Pulsar and other motorcycles.
Table 24

Income

Other Motor Cycles of Bajaj


2 6 8 7 23

Only Pulsar

Total

Upto 5000 5001-10000 10001-15000 Above 15000 Total

2 8 12 15 37

4 14 20 22 60

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14.Classification is based on the service of the motorcycle


Q.13. Are you aware of giving free service from the showroom ? Table 14 No. of respondents 55 5 60 Chart 14.1

Response Yes No Total

Percentage 91.67 8.33 100

Percentage
8.33, 8%

Yes No 91.67, 92%

Chart 14 reveals that aware of free service offered by the showroom.

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15. Classification based on Satisfaction of customers towards service of motorcycles: Q.13. a Are you satisfied with the service done in showrooms ?

Table 15
Response Yes No Total No. of respondents 45 15 60 Percentage 75 25 100

Chart 15.1

Percentage

25

Yes No

75

Chart 15 reveals that customers satisfaction on service towards their motorcycle.

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STATISTICAL TOOL
Chi Square Analysis Chi-Square test are conducted to test wheather two or more attributes are associated or not. It describes the magnitude of the discriptancy between theory and observation. Chi-square can only be used if the experimental data or sample observation are independent of each other. The data collected must be drawn at random from the universe or population they use the folloeing formula for calculating the value of chi-aquare. X^2= (O - E)^2 E Where O = observed frequency E = expected or theoretical frequency The degree of freedom is calculated from the frequency table called contingency table by using the formula d. f = (C-1)*(R-1) Where, c = no. of cell frequencies in columns; r = no. of frequencies in rows.

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Chi Square data is done for owing motorcycle and owing Bajaj motorcycle. 1.Null Hypothesis(H0) : There is no significant relationship between owingmotor cycle and owing Bajaj motorcycle. Alternative Hypothesis (H1) : There is a significant relationship between owing motorcycle and owing Bajaj motorcycle. Sample Size is 120 Factors Yes No Total Chi Square Table : O 53 7 40 20 E 46.5 13.5 46.5 13.5 O-E 6.5 -6.5 -6.5 6.5 (O-E)2 42.25 42.25 42.25 42.25 (O-E)/E 0.9 3.1 0.9 3.1 Sum is 8.0 Therefore the sum of tables is 8.0 Degree Of Freedom = (r-1)*(c-1) =(2-1)*(2-1) = 1 Significance Level at 5% Calculated Value = 8.0 and Tabulated Value = 3.84 Therefore Tabulated value is lesser than Calculated Value Hence therefore Null Hypothesis (H1) is accepted and (H0) is rejected. Owing MotorCycle 53 7 60 Owing Bajaj MotorCycle 40 20 60 Total 93 27 120

Chi Square data is done for aware of free service and satisfaction towards free service

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2.Null Hypothesis(H0) : There is no significant relationship between aware of free service and satisfaction towards free service Alternative Hypothesis (H1) : There is a significant relationship between aware of free service and satisfaction towards free service Sample Size is 120 Factors Aware of Free Service 55 5 60 Satisfaction Towards Free Service 45 15 60 Total

Yes No Total Chi Square Table : O 55 5 45 15 E 50 10 50 10

100 20 120

O-E 5 -5 -5 5

(O-E)2 25 25 25 25

(O-E)/E 0.5 2.5 0.5 2.5 Sum is 6

Therefore the sum of tables is 6.0 Degree Of Freedom = (r-1)*(c-1) =(2-1)*(2-1) = 1 Significance Level at 5% Calculated Value = 6.0 and Tabulated Value = 12.59 Therefore Tabulated value is greater than Calculated Value Hence therefore Null Hypothesis (H0) is accepted and (H1) is rejected.

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FINDINGS

FINDINGS:
The study was conducted and the findings are given in the following text:

1. Market presence:
Automobile companies like HeroHonda, TVS, Honda are already present in the market. But Bajaj was present with more than 60 % of high displacement segment like Pulsar.

2. Market share:
Market share of Bajaj is alright but it is no.2 in leadership. Its market share is 34%.

3. Customer perception of quality and style:


Customer satisfaction of quality and style was high on pulsar. The research proved that customers see Bajaj as the company manufacturing stylish and quality motorcycles.

