INTRODUCTION

1. INTRODUCTION

HISTORY OF BIKES Through the years

Bob Stark has been involved with Indian motorcycles throughout his entire life. Bob's father

became an Indian dealer in 1918, after returning from military service during

World War I. Bob still has a photo of his mother riding in a sidecar in 1923. Since Bob was born

in 1934, his parents were involved with Indian cycles long before that.

At the age of 10 Bob started staying around his fathers shop, and developed quite an interest in
the Indian cycles. The mechanic considered him a pest, but allowed him to do minor items, such
as changing oil & polishing cycles.
By 1946 Bob was riding his own Whizzer motorbike, and in 1947 graduated to a Cushman
scooter. By 1950, he had learned quite a bit more about the cycles and got his first Indian, a 741
Scout with skirted fenders. He bought the cycle for $50.00 without his fathers permission and
had it for 4 months before his father knew it was his. By 1951, Bob purchased the '48 Chief,
which he still rides. In addition, his father deemed the $50.00 741 Scout to be unsafe. So he
traded a new Triumph 650cc even up for it. That was the best cycle deal in Bob's life. 1951 also
was high school graduation, and the start of college. Some extra money was obtained during the
next 3 summers by working on cycles. Bobs father had sold the Indian shop in 1952, so the work
was done in the "ex" chicken coop at home. 1955 was the big change, graduation from Case
Institute of Technology, Akron Ohio (Now called Case/Western) with a degree in mechanical
engineering. This was a year of working days at Goodyear Tire & Rubber and nights on Indians.
A short time was spent in the army during 1956 & 1957. The off hours were spent at Herb
Reiber' s Indian shop in Washington D.C. The '48 Chief (purchased in 1951) was kept about 2
miles from Fort Belvoir.
After an army discharge in the fall of 1957 Bob returned to Goodyear Tire during the day and
worked on Indians at home during the evenings. By 1957 he reopened his fathers shop part time,
selling the Royal Enfield built Indians, servicing them, and servicing the older Chiefs & Scouts.
By 1958 Goodyear Tire was no longer in the picture as Bob quit to spend full time at the cycle
shop. In 1959 health reasons mandated a move to Florida, and more building of cycles at home,
while working at Martin Marietta Corporation. 1961 was a move to California, and the nominal
home workshop for night work. Later 60' s meant trips back to Florida as part of the launch crew
on the first 2 moon shots from Cape Canaveral. Gary was born during this time frame and started
riding between Shorty & Bob by age 2. In 1970, Starklite Cycle was formed and Bob was back
to full time work on Indians. Again, Starklite took on the Indian dealership, this time for the
Taiwan/Italian built models. This was different, but the main business was restoring the older
Indians and manufacturing parts for them. By now Gary was riding. He got his first Indian at age
5, and his second one at age 7. He was given a '47 Chief at age 5 and he finished his restoration
of it at age 16.
As the years have progressed, Indian parts have become increasingly scarcer. This has led to the
need to design and build increasing amounts of Indian parts. In 1989, Gary graduated from
California State University of Long Beach with an Engineering degree in Manufacturing
Engineering. The engineering has helped both Bob and Gary in the production of what we
believe to be the best quality of Indian parts available.
The line now stands at over 3000 items. Shortly has done her part by putting up with all of this
for nearly 30 years, as well as handling most of the work in connection with the Indian
Motorcycle Club. Gary has started helping her the last couple or years with much of the mailing
and typesetting, as he has become very proficient on the computer.

In the fall of 1988, Starklite moved from Fullerton to Perris. The shop in Fullerton was left in the
hands of Wilson Plank, who was employed there for 14 years. He is currently operating it under
the name of American Indian Specialists and is running it very successfully working on Indians.
As you can see from this brief background, The Stark Family has been involved in Indians from
1918 to the present with virtually no interruptions. Starklite is a family owned business involving
Bob, Shorty, and Gary, as well as others. Gary is the third generation to be involved.
The most gratifying part of the business has been the amount of nice people we have met. We
consider them friends, not just a customer.
 BACKGROUND

When we think of Indian Two-wheelers market, we think of stodgy Vespa based models of
scooters and Japanese models of motorcycles, but now the situation is completely changed as the
industry is sizzling hot with continuous poaching of scooters by motorcycles as well as regular
launches of new models by all players. Earlier the shelf life of models was in tune of 10-15 years
but now it has come down drastically due to intense competition. HERO is trying to save its
dominance in motorcycles market from rigorous attacks of Bajaj Auto and TVS while Bajaj Auto
is changing its portfolio by heavy inclusion of motorcycles in it. In this battle LML Group,
Kinetic Group, Yamaha Motors, Honda Motors and Royal Enfield are also trying to have a say.
 2. INDUSTRY OVERVIEW

(TWO-WHEELERS AND THREE-WHEELERS)

Two-Wheelers
India is the second largest manufacturer and producer of two-wheelers in the world. It stands
next only to Japan and China in terms of the number of two-wheelers produced and domestic
sales respectively. This distinction was achieved due to variety of reasons like restrictive policy
followed by the Government of India towards the passenger car industry, rising demand for
personal transport, inefficiency in the public transportation system etc.

The Indian two-wheeler industry made a small beginning in the early 50s when Automobile
Products of India (API) started manufacturing scooters in the country. Until 1958, API and
Enfield were the sole producers. In 1948, Bajaj Auto began trading in imported Vespa scooters
and three-wheelers. Finally, in 1960, it set up a shop to manufacture them in technical
collaboration with Piaggio of Italy. Although various government and private enterprises entered
the fray for scooters, the only new player that has lasted till today is LML. Under the regulated
regime, foreign companies were not allowed to operate in India. It was a complete sellers market
with the waiting period for getting a scooter from Bajaj Auto being as high as 12 years.

The motorcycles segment was no different, with only three manufacturers viz Enfield, Ideal Jawa
and Escorts. While Enfield bullet was a four-stroke bike, Jawa and the Rajdoot were two-stroke
bikes. The motorcycle segment was initially dominated by Enfield 350cc bikes and Escorts
175cc bike. The two-wheeler market was opened to foreign competition in the mid-80s.
Moreover, the then market leaders -Escorts and Enfield - were caught unaware by the onslaught
of the 100cc bikes of the four Indo-Japanese joint ventures. With the availability of fuel-efficient
low power bikes, demand swelled, resulting in HERO - then the only producer of four stroke
bikes (100cc category), gaining a top slot. The first Japanese motorcycles were introduced in the
early eighties. TVS Suzuki and HERO brought in the first two-stroke and four-stroke engine
motorcycles respectively. These two players initially started with assembly of CKD kits, and
later on progressed to indigenous manufacturing. In the 90s the major growth for motorcycle
segment was brought in by Japanese motorcycles, which grew at a rate of nearly 25% CAGR in
the last five years. The industry had a smooth ride in the 50s, 60s and 70s when the Government
prohibited new entries and strictly controlled capacity expansion. The industry saw a sudden
growth in the 80s. The industry witnessed a steady growth of 14% leading to a peak volume of
1.9mn vehicles in 1990. The entry of Kinetic Honda in mid-eighties with a variometric scooter
helped in providing ease of use to the scooter owners. This helped in inducing youngsters and
working women, towards buying scooters, who were earlier inclined towards moped purchases.
In the 90s, this trend was reversed with the introduction of scooterettes. In line with this, the
scooter segment has consistently lost its part of the market share in the two-wheeler market.