4. Most effective factor for influencing the customers:


26.67% of respondents commented that advertisement was the main source of information which influenced them to buy a particular brand of Bajaj i.e. Pulsar. Even Bajaj has not signed for any celebrity endorsement advertisement influences people. But still Bajaj should sign a celebrity as its brand ambassador.

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SUGGESTIONS & RECOMMENDATIONS


1. Increase in advertising in mass media to promote its sales. 2. Manufacture fuel efficient motorcycles. 3. Manufacture motorcycles which can withstand for long time on Indian roads. 4. It should appoint a brand ambassador and also sponsor entertainment and sports events so that the name of the company remains in the minds of the people. 5.Company should implement new marketing strategies to compete with cheaper cars like NANO recently launched by TATA as it is one of the threat to automobile industry.

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CONCLUSION

Indian 2-wheeler industry is the second largest in Asia after China. And Bajaj is one among them. Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited. Jamnalal Bajaj is founder of the group.. His son, Kamalnayan Bajaj, then 27, took over the reins of business in 1942. The present Chairman and Managing Director of the group, Rahul Bajaj, took charge of the business in 1965. The Groups' principal activity is to manufacture two and three wheeler vehicles. Other activities of the group include insurance and investment business. The group comprises of 27 companies. Distribution network covers 50 countries. It has a network of 498 dealers and over 1,500 service dealers and 162 exclusive three-wheeler dealers spread across the country. Bajaj Auto, is ranked as the worlds fourth largest two- and three- wheeler manufacturer and the Bajaj brand is well-known in over a dozen countries in Europe, Latin America, the US and Asia. Apart from business it has contributed a lot for the society by as its customer social responsibility. It has contributed to agriculture, women empowerment, health services, animal husbandry etc. Although Hero Honda is the market leader in the automobile sector, Bajaj has always produced quality motorcycle with style and maintained its standard by being on No.2.

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BIBLIOGRAPHY

Books: 1.Philip Kotler Marketing Management Magazines: 1. Auto India - Car & Bike Magazine 2. Overdrive - Car & Bike Magazine 3. Business Today Websites: www.bajajauto.com www.mypulsar.com www.managementparadise.com www.wikipedia.com www.google.com

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ANNEXURE
Customer satisfaction, a business term, is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part of the four perspectives of a Balanced Scorecard. Measuring Customer Satisfaction You want people to be satisfied with your website right? Measuring customer satisfaction is subjective it tells you what they say they like and dont like about your site, not necessarily what they do on your site. But it will tell you whether they happy or not, when they used your site, how likely they are to return, whether theyll recommend your site to others, and much more. Organizations are increasingly interested in retaining existing customers while targeting non-customers measuring customer satisfaction provides an indication of how successful the organization is at providing products and/or services to the marketplace. Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organization's products. Because satisfaction is basically a psychological state, care should be taken in the effort of quantitative measurement, although a large quantity of research in this area has recently been developed. Work done by Berry (Bart Allen) and Brodeur between 1990 and 1998 defined ten 'Quality Values' which influence satisfaction behavior, further expanded by Berry in 2002 and known as the ten domains of satisfaction. These ten domains of satisfaction include: Quality, Value, Timeliness, Efficiency, Ease of Access, Environment, Inter-departmental Teamwork, Front line Service Behaviors, Commitment to the Customer and Innovation. These factors are emphasized for continuous improvement and organizational change measurement and are most often utilized to develop the architecture for satisfaction measurement as an integrated model. Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988

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provides the basis for the measurement of customer satisfaction with a service by using the gap between the customer's expectation of performance and their perceived experience of performance. This provides the measurer with a satisfaction "gap" which is objective and quantitative in nature. Work done by Cronin and Taylor propose the "confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman, Zeithaml and Berry as two different measures (perception and expectation of performance) into a single measurement of performance according to expectation. According to Garbrand, customer satisfaction equals perception of performance divided by expectation of performance. The usual measures of customer satisfaction involve a survey with a set of statements using a Likert Technique or scale. The customer is asked to evaluate each statement and in term of their perception and expectation of performance of the organization being measured.