In 1990, the entire automobile industry saw a drastic fall in demand. This resulted in a decline of
15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles. Barring HERO,
all the major producers suffered from recession in FY93 and FY94. HERO showed a marginal
decline in 1992. The reasons for recession in the sector were the incessant rise in fuel prices, high
input costs and reduced purchasing power due to significant rise in general price level and credit
crunch in consumer financing. Factors like increased production in 1992, due to new entrants
coupled with the recession in the industry resulted in companies either reporting losses or a fall
in profits

Three-Wheelers
India is one of the very few countries manufacturing three-wheelers in the world. It is the world's
largest manufacturer and seller of three-wheelers. Bajaj Auto commands a monopoly in the
domestic market with a market share of above 80%, the rest is shared by Bajaj Tempo, Greaves
Ltd and Scooters India.
 3. MAJOR PLAYERS AND COMPETITION

a. HERO LTD.
The legend of HERO what started out as a Joint Venture between Hero Group, the world's largest
bicycle manufacturers and the Honda Motor Company of Japan, has today become the World's
single largest two-wheeler Company. Coming into existence on January 19, 1984, HERO Motors
Limited gave India nothing less than a revolution on two-wheels, made even more famous by the
'Fill it - Shut it - Forget it ' campaign. Driven by the trust of over 5 million customers, the HERO
product range today commands a market share of 48% making it a veritable giant in the industry.
Add to that technological excellence, an expansive dealer network, and reliable after sales
service, and you have one of the most customer- friendly companies.

.
 b. BAJAJ AUTO LIMITED

The Bajaj Group came into existence during the turmoil and the heady euphoria of India's
freedom struggle. Jamnalal Bajaj, founder of the Bajaj Group, was a confidante and disciple of
Mahatma Gandhi, and was deeply involved in the effort for freedom. The integrity, dedication,
resourcefulness and determination to succeed which are characteristic of the Company today, are
often traced back to its birth during those long days of relentless devotion to a common cause.

Kamalnayan, the eldest son of Jamnalal Bajaj, succeeded his father in 1942, at the age of twenty-
seven. Putting the Nation before business, he devoted himself to the latter only after India
achieved independence in 1947. But when he did so, he put his heart and soul into it. Within a
short while, he not only consolidated the Group, but also diversified into various manufacturing
activities, elevating the Group to the status it enjoys till this day.

Rahul Bajaj today heads the Group. He has been the Chief Executive Officer of Bajaj since 1968
and is recognized as one of the most outstanding business leaders in India. As dynamic and
ambitious as his illustrious predecessors, he has been recognised for his achievements at various
national and international forums.

Bajaj is currently India's largest two and three-wheeler manufacturer and one of the biggest in
the world. Bajaj has long left behind its annual turnover of Rs.72 million (1968), to currently
register an impressive figure of Rs.42.16 billion (US$ 936 million).

Group/ Management
Mr. Jamanalal Bajaj founded the Bajaj Group in the 30s. The group now has 24 companies,
including 6 listed companies. Besides BAL, the major companies in the group are Mukand Ltd.
(Alloy/ Special Steel, term key projects), Bajaj Electricals Ltd.(Electrical equipments, fans, and
appliances) and Bajaj Hindustan Ltd.(Sugar, industrial alcohol)

BELIEFS
 Transparency: A commitment that the business is managed along transparent lines.
Fairness: To all stakeholders in the Company, but especially to minority shareholders.
Disclosure: Of all relevant financial and non-financial information in an easily understood
manner.
Supervision: Of the Companys activities by a professionally competent and independent
board of directors.

PRESENCE

Distribution network covers 50 countries.

About 150,000 units likely to be exported this year.

Dominant presence in Sri Lanka, Mexico, Bangladesh, Columbia, Guatemala, Peru, Egypt,
Iran and Indonesia.

Largest exporter of three-wheelers; over 40.875 units exported last year.

All products customized as per market needs .

83% growth in total exports in 2002-03.

 Bajaj Discover Electric start

Engine 4 Stroke, Single Cylinder, Air Cooled

Cubic Capacity 124.52cc
Max. Power 11.51 BHP @ 8000rpm
Gear Box 4 Speed
Ignition CDI
Front Brakes 130mm Drum
Rear Brakes 130mm Drum
Front Tyre 2.75 X 17
Rear Tyre 3.00 X 17
Wheelbase 1305mm
Ground Clearance 0mm
Dry Weight 129 Kg
Tank Capacity 10 Litres
Colours Black, Red, Blue

Bajaj Blade
Product Name: Bajaj Blade 125
Category: Scooters
Price: Rs 43500
Two Wheeler
Scooter
Headlight SIze
Displacement 125cc
Transmission Automatic
Chassy Type
Max Power 11.5 Bhp
Max Torque
Engine Type 4 valve DTS-i
Front Suspension Telescopic hydraulic absorbers
Rear Suspension Pivoted fork with Absorbers
Cooling Type Air cooling
Front Brakes Disc
Rear Breakes Drum
Mileage 45 kmpl
Fuel Capacity 6 litres
Mobile Charger Yes
Wheelbase 1370 mm
Wheel type Alloy
Tubeless Tyres Yes
Ignition Kick and self start
Battery 12 V - 3 Ah , MF Battery
Headlamp 12 v 35w/35w - Halogen
Weight 163 kg
Length 1835 mm
Width 710 mm
Height 1090 mm
Ground Clearance 140 mm
Seat length
Top speed 80 kmph
Warranty
Blue
Colors

c. LML AUTO LTD.

The company was incorporated in 1972 as a private limited company called Lohia Machine Ltd.
and starting manufacturing machine in technical collaboration with ARCT FRANCE in terms of
companies Act 1956. The company was converted into public limited company. The activities
were diversified by putting up synthetic yarn processing unit in 1978. Nylon 6 chips
manufacturing of LML scooter. The activity of engineering unit was phased out and fiber unit
was de-linked. As such as the company now manufacturing scooters and motorbike under the
brand name of LML.

During the last 14 years the company has produced and sold over 19 Lacks scooters that is a
remarkable achievement inspire of formidable competition formats competitors when LML
entered the scooter industry in 1982. It was essentially operating in a seller market which had
huge unmeet demand it was able to gain substantial and market shore approached operand from
14000 a month in 1990 to 5000 a month in 1992. Overall sales in1991 were half that of 1990. It
introduced a new vehicle LML is in early 1992 which was priced higher than LML TS in
September 1992 both the vehicles were restyled and re-launched as the NV special and TS
special there was no immediate impacts on sales. Total sales in 1992 were lower than even 1991.

However there was considerable reshaping within the existing demand with the higher price TS
rapidly wresting a 35 percent shares of LML 20 sales. By end 1992 the company had managed
to fix its mingling quality problems which has been preventing it from attaining a premium
states in the eye of the consumer it started spending on advertisement also for provide- ding
product related information to potential customers.
Innovative marketing such as exchanging any old scooter for new LML one and paying the
difference is easy installment he helped in booming up the market share of LML considerable
LML enthused its dealer with mere generous morging which ranges from Rs-725 to Rs-1100.

By 1993, it introduced a new model LML select that proved an instant success by mid 1993 as
much a 60 percent of LML sales to percent by 1993 had increased to 15000 per month. It stayed
at the sales reputed to 20000 a per month by the year-end.

The severe demand recession during October 1990 top September 1992 upset the working of
company resulting into heavy loses. As a result of house Research and Development. Activities
the company could introduce a new range of scooter with lot of added features like a better fuel,
efficient engine and attractive metallic colors etc with earning of recession the sales of company
picked up a level of about 5000 scooter to 2000 scooter per month. During the year end 30-9-97
LML has achieved a remarkable turn over by earning a net profit Rs-2640 lacks as compared to
net loss of 607 during the year proved further and the company has earned a net profit of Rs-467
crores during the period ended on 30-9-97 before exceptional item has also gone up from Rs-
346.39 crores during 1993-94 to Rs-748.72 crores during 1996-97.
From a mere 7 percent, market share in 1991-1992 LML has today made significant result and
commands an impressive market share of about 26 percent.
LML achieved 14.63% increase in volumes against the backdrop of a slow down in the two-
wheeler industry and a negative growth in the scooter segment.

LML Freedom Prima 125 Disc Brake Motorcycle

Engine 4 Stroke, Single Cylinder, Air Cooled

Cubic Capacity 124.88cc
Max. Power 10.7 BHP @ 8000rpm
Gear Box 5 Speed
Ignition CDI
Front Brakes Disc
Rear Brakes 130mm Drum
Front Tyre 2.75 X 18
Rear Tyre 3.00 X 18
 Wheelbase 1235mm
Ground Clearance 165mm
Dry Weight 111 Kg
Tank Capacity 12.25 Litres
Colours Black, Silver

d. TVS Motor Company

TVS Suzuki became the first Indian company to introduce 100 cc Indo-Japanese motorcycles in
collaboration with Suzuki Motor Company. Having amicably parted ways TVS Motor Company
continues to manufacture highly reliable mopeds, motorcycles & scooters. TVS have one of the
most comprehensive line-ups of motorcycles. The 2 Stroke Max 100 range provide the entry
level. The new TVS Centra and the latest TVS Victor GLX 125 both use the new VT-i (Variable
Timing Ignition) to good effect.

The Indian two- wheeler market has a size of over Rs100,000 million with the sales of more than
3.7 million units in 2000-01 and has been growing at 7% CAGR over 1997-2001. TVS Suzuki
Ltd (TSL) is one of the three companies that account for more than 80% of the industry. The
company has 23% market share in domestic two-wheeler industry. TSL is present in all the three
leading segments of the 2-wheeler market viz; mopeds, motorcycles and scooters. The company
is Indias largest manufacturer of mopeds with a market share of 66%, and dominates the
southern parts of India. It is also a market leader in the fast growing vario-scooter (Scooty)
market with a market share of 34%. In FY01, motorcycle sales contributed to 53% followed by
sales in mopeds to 24% of total sales of Rs 18,408.2mn. TSLs first 4-stroke premium segment
motorcycle Suzuki Fiero has achieved about 3% market share within the first year of its launch.
Most recently the 19-yr old JV with Suzuki Motor Corporation (SMC) has fallen off and TVS
has been renamed as TVS Motor Company Ltd.

The Indian two-wheeler sector contributes the largest volumes amongst all the segments in
automobile industry. Though the segment can be broadly categorized into 3 sub-segments viz;
scooters, motorcycles and mopeds; some categories introduced in the market are a combination
of two or more segments e.g. scooterettes and step-thrus. The market primarily comprises five
players in the two-wheeler segment with most of the companies having foreign collaborations
with well-known Japanese firms earlier. But with most of the companies now planning 100%
subsidiaries in India, a few JVs have fallen out.

In the last four to five years, the two-wheeler market has witnessed a marked shift towards
motorcycles at the expense of scooters. In the rural areas, consumers have come to prefer sturdier
bikes to withstand the bad road conditions. In the process the share of motorcycle segment has
grown from 48% to 58% , the share of scooters declined drastically from 33% to 25% , while
that of mopeds declined by 2% from 19% to 17% during the year 2000-01. The Euro emission
norms effective from April 2000 led to the existing players in the two- stroke segment to install
catalytic converters. 4-stroke motorcycles are now replacing all new vehicles. Reduced excise
duty and fierce competition has led to a fall in prices of certain models.

TSL has been the largest manufacturer of mopeds, which are predominantly prevalent as a means
of low cost transportation and provide a tremendous potential in all the parts of India. However
the company is likely to face threat from domestic competitors viz; Bajaj Auto Ltd (BAL) which
would continue its price-based competition and Honda Motorcycles and Scooters Ltd (HMSL) a
new entrant in the 2-wheeler market. Since the two-wheeler industry has grown vigorously in the
past, there has been excess capacity and cost pressures will lead to reduce margins. The removal
of quantitative restrictions has also led to a threat from the Chinese players. In addition to this
there has been a decline in the demand for mopeds, which is matter of concern for the company.
Consequently, the company has been planning to launch a range of 4-stroke vehicles covering all
segments over a period of time. Of late, TVS has been able to produce 100cc 4-stroke
motorcycles indigenously and none of the companys fast selling 2-wheelers have a major
Suzuki contribution.

Current Scenario

TVS - Suzuki s motorcycle volume growth at around 1.3% is way behind that of its competitors
such as HERO (37.28 %) and Bajaj Auto (34.5 %). The company for the first half of FY02
posted a drop in turnover by 8% to Rs8332.8mn. Operating profit margin has declined to 7.39%
from 9.53% and has been affected on account of disproportionate increase in raw material cost in
relation to the turnover. Increase in staff costs to Rs364.2mn from Rs312.3mn accompanied by
marginal increase in depreciation and interest costs has affected the companys bottom line. The
posttax earnings declined by about 53% to Rs191.6mn. However the earnings during second
quarter are relatively better than the first quarter of current fiscal 01-02. The pick up in sales
volumes of Victor and the steady off take of Fiero have helped the company stage some sort
of recovery during the second quarter.

TVS-Phoenix 125

pecificationsSee full specifications

Displacement 124.53 cc

Maximum Power 10.8 Bhp @ 8000 rpm

Maximum Torque 10.8 Nm @ 5500 rpm

No. of Cylinders 1

No. of Gears 4

Seat Height 780 mm

Ground Clearance 165 mm

Kerb/Wet Weight 114 kg

Fuel Tank Capacity 12 litres

HONDA
Honda is the worlds largest manufacturer of two Wheelers , Recognized the world over as the
symbol of Honda two wheelers , the Wings arrived in India as Honda Motorcycle and Scooter
India Pvt. Ltd. (HMSI ), a 100% subsidiary of Honda Motor Company Ltd., Japan ,in 1999.
Since its establishment in 1999 at Manesar, District Gurgaon, Haryana, Honda has lived up to its
reputation of offering the highest quality at the most reasonable price. Despite being one of the
youngest players in the Indian two-wheelers market, Honda has become the largest two wheeler
manufacturer as well as the second largest two-wheelers company in India.