Ways to Measure Customer Satisfaction Many agencies use online customer satisfaction surveys, focus groups, and email feedback forms to gauge customer satisfaction and expectations. Some agencies have developed their own surveys, sometimes using a contractor to compile and analyze the data. Others purchase commercial satisfaction surveys that use a standard methodology across multiple websites. If youre looking to purchase your own online survey tool, you can start by doing a web search for online surveys or customer satisfaction online surveys. Measuring Customer Satisfaction You want people to be satisfied with your website right? Measuring customer satisfaction is subjective it tells you what they say they like and dont like about your site, not necessarily what they do on your site. But it will tell you whether they happy or not, when they used your site, how likely they are to return, whether theyll recommend your site to others, and much more. Ways to Measure Customer Satisfaction Many agencies use online customer satisfaction surveys, focus groups, and email feedback forms to gauge customer satisfaction and expectations. Some agencies have developed their own surveys, sometimes using a contractor to

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compile and analyze the data. Others purchase commercial satisfaction surveys that use a standard methodology across multiple websites. If youre looking to purchase your own online survey tool, you can start by doing a web search for online surveys or customer satisfaction online surveys. Requirements for Customer Surveys If you put a survey on your site, you need to comply with the Paperwork Reduction Act, which requires federal agencies to have OMB approval before collecting information from the public. This includes forms, general questionnaires, surveys, instructions, and other types of collections. If you have a survey, you must display the current OMB control number. Examples Department of Educations customer survey -- in-house survey, which allows visitors to view analysis of the over 6,000 responses received todate EPAs customer survey -- in-house survey used to learn about site visitors, what theyre looking for, and how satisfied they are Forest Service online survey -- uses the American Customer Satisfaction Index (ACSI) survey. They provide a notice on their site telling visitors about the survey and how the data will be collected and used. Resources: Customer Satisfaction Customerservice.gov -- managed by the Federal Consulting Group at the Department of Treasury. Explains how federal agencies can use the American Customer Satisfaction Index (ACSI) online survey. American Customer Satisfaction Index (ACSI) -- customer satisfaction survey tool used by many federal agencies and organizations in the private sector. One advantage of using the ACSI is that you can compare your results to other government agencies and top commercial websites.

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Requirements for Customer Surveys If you put a survey on your site, you need to comply with the Paperwork Reduction Act, which requires federal agencies to have OMB approval before collecting information from the public. This includes forms, general questionnaires, surveys, instructions, and other types of collections. If you have a survey, you must display the current OMB control number. Methodologies The University of Michigan's American Customer Satisfaction Index (ACSI) is a scientific standard of customer satisfaction. Academic research has shown that the national ACSI score is a strong predictor of Gross Domestic Product (GDP) growth, and an even stronger predictor of Personal Consumption Expenditure (PCE) growth. On the microeconomic level, research has shown that ACSI data predicts stock market performance, both for market indices and for individually traded companies. Increasing ACSI scores has been shown to predict loyalty, word-of-mouth recommendations, and purchase behavior. The ACSI measures customer satisfaction annually for more than 200 companies in 43 industries and 10 economic sectors. In addition to quarterly reports, the ACSI methodology can be applied to private sector companies and government agencies in order to improve loyalty and purchase intent. The Net Promoter score is a management tool that can be used to gauge the loyalty of a firm's customer relationships. It serves as an alternative to traditional customer satisfaction research. Companies obtain their Net Promoter Score by asking customers a single question (usually, "How likely is it that you would recommend us to a friend or colleague?"). Based on their responses, customers can be categorized into one of three groups: Promoters, Passives, and Detractors. In the net promoter framework, Promoters are viewed as valuable assets that drive profitable growth because of their repeat/increased purchases, longevity and referrals, while Detractors are seen as liabilities that destroy profitable growth because of their complaints, reduced purchases/defection and negative word-of-mouth. Companies calculate their Net Promoter Score by subtracting their % Detractors from their % Promoters. The Kano model is a theory of product development and customer satisfaction developed in the 1980s by Professor Noriaki Kano that classifies customer preferences into five categories: Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano model offers some insight into the product attributes which are perceived to be important to customers. Kano also produced