Honda is also the fastest growing company in country today. With a host of facilities under its
wings, the first factory of HMSI is spread over 52 acres including a covered area of about
100,000 sq. meters in Manesar, District Gurgaon, Haryana with an annual capacity of 1.65
million units. To meet the ever increasing demands of the products, Honda has started operations
of its second plant in Tapukara, District Alwar, Rajasthan. Expanding to full operations , Honda
production capacity has jumped 30% year on year to 2.8 million per annum in FY 12- 13.

Hondas third plant at Narsapura Industrial Area near Bengaluru, Karnataka is equipped to
manufacture 1.2 million units. Utilizing production technologies refined at Manesar & Tapukara
plants as starting point, the 3rd plant is employed with state-of-the-art manufacturing, automation
and environment friendly technologies to deliver quality products.

On February 17 2016, Honda enograted the Worlds largest only scooter plant" at Vithalapur
Gujarat with annual capacity of 1.2 million units. The new plant will employ approximately 3000
people within first 2 years of commercial production.
HONDA SHINE

Engine
Engine Type
Air Cooled, 4 Stroke, SI Engine
Engine Displacement (CC)
124.7 cc
Power (PS@rpm)
10.57 bhp @ 7500 rpm
Torque (Nm@rpm)
10.30 Nm @ 5500 rpm
Bore
52.4 mm
Stroke
57.8 mm
No Of Cylinders
Y
Drive Type
Chain Drive
Valves (per cylinder)
2
 HONDA ACTIVA 125CC

Activa 125 key highlights

Price 61,134 (Ex-showroom Mumbai)

Top speed 85 kmph

Mileage 54 kmpl

Colors
 YAMAHA MOTOR INDIA PVT. LTD.

Yamaha Motor India Private (YMIPL) Ltd. is the fully owned subsidiary of Yamaha Motor Co of
Japan. YMIPL was initially known as Yamaha Motor Escorts Ltd. But the parent company,
Yamaha Motor Company, purchased Escorts Ltd's remaining 26 per cent holding in their
motorcycle joint venture Yamaha Motor Escorts Ltd in June 2001. It was therefore renamed as
Yamaha Motor India Private Ltd.

YMI follows Yamaha Motor's corporate mission of creating 'Kando' - a unique Japanese word
that means 'touching people's hearts.' 'Kando' also describes the 'spirit of challenge" to create
new value surpassing customer expectations. YMIPL is committed to making products that
benefit from the skills and technology used by Yamaha worldwide.
Now, the company being 100% subsidiary holder is known as the Yamaha Motor India (Pvt.)
Limited. The logo of YMC has been adopted by YMIPL.

Plans after Merger

To fulfill customer satisfaction, and meet the needs of the Indian market, YMI plans to produce
one or more models in the first year, four models in three years. To achieve these goals, YMIPL
will pursue three major objectives within the company. The first is customer satisfaction. The
second is strengthening R&D. YMIPL's mission is to constantly produce what customers are
looking for, by analysing market trends and changes. The third objective is to optimize the
internal working system.
YMIPL's motto is 'Speed, Quality, Yamaha's original design'. Yamaha is aiming to make a
significant contribution to Indian society and create products that the people of India will take to
their hearts.
Ever since its founding as a motorcycle manufacturer on 1 st July, 1955, Yamaha Motor Company
has worked to build its products which stand among the very best in the world through its
constant pursuit of quality; and at the same time, through these products, it has sought to
contribute to the quality of life of people all over the world. Following on the success of our
Motorcycles, Yamaha being manufacturing Powerboats and out boards motors in 1960. Since
then, engine and FRP technology were used as a base to actively diversify and globalize the area
of business. Today our fields of influence extend from the land to the sea and even into the skies
as our business divisions have grown Motorcycles operations to include Marine operations,
Power Product operations, Automotive operations, Intelligent Machinery operations, Aeronautic
operations and PAS operations.

Yamaha Enticer Electric Start Disc Brake

Engine 4 Stroke, Single Cylinder, Air Cooled

Cubic Capacity 123.7cc
Max. Power 10.99 BHP @ 8000rpm
Gear Box 4 Speed
Ignition CDI
Front Brakes Disc
Rear Brakes 130mm Drum
Front Tyre 2.75 X 18
Rear Tyre 120/80 X 16
Wheelbase 1375mm
Ground Clearance 140mm
Dry Weight 116 Kg
Tank Capacity 13 Litres
Colours Lavender, Gold, Red

Yamaha Zumba 125CC

MSRP*

$3,399 - Heat Red - Available from November, 2016

$3,399 - Liquid Silver - Available from November, 2016

Engine
Engine Type
125cc forced air-cooled, 4-stroke SOHC single; 4 valves
Bore x Stroke
52.4mm x 57.9mm
Compression Ratio
10.0:1
Fuel Delivery
Fuel injection
Ignition
Digital TCI: Transistor Controlled Ignition
Transmission
V-Belt automatic
Chassis
MARKETING STRATEGIES
4.
 5. MARKETING STRATEGIES OF HERO

a. PRODUCT RELATED STRATEGIES OF HERO

Product Range and New Models:

The Company's product range includes "Splendor" which is the largest selling motorcycle brand
in the world with over 6.9 lacs vehicles sold in 2000-01. A cumulative over 4 million customers
are the real foundation of the company's strength. The total shall soon cross the 5 million mark.
Its volumes have been growing at a strong pace of 40% p.a. over the last five years.

The Company launched a new 100 cc model "Passion" in January 2001. The motorcycle is
focused on style and contemporary design, compared to the Company's earlier motorcycles that
were focused on utility and/or style. "Passion" has received an excellent response from the
market and has established itself well, with sales reaching a level of 19000 units in March 2001,
within just three months of its launch.

In April 2001, another 100 cc model "Joy" was launched successfully. Its focus is on better
styling and improved riding comfort.

HERO launches cheapest bike to stall Bajaj Auto19.03 IST 16th Apr 2003 By India Express
Bureau

In an attempt to beat competition from its rival Bajaj Auto, HERO Motors launched its cheapest
100cc motorbike yet on Wednesday. The motorbike maker, in which India's Munjal family and
Japan's Honda Motor Co each hold 26 per cent stakes, said the new model, CD-Dawn, would
carry a showroom price of Rs 31,899 in Delhi. The company expects to sell 7,000-8,000 units of
the bike in April and hopes sales will touch 20, 000 a month in six months. HERO, which
accounts for 45 per cent share of the domestic market, has faced slowing demand and cutthroat
competition after two consecutive years of 30 per cent-plus growth in the world's biggest
motorcycle market. But the firm has forecast at least 10 per cent growth in sales volume in the
current financial year to March 2004. Its sales in the past year to March grew 17.7 per cent to
1.68 million bikes.
Engine 4-Stroke OHC, Single Cylinder, Air Cooled
Bore X Stroke 52.4 X 57.8 mm
Displacement 124.7 cc
Compression Ratio 9.1: 1
Max Power 6.72 Kw (9 BHP) @ 7000 rpm
Torque 10.35 Nm @ 4000 rpm
Max Speed 90 Kmph
Clutch 4 - Speed Constant Mesh
Final Drive Roller Chain
Ignition Digital - CDI Ignition (AMI)
Advanced Micro Processor Ignition system
Starting Kick Start
Self Start (Optional)
Frame Tubular Double Cradle
Suspension Front : Telescopic Hydraulic Fork
Rear : Swing Arm with Hydraulic Shock Absorbers
Dimensions (LXWXH) 1995 X 735 X 1095 mm
Wheel Base 1265 mm
Ground Clearance 150 mm
Kerb Weight 117 Kg (Kick Version)
121 Kg (Self Version)
Tyres Front : 2.75 X 18 - 4 PR / 42P
Rear : 2.75 X 18 - 6 PR / 48P
Brakes Front Drum Type : Internal Expanding Type - 130 mm Dia
Front Disc Type : Hydraulic Disc Type - 215 mm Dia
(Optional
Rear: Internal Expanding Type - 130 mm Dia
Fuel Tank Capacity 12 Ltrs. (Min)
Head Light 12V - 35W Multi Reflector Halogen Bulb - AC Type
Hero Glamour 125CC