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a methodology for mapping consumer responses to questionnaires onto his model. SERVQUAL or RATER is a service-quality framework that has been incorporated into customer-satisfaction surveys (e.g., the revised Norwegian Customer Satisfaction Barometer) to indicate the gap between customer expectations and experience. J.D. Power and Associates provides another measure of customer satisfaction, known for its top-box approach and automotive industry rankings. J.D. Power and Associates' marketing research consists primarily of consumer surveys and is publicly known for the value of its product awards. Other research and consulting firms have customer satisfaction solutions as well. These include A.T. Kearney's Customer Satisfaction Audit process, which incorporates the Stages of Excellence framework and which helps define a companys status against eight critically identified dimensions. One of the newest and most innovative customer satisfaction measurement methodologies is called Gustometria. Gustometria is realtime measurement of customer and employee satisfaction. Customers are invited to answer a short survey by touching the "gustometer" screen with their fingers. The responses are collected immediately by the Gustometria servers which tabulate the results in real time. Management can then log into their private website and use the sophisticated business intelligence reports which are built in to the Gustometria system. Most innovative contact centers make increasing use of multi-media surveys including web, email and telephone surveys. Although extremely challenging, many have introduced automated voice surveys at the end of a call, provided by companies such as VIRTUATel. These use IVR technology, whether hosted or on-premise, to collect the valuable feedback data collection. However, the real power of such surveys is in making use of sophisticated data analysis techniques and comparison indicators such as Advocacy Index to drive powerful Performance Management to increase customer retention and revenue percustomer rates. Improve Your Customer Service

1. Stay in contact with customers on a regular basis. Just as it is bad news to send out too many emails to customers, it is just as bad to not stay in contact with them. Customers don't want to feel abandoned. So don't.

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Here are three things to help you stay in touch: - Offer them your ezine subscription. - Ask customers if they want to be updated by e-mail. - Follow-up after each sale to see if they are satisfied with their purchase. Send an e-mail out a few days after their purchase, another in a week or two, and then another in a month. 2. Create a customer focus group by inviting 10 to 20 loyal customers to meet regularly. Alternatively, send out a monthly survey to this group asking for ideas and input on how to improve your customer service. Give them a reward. Pay them, give them a gift certificate, or send them free product. 3. Have a web site that is easy to navigate. Add a frequently asked question's "FAQ" page and explain anything that might confuse your customers or visitors. Follow-up with an electronic survey with questions on how to increase your site's user-friendliness. 4. Resolve customer complaints quickly and completely. Answer all e-mail and phone calls within a few hours. This will show your customers you really care about them. 5. Don't make your customers or visitors hunt for your contact information. Make it easy for them to contact you. Offer as many contact methods as possible. Hyperlink all your e-mail addresses so they don't have to find or type it. Offer a toll free number. 6. If you have strategic alliances or employees, make sure they are familiar with your customer service policy. Give your employees bonuses or incentives to practice excellent customer service. Tell employees to be flexible with each individual customer, each one has different concerns, needs and wants. 7. Give your customers more than they expect. Send thank you gifts to long time customers. E-mail them greeting cards on holidays or birthdays if you have their address or online cards if you only have their e-mail address and name. Give bonuses to your customers who make a big purchase or multiple purchases. 8. U-welcome, please, and thank you and can never be over used. Be polite no matter what. Admit and apologize for mistakes quickly and make it up to them in BIG ways if you want them to continue being a customer.

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9. Reward in points -- give customers a point for every dollar they spend. Set up a points-earned sheet. E-mail the customer an update monthly. If they send you a referral they get 10 points, if they buy something add 10 more points. 10. If your business is local, invite customers to your office for lunches, parties, barbecues, dances, seminars or other special events. It isn't what you perceive as valuable but what customers see from their eyes. Yet, sometimes, you just can't please some folks. If that occurs, do you best and then let it go. You don't want them for clients anyway.

THE PROBLEM: AVERAGE CUSTOMER SATISFACTION, RETENTION AND LOYALTY Customer service is the cornerstone of a solid, thriving business. It costs six to thirty times more to get a new customer than it does to service and maintain the satisfaction and loyalty of an existing customer. Companies struggle to cut costs without realizing that customer attrition might be the single largest cost they have. Keeping customers happy has the same bottom line effect as cutting costs. Increase your customer retention by 5%, and you could increase your profits 25% to 100%. But you wont get there by providing the same average service as everyone else.

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THE CHALLENGE: KEEPING CUSTOMERS HAPPY AND LOYAL The key to customer satisfaction, loyalty and retention is to consistently deliver a level of customer service that exceeds and even anticipates the customer's expectations for value. Good customer relationship management entails thoughtful customer care and customer experience design. Customer satisfaction and loyalty are directly tied to the quality of your customer relationship management. The customer has to feel good about doing business with you. Companies looking to thrive in the 21st century are investing in customer service training programs, customer relationship management and call center training programs that sharpen their customer focus and build customer satisfaction, loyalty and retention with every experience. THE SOLUTION: THE CUSTOMER CARE COACH In addition to my workshops and keynotes, Im thrilled to offer you The Customer Care Coach, a do-it-yourself e-mail based weekly customer service training and coaching program designed to teach managers and small business owners "The Art & Science of Exquisite Customer Care.sm Now you can bring me into your office "virtually" for a fraction of the cost of my management training fee. This unique customer service training program supports todays busy managers with lessons that require just 30 minutes a week. It is a convenient, low-cost management training program that meets the unique needs of those who are challenged with transforming their customer service and customer relationship management into a competitive advantage. The Customer Care Coach customer service training, customer relationship management and call center training programs are tailored to heighten and focus awareness and sensitivity to your clients' needs and enhancing the customer experience. The Customer Care Coach customer service training program teaches you how to build, inspire and motivate a team that is focused on customer care, customer loyalty and customer retention thereby creating profits.

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QUESTIONNAIRE
1.Do you own a motorcycle? a. Yes b. No 2. Do you own Bajaj Motorcycle? a. Yes b. No 3. Which motorcycle of Bajaj Auto do you own? a. Pulsar b. Discover c. XCD d. Platina e. Other __________(Please Specify) 4. Which series of Pulsar motorcycle do you own? a.150cc b.180cc c.200cc d.220cc 5. Tick any 5 for selecting Bajaj Pulsar? a. Style b. Brand image c. Mileage d. Pickup e. Price f. Resale value g. Popularity h. Comfort i. Low maintenance j. Safety 6.What was the source of information for the purchase of Bajaj Pulsar motorcycle? a. Family b. Friends c. Media d. Mechanics e. Dealers f. Others __________(Please Specify) 7. What is your level of satisfaction towards Bajaj motorcycle? a.0-25% b.25-50% c.50-75% d.75-100% 8. How do you feel when you ride your Bajaj motorcycle? a. Excited b. Playful c. Happy d. Boring e. Uncomfortable 9. What new /innovation would you like to see in Bajaj Pulsar motorcycle?
_____________________________________________________________

10. Overall, how would you rate Bajaj Auto? a. Excellent b. Good c. Neither good Nor Bad d. Bad e. Very Bad 11.Do you wish to buy a Bajaj Pulsar or any of the Bajaj Autos motorcycle? a. Definitely will buy b. Probably will buy c. Might or Might not Buy d. Probably will not buy e. Definitely will not buy

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12.Few personal information: a. Name & Address_________________________________________________________


___________

b. Which age group do you belong? i.18-25 ii.26-35 iii.36-45 iv.46 and above c. What is your occupation? i. Students ii. Businessmen iii. Professional(Medicos, CAs, iv. Working professional v. Employees vi. Others d. Which income group do you belong? i. Less than 5000 ii.5001-10000 iii.10001-15000 iv. Above 15000

13. Are you aware of giving free service of your motorcycle to the Showroom? a. Yes b. No 14. Are you satisfied of giving your motorcycle for free service from the showroom? a. Yes b. No

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