Type Air cooled, 4 - stroke single cylinder OHC

Displacement 124.7 cc

Max. Power 6.72 KW (9.1 Ps) @ 7000 RPM

Max. Torque 10.35 N-m @ 4000 RPM

Max. Speed 90 Kmph

Bore x Stroke 52.4 x 57.8 mm

Carburettor Side Draft Variable Venturi ( Piston)

Compression Ratio 9.1 : 1

Starting Kick / Self Start

Ignition AMI - Advanced Microprocessor Ignition System

Oil Grade SAE 10W30 SJ, JASO MA Grade

Air Filtration Dry, Paper Pleated Type

Fuel System Carburetor

Fuel Metering Carburetion

 b. PLACE STRATEGY OF HERO

Today HERO has managed to achieve indigenization of over 95 percent, a Honda record
worldwide. HERO is at present the largest-selling Indian motorcycle and the most fuel-efficient
in its category - the outcome of Hero Group's foresight and another classic example of how the
Group strives to provide the customer with excellence and satisfaction.

HERO became the first company in the country to introduce four-stroke motorcycles and set the
standards for fuel efficiency, pollution control and quality. It has a production capacity of 1.2
million motorcycles, which shall be enhanced to 1.5 million motorcycles in the coming years. It
has an excellent distribution and service network spread throughout the country. HERO is the
market leader in motorcycles, with sales of over a million motorcycles and a strong market share
of 47% during 2000-01.

This is proved by the company's sales over the years:

YEAR SALES
2008-09 43,000 units
2009-10 96,200 units
2010-11 5,30,600 units
2011-12 7,61,210 units
2012-13 10,29,555 units
2013-04 14,25,195 units
2014-15 16,77,537 units
2015-2016 18,23,234 units

As economies open up, are Asian enterprises ready for the global battle for export markets and
investment?

HERO sales decline 1.2 pc

Our Bureau

NEW DELHI, May 1

HERO, the country's largest motorcycle manufacturer, saw its sales decline by 1.2 per cent to
1,34,318 units in April 2003 from 1,35,961 units in the same month last year.
According to industry sources, sales of the company could have been affected by sluggish rural
demand combined with the 10-day trucker's strike affecting production as well as distribution of
products in April.

The company saw a growth of 16.06 per cent in sales volume during April compared to March.

Meanwhile, HERO is planning to launch new 200 plus cc motorcycle during May, a company
release said.

The company today announced that it has achieved a milestone with its Daruhera plant, in
Haryana, becoming the first Indian two-wheeler plant to produce 5 million units. The 5 millionth
motorcycle was a Splendor. The first motorcycle, CD100, had rolled off the assembly line in
April 1985.

Customer satisfaction, a high quality product, the strength of Honda technology and the Hero
group's dynamism have helped HHML scale new frontiers and exceed limits.

In the words of Mr. Brijmohan Lall Munjal, the Chairman and Managing Director, "We will
continue to make every effort required for the development of the motorcycle industry, through
new product development, technological innovation, investment in equipment and facilities and
through and through efficient management."

c. PRICING STRATEGY OF HERO

A rich background of manufacturing high value, reasonably priced products; an uncompromising
pursuit of the goals to attain quality along with customer satisfaction; the resulting affinity in
working cultures - brought the world's largest manufacturer of motorcycles in collaboration with
the world's largest bicycle manufacturer, bringing forth a market leader. Honda Motor Company
of Japan and the Hero Group entered a joint venture to setup HERO Motors Limited in 1984.

The Karizima features a 223cc, 17PS power pack that accelerates you from 0-60 in 3.8 seconds.
Distinctive styling and Mag alloy wheels make this bike stand out before it races away from the
pack.
Digital ignition and a constant vacuum carburetor facilitate better control of ignition timing
Thats why Priced at Rs. 76,206/- on road Mumbai the Karizma is available in seven attractive
shades.

If we take the example of Karizma (A bike of HERO).

d. PROMOTION STRATEGY OF HERO

A thorough understanding of the fast-changing consumer behavior, new market segments and
product opportunities along with sensitivity to changing customer needs, form the core of Hero's
marketing strategy and philosophy.

At Hero, we essentially have a completely customer-driven approach. A nation-wide dealer

network comprising of over 3,500 bicycle dealers, 350 dealers for mopeds and 225 franchise
holders for motorcycles, ensures convenient access to the Group's products across the country.

With a deep sense of belonging to the Hero fraternity, the Group's dealer network has catalyzed
growth and acted as a strong bridge between the customers and the Group.

Conventionally, very few Indian bicycle manufacturers were interested in exports. However, the
Hero Group's foray into the overseas markets pioneered Indian exports in the bicycle segment as
early as 1963. It was a move prompted primarily by the need to be attuned to the global
marketplace.

While initial exports were restricted to Africa and the Middle East, today more than 50 percent of
the Group's bicycle exports meet the demands of sophisticated markets in Europe and America.
This is primarily because of appropriate product development and excellent quality that Hero
offers.

The Group has undertaken a steady up gradation of technologies and there has been
diversifications and setting up of newer establishments to meet stringent international standards.

At the core of it all is a customer-centric scheme of policies and production ... and the bottom
line is to "Add Value while Engineering Satisfaction.

Advertisement strategy

HERO has snagged the brat pack Virender Sehwag, Mohammad Kaif, Yuvraj Singh and
Zaheer Khan. The two-wheeler maker, an official sponsor of the World Cup tournament to be
played in South Africa in February, has brought the young and exciting cricketers of the Indian
team on board as brand ambassadors.

The Fab Four along with team captain Sourav Ganguly will feature in the ads for its latest
motorcycle model: the Ambition. HERO is extremely cagey about saying how much they had to
fork out to bring the top cricketers to feature in the ads.
Atul Sobti, senior vice-president, marketing and sales declined to say how much they planned to
invest in the ad campaign. "It will give a lot of leverage to the new product Ambition by giving
the image of a powerful and efficient motorcycle. The powerfu-e-l bike will be well represented
by the leadership qualities, power and the capacity to face any challenges," he added.

The current ad for Ambition is tame; it shows an important file reaching a destination in time
because of the power of the motorcycle. "It does not properly appeal to the customers about the
power and efficiency of the product. 'Team Ambition' will be much better suited to represent the
product," sources said.

HERO is hoping to crank up sales of Ambition because of the endorsements by the top cricketers
during the World Cup when cricket fever will be at its highest.

One major advantage is that none of its rivals will be able to use cricketers to endorse their
products before and after the World Cup because of the ambush-marketing clause that the
International Cricket Council (ICC) has worked into the players contracts.

The issue had sparked a row when it was raised just before the ICC champions trophy in Sri
Lanka in September but was resolved after a stand-off between ICC, the cricket boards of several
nations and the players.

HERO plans to increase its market-share to 50 per cent this fiscal and is targeting sales of 10,000
Ambitions a month. Its share dipped from 48 per cent to 45 per cent.

The 133 cc Ambition generates 11 bhp of thrust, which has been kept low in order to improve
fuel efficiency. It has been placed in between the 125cc and 150cc motorcycle categories to draw
the maximum clientele. The bike accelerates from 0-60 kmph in only six seconds.

While launching the new campaign with the cricketers, HERO is also drawing up plans for a
couple of ads with the other brand ambassador, Hrithik Roshan.

HERO's association with cricket goes back to 1993, when it sponsored the Hero Cup. It was the
official sponsor of the recent ICC Champions Trophy in Sri Lanka and will have the same status
for the ICC World Cup in 2003.

6. PURPOSE OF THE STUDY

Whenever we think of the origin of Indian Two-wheelers market, we think of old and stodgy
Vespa based models of scooters and Japanese models of motorcycles, but now in the era of
globalization the situation has completely changed as the many industries are sizzling hot with
continuous poaching of scooters by motorcycles as well as regular launching of new models of
motor bikes. Earlier the shelf life of models was in tune of 10-15 years but now it has come
down drastically due to intense competition in motor bike industry. HERO is trying to save its
dominance in motorbike market from rigorous attacks of Bajaj Auto and TVS while Bajaj Auto
is changing its portfolio by heavy inclusion of motorcycles in it. In this battle LML Group,
Kinetic Group, Yamaha Motors, Honda Motors and Royal Enfield are also trying to provide
something new to the customers.

7. RESEARCH OBJECTIVES
 To study the position of 4-strokes bikes in India
To forecast the consumers requirements and to study the consumers preference by collecting
the data through questionnaire
To determine the consumers buying attitudes towards the 4-strokes bikes
To determine the satisfaction level of consumer to the product features and various aspects to
the 4-strokes bikes
To determine the usage of the product
To trace the customer profile
LITERATURE REVIEW
 8. LITERATURE REVIEW

Motorcycles are the most expensive of all two-wheelers. They are more powerful than scooters
and mopeds, have the highest load carrying capacity (which is essential for rural areas), are fuel-
efficient, have better road grip, and are the most expensive. Besides, motorcycles are viewed as
trendy in the urban areas as compared with scooters and mopeds.

Motorcycle production in India began in 1952, when Enfield India Limited commenced
manufacture at its plant in Tamil Nadu. It was the only motorcycle producer in the country until
the early 1960s when Ideal Jawa (India) Private Limited and Escorts Limited entered the market.
By 1970-71, production of motorcycles had reached 39,000 units per annum.

The fortunes of the motorcycle industry changed after the announcement of the liberal licensing
policy in 1982 whereby foreign collaboration was allowed. In 1982, the Government allowed
foreign players to enter the industry through joint ventures. Within four years, the TVS Group
tied up with Suzuki, the Hero Group with Honda, the Escorts Group with Yamaha, and Bajaj
Auto Limited (Bajaj Auto) with Kawasaki. TVS Suzuki introduced Ind-Suzuki in 1984, HERO
Motors Limited (HHML) launched CD100 in 1985, and both Escorts and Bajaj Auto launched
their models in 1986-87. These models catered for the upwardly mobile, middle-to-upper income
group consumers who preferred a stylish, powerful vehicle that could be used as an urban
personal transportation vehicle. The principal brands that competed in the 1980s were the HHML
CD100 (a four-stroke 100cc), the Ind-Suzuki AX100 (from TVS, two-stroke, 100cc) and the
Escorts-
Yamaha RX100 (two-stroke, 100cc). While the CD100 was positioned primarily on the
efficiency plank, giving riders an unprecedented mileage of 80 kms per litre (kmpl), the RX100
became popular with young buyers because of its high power. The AX100 took the middle path,
balancing power with reasonable fuel efficiency. To reinforce its image of being a maker of
powerful motorcycles, Escorts launched the 350cc twin-carb, twin-cylinder Yamaha RD350, a
vehicle that soon gained cult status. It offered 36bhp, but was plagued by problemsvery few
mechanics could tune the engine and the average fuel consumption was as low as 15 kmpl.
Subsequently, the product had to be discontinued. The launch of the 100cc motorcycles was path
breaking, as till then the existing big models like the Yezdi, Rajdoot and Bullet could not
compete with scooters.

A significant development in the motorcycle industry during the late 1990s was the shift from
two-stroke to four-stroke technology. The attraction of the four-stroke technology was earlier
limited to fuel efficiency, while two-stroke held its own by offering better performance and
easier maintenance. But, following the enforcement of India 2000 emission norms beginning
April 1, 2000, the less polluting four-stroke has become the preferred technology. The two-stroke
technology can also meet the existing environment norms, but only when supplemented by
catalytic convertersan option that is both costly and shortsighted. The high temperature of the
exhaust, combustion irregularities, the problem of lubricating oil contamination with metallic
additives, and finally, fuel adulteration can poison the catalyst and render it completely
ineffective. Further, the use of catalytic converter affects the initial pick-up of two-stroke
engines, which is one of their main attractions. Given these shortcomings, most motorcycle
manufacturers have offered four-stroke vehicles. While the four-stroke motorcycle segment is the
fastest growing, it is also highly competitive. Competition has intensified in this segment since
CY2001 when players introduced new products at a relatively fast pace. Also, new entrants have
entered the market by introducing their products at lower price points, while the existing players
have announced price cuts. This has led to price competition in the domestic market. At the
lower end of the segment, Bajaj Auto has its Boxer range of motorcycles and Byk; HHML has
Dawn as well as CD Dawn and KEL Boss. Above this segment, there are strong brands such as
Victor (TVS), Passion and Splendor (HHML), Caliber 115 and Aspire (Bajaj Auto), Freedom,
Adreno and Energy (LML), and Crux R (Yamaha). Through its CBZ model, HHML had tapped
the premium segment of the market in 1999.

Since then, however, quite a few models such as Pulsar 180 by Bajaj Auto and Fiero by TVS
have been launched in this segment. Royal Enfield is the market leader in the lifestyle segment.
This segment has also attracted new model launches such as Eliminator by Bajaj Auto, Aquila by
KEL and Karizma by HHML.
NEED FOR FOUR-STROKES BIKES

Growth of Bikes

Significant growth has been witnessed in the motor cycle segment and the company is fully
aware of the need to enter in this segment for maintaining growth and optimizing product mix
the growth in motor cycle is attributed largely to the opening up the rural markets and also to its
wider acceptance in the youth market. It is growing at any average rates of 20% over the last
three years. Another high legal is that the motorcycle sales have surpassed the scooter sales for
the first time in 1998-1999 until then motorcycle was always trailing behind.
The two-wheeler industry has been rather slow in taking advantages of the board bandings
introduced in Rajeev Gandhi time way back in 1994.
Even today, there are manufactures such as Escort, HERO, Bajaj, Yamaha and LML, which later
to only a single segment like motorcycle or scooter. Any variation of demand in a particular
segment hits them hands it is therefore a product policy to have presence in each segment.

Growth of two-wheeler

2008-2009 2009-2010 GROWTH %

BIKE 2.95 3.81 +29

SCOOTER 3.32 2.95 -11
MOPEDS 1.54 1.58 +2.8
TOTAL IN LACS 7.9 8.35 +16.8
Emission Norms

The years 2004 emission norms are more stringent than stringent norms as may be seen from
table:

GRAMES /K.M. CO HC+NOX

2009 4.5 3.6
2010 2.0 1.5

The industry need to adopt suitable technology so that it can conveniently meet these horns in
time since the production largely of two stroke engines figment of catalytic converter will
become necessary. But it will lead some in case in prices. The life of these converter is limited to
25/30 thousand hence consumer will prefer something durable and longer lasting.

Some manufacture is therefore planning to switch over to stroke technology to comply with the
emission norms. It has an additional advantage of more complete combustion of hydrocarbons in
petrol, which gives higher mileage and better fuel economy. The 4 strokes bike are currently
giving of fuel 70 to 80 km/hr. this will important from consumers point of view because of high
price level of petrol in India. It is therefore not surprising that every major player is trying to get
into the motor cycle market to have a piece of cake.

Amazing but true!

Just when the market of scooter is shrinking in India residents London seem to be switching to
scooter. The number of scooter on Britons road rise 40 %over the part 12 months. As roads get
alleged with traffic and average speed of traffic is London has dropped to 19.2 km/hr more and
more people are buying scooter to get around traffic shares.

Motorcycle association has released figures acknowledging the new popularity of 4-strokes
bikes.
 RESEARCH
METHODOLOGY
 9. RESEARCH METHODOLOGY

Meaning of Research

Research is a common parlance refers to a search for knowledge. One can also define research as
a scientific and systematic search for pertinent information on a specific topic. In fact, research is
an art of scientific investigation. The Advance Learners Dictionary of current English lays down
the meaning of research as A careful investigation or inquiry especially through search for new
facts in any branch of knowledge. Redman and Mary defines research as a Systematized
efforts to gain new knowledge. Some people consider research as a movement, a movement to
from the known to unknown. It is actually a voyage of discovery. We possess the vital instinct of
inquisitiveness for, when the unknown confronts us, we wonder and our Inquisitiveness make us
probe and attain full and fuller understanding of the unknown.

Methodology

In planning and designing a specific research project, it is necessary to anticipate all the steps
that must be undertaken if the project is to be successful in collecting valid and reliable
information.
 RESEARCH DESIGN
The research design is the determination and statement of general research approach of strategy
adopted for the particular product. It is the heart of the planning which the design adheres to the
research objected which will ensure that the needs will be served. My study is based on
Descriptive Research as it is invested to produce accurate descriptive of various relevant to the
decision faced without demonstrating that some relationship exist within variable. It is used to
measure the behavior variables of people of subject who are under the study.

The research undertaken was descriptive research in nature. The emphasis was made to
understand the nature and the expectations of the customers.
SAMPLE
SAMPLING TECHNIQUES

The type of sampling that was carried out was probability (convenience) sampling due to limited
resources available.

In non-probability sampling, I have chosen RANDOM sampling. Because this was best
sampling method to do market survey. On the other aspect, to cover all consumers in Kollam
Kerala was easy task.

SAMPLE SIZE

The total number of these selected persons is called sample size. In this case, study sample units
are Two Hundred Eighty Two.

SAMPLE AREA: Kollam (Raj Nagar, Rajendra Nagar, Nehru Nagar, G.T. Road)
 DATA COLLECTION METHOD

COLLECTING THE DATA

Primary data
Secondary data

Primary data:
Through survey researcher obtains primary data directly from the Reader through following
method.
Observation method.
Interview method.
Questionnaires.

Observation method:
Researcher went to the dealers showroom and service center and even parking places.
Researcher directly observes the customers researcher with out asking any question. Here
researcher found most of the customer was empty buying behavior.

Interview Method:
Researcher went to the service center and parking places and collects the data through personal
interview.
 SURVEY INSTRUMENTS

Researchs instrument is questionnaires for collecting the primary data. This is very common and
flexible instrument.

Through Questionnaires:
Researcher collects most of the data through questionnaires; researcher went to the consumers
and requested them to fill the questionnaires.
Secondary data:
Through Company Profile
Through Newspapers
Times of India
Hindustan Times
The Hindu
Economics Times
Through Magazines
Business India
Auto Express
Business India
Auto India
Through T.V. Channel
CNBC Awaz
 LIMITATIONS

Small Sample size:

In my survey, I have taken a sample size of 282 customers, but only with these samples I
cant make a proper conclusion.

Time Constraint:
Time for this project is not sufficient. As I go for the survey at the dealership then time
for completing and filling the questionnaires is not sufficient.

Sample Area:
The study was conducted in KOLLAM KERALA only. Hence, the study may not be
useful for projection of behavioral aspect of consumers living in other cities.

Money Constraint:
Budget and finance are always been constraints in doing any project.
DATA ANALYSIS AND
INTERPRETATION
 DATA ANALYSIS AND INTERPRETATIONS
TABLE FOR PURCHASE OF 125CC SCOOTERS AND 125CC BIKES:

Particulars No. of % age

Consumers
scooter 76 27%

125CC Bikes 206 73%

TOTAL 282
 CHART FOR PURCHASE OF 125CC SCOOTERS AND 125CC BIKES:

14

12

10

8 Series 3
Series 2
6 Series 1

0
Category 1 Category 2 Category 3 Category 4

INTERPRETATION:
Most of the consumers i.e. 73% want to purchase a 4-strokes bike.
Whereas, 27% consumers want to purchase a 2-strokes bike.
 TABLE FOR INFLUENCING FACTORS:

Factors No. of consumers %age

Advertisement 70 25

Sales Team 50 18

Friends 110 39

Family 52 18

TOTAL 282
 CHART FOR INFLUENCING FACTORS:

45

40 39

35

30

25

20
RESPONDENTS
15

10

INTERPRETATION:
Most of the consumers i.e. 39% are influenced by the friends.
25% consumers out of 282 respondents are influenced by advertisement.
18% consumers out of 282 respondents are influenced by the family.
Whereas, rest of the consumers i.e. 18% are influenced by sales team while making the
purchase decision.
TABLE FOR RESPONSE OF THE CONSUMERS REGADING MODELS
AND COLOURS:

Company No. of models & colours %age

HERO 40 14%

Bajaj 140 50%

LML 40 14%

TVS 30 11%

Yamaha 32 11%

TOTAL 282
CHART FOR RESPONSE OF THE CONSUMERS REGADING MODELS
AND COLOURS:

80

70
70

60

50

NO. OF RESPONDENTS
HERO HONDA 40 BA JA J LML TVS YA MA HA

30

20 20
20 16
15

10

INTERPRETATION:
Most of the consumers i.e. 50% like colours and models of Bajaj motorcycles.
Whereas, equal 14% consumers like colours and models of HERO and LML motorcycles.
Moreover, rest equal 11% consumers like colours and models of TVS and YAMAHA
motorcycles.
 TABLE PREFERENCE FACTOR:

Features of bikes No. of consumers % age

Power 136 48%

Mileage 112 40%

Low maintenance 34 12%

Total 282
 CHART FOR PREFERENCE FACTOR:

12%

48%
40%
Power Mileage Low Maintenance

INTERPRETATION:
40 % consumers prefer mileage in their bike.
48 % consumers prefer power in their bike.
12 % consumers prefer low maintenance in their bike.
 TABLE FOR PREFERENCE OF BIKE REGARDING CC:

Prefer CC of bikes by consumers No. of consumers % age

Under 100cc 0 0%

100-125cc 84 30%

125-150cc 144 51%

150cc & above 54 19%

Total 282
 CHART FOR PREFERENCE OF BIKE REGARDING CC:

19%
30%

51%

Under 100cc 100-125cc

125-150cc 150cc & above

INTERPRETATION:
Most of the consumers i.e. 51% like to purchase the bike in between 125 cc and 150 cc.
And 30% of consumers like to purchase the bike in between 100 cc and 125 cc.
Whereas, rest 19% of consumers like to purchase the bike in 150 cc and above.
TABLE FOR FACTORS AFFECTING CONSUMER BUYING
BEHAVIOUR:

Factors No. of %age

Respondents

Price 22 8%

Average 36 13%

Looks 90 31%

Brand Image 22 8%

Power 20 7%

Pick up 56 20%

Low Maintenance 20 7%

After Sales Service 16 8%

Total 282
 CHART FOR FACTORS AFFECTING CONSUMER BUYING BEHAVIOUR:

50
45
45

40

Price 35
Average Looks Brand Image Power Pick up

30 28

RESPONDANTS 25

20 18

Low Maintenance 15
After Sales Service
11 11
10 10
10 8

INTERPRETATION:
31% consumers out of 282 are influenced by Looks Factors (Most Influencing Factor).
20% consumers out of 282 are influenced by pick up factor.
13% consumers out of 282 are influenced by mileage.
 TABLE COMPARATIVE ANALYSIS:

Brand Name No. of consumers %age

Yamaha 20 7

HERO 116 41

Bajaj 76 27

TVS 36 13

LML 20 7

Others 14 5

TOTAL 282
 CHART FOR COMPARATIVE ANALYSIS:

45

40

35

30

25

CONSUMERS (in %)
20

15

10

0
Yamaha Hero Honda Bajaj TVS LML Others

INTERPRETATION:

41% respondents out of 282 consumers like to purchase HERO (Surva Guna Smpana).
27% respondents out of 282 consumers like to purchase Bajaj.
13% respondents out of 282 consumers like to purchase TVS.

7 7 % respondents out of 282 consumers like to purchase LML and YAMAHA.

 TABLE POST PURCHASE ANALYSIS:

Post Purchase Behavior No. of consumers %age

Full Satisfied 42 14.89

Satisfied 160 56.74

Dissatisfied 80 28.37

TOTAL 282
 CHART FOR POST PURCHASE ANALYSIS:

15%
28%

Full Satisfied Satisfied Dissatisfied

57%

INTERPRETATION:

Only 15% consumers are full satisfied with their bike.

Whereas 57% and 28% consumers are satisfied and dissatisfied with their bike respectively.
FINDINGS
 FINDINGS

AMONG DIFFERENT AGE GROUP

The age group 20-25 years figures out to be very much aware regarding 125cc bikes
Warranty/Guarantee never influenced any age far the purchase availability of spare part is
considered most important
Mileage was given top priority
Gift schemes and finance option are not option is not more success to influence the people

DIFFERENT INCOME GROUP

The income group Rs. 8000-12000 seems to be very aware regarding 125cc bikes market
SUGGESTIONS
 SUGGESTIONS

The best target market for any new product is 20 to 35 yrs and income group of 8000 to
12000
Before the launch an aggressive advertising must be carried out in order to inform the
consumer about the new bike
The media adopted for such purpose should be electronic as it is wildly accepted
Continuous innovation in product process and services too are recommended to get the
competitive edge
Nicely designed and fuel efficient vehicle Is must to find better prospects and widen its
market
Easily available spare parts at reasonable price backed by efficient sales as competitions
An eye on competitors policies and review of its own according to changing market
condition will help in formulation of effective strategies from time to time
The pricing TAG which BAJAJ is going to put on its bikes should not be more Rs.35,000
50,000 in any case, because it is the price which is going to determine the success of the
product
Through demonstration in rural area so that they can get specification of bike
CONCLUSIONS
 CONCLUSIONS

From the analysis of the data, it can be concluded that HERO motorbikes are most familiar by
people.

An ideal by as suggested by responded should have the following figures:

Good looks
Good mileage
Affordable price
After sales services
REFERENCES AND
ANNEXURE
 REFERENCES

In this project while finalizing and for analyzing quality problem in detail the following books,
magazines and websites have been referred.

Books Consulted:

Marketing Management Philip Kotler

Research Methodology Kothari
Business Statistics S.P. Gupta

Magazines Consulted:

Indian Journal of Marketing

IBAT Journal of Management
Journal of Indian Management & Strategy
Auto Expo of India

Newspapers:
Hindustan times
Times of India
The Hindu
Financial Express
Economics times

Websites Consulted:
www.bajajauto.com
www.herohonda.com
www.lml.com
www.yamaha.com
www.google.com
 ANNEXURE
QUESTIONNAIRE

Name : .
Father's Name : .
Age : .
Nationality : ..
Address : .
.
.
Telephone Nos. : .

1. Are you using the bike:

a. Yes b. No

2. Which type two wheeler are you using

a. Scooter b. 125cc bikes

3. Which bike do you like most

a. HERO b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

4. What will you prefer

a. Mileage b. Power
c. Maintenance d. Price
e. Looking

5. How much CC Bike you want

a. Under 100 CC b. 100-125 CC
c. 125-150CC d. Above 150CC

6. Maximum Mileage of given by

a. HERO b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

7. Attractive Price of Company

a. HERO b. Bajaj
c. LML d. TVS
e. Yamaha f. Others
8. Which company produce minimum maintenance bike
a. HERO b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

9. Who influence your decision most while purchasing bike

a. Parents b. Friends
c. Advertisement d. Other

10. Which company provide the attractive finance facility

a. HERO b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

11. Which company provide festival offers:

a. HERO b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

12. Which brand aware by you

a. HERO b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

13. How much money you can expend in 125cc bikes

a. 30,000-35,000 b. 35,000 - 40,000
c. 40,000 - 50,000 d. above 50,000

14. Which company provide after sales services

a. HERO b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

15. Which company pricing strategies of better according to their features

a. HERO b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

16. Which company have more models & colours

a. HERO b. Bajaj
c. LML d. TVS
e. Yamaha f. Others
Consumer Signature