TVS Apache CHAPTER 1

Market Potential and Brand Awareness Towards TVS ApacheRTR160
CHAPTER 1 INTRODUCTION Marketing more than any other business function deals with customer and
standing. Creating, communicating and deriving the customer value and satisfaction are at the very heart of marketing thinking and Practice. marketing is "delivery of customer satisfaction at a profit". The two fold goals of marketing are to attract the new customer by promising superior value and current customer by delivering satisfaction. Modern marketing purpose Marketing has been viewed as an ongoing or dynamic process involving a set of interacting activities dealing with market offering by producers to consumer on the basis of reliable marketing anticipations. Marketing is a matching process by which a procedure provides a marketing mix that needs consumer demand of a target market within the limits of the society. There buyers share a particular need or want that can be satisfies through exchange and relationships. Thus the size of a market depends on the number of the people who exhibit the need, have resources to engage for what they want. Marketers are keenly interested in markets. Their goals to understand the needs and wants of specific markets and to select the markets that they can server best. In turn they can develop products and services that will create value. Satisfaction for customer in these markets resulting in sales and profits for the company. Marketing process The concept of markets finally brings us full circle to the concept of marketing. Marketing means managing markets to bring about exchanges and relationship for the purpose of creating value and satisfying needs and wants. Thus we return to our definition of need and want by creating exchanging products and value with other.
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What is brand? The word brand is comprehensive term. To brand to name or mark indelibly as proof of ownership. A brand is a name, term, symbol or design on a a combination of them which is intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors. A brand identifies the product for a buyer and gives seller a chance to earn good will and repeated patronage Importance of branding The marketer can build up a bright image of his organization around the brand. It enables national advertisement of specific product and it is pre sold through advertising. Branded product can be easily recognized by the customer in the relationship. It offers protection to the consumer as it identifies the firm behind the product. Branding enables the firm assured control over the market repeat sales are stimulated and product substitution is not possible. It creates an exclusive market for the product. When brands are successfully and effectively promoted. The very existence of the middlemen depends upon a continued supply of each brand. Branding by differentiating a product from its reveals its enable the brand owner to establish his own price which cannot be a easily compared with prices for competing goods price comparison is very fixing. Product differentiation is harmful to the consumers as it emphasizes factor other than and quality. If a firm has one or more lines of branded goods, it can add a new item to its least easily and new item can enjoy all advantages of branding immediately
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ADVANTAGES OF BRANDING 1. When a product is distinguishable by its brand, consumer has an assurance of quality and consistency the product attributes being offered. 2. Certain brands provide status and prestige to consumer which endow them a same, what conspicuous psychological satisfaction otherwise not normally available. 3. There is considerable saving of time of energy in shopping for goods because a brand renders product identification much easier. The money value of this saving is significant in the industrial buying. 4. It is easier to lodge complaints and climes against marketer, when a branded product fails to live up are proclaimed value of satisfaction. Thus it gives consumers both trade and legal protection against unscrupulous trade practices. Functions of branding 1. It helps in product identification and gives distinctiveness to a product. 2. Branded products indirectly devote the quality or standard of a product. 3. It eliminates limitation products 4. It ensures legal right of the product 5. Brand differentiated the product and facilitates advertisement to be more effective and successful. 6. It helps or facilitates consumer shoppin Kind of brands 1. Manufacturers brand: (capital) A. National brand - the same brand used on a national level. B. Regional brands - brand per a particular region level. C. Advertising brands - brands stressing symbol. D. Blanket brands - one brand name for all products of manufacturers. Single brands or family brands per e.g. - godrej products. E. Multiple brands - brand name gives per each variety of products. F. Individual brand - e.g. various brands of Hindustan liver ltd...
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2. Distribution brands A. Private brands B. Store brands C. Dealer brand D. House brands 3. Mixed brands A company may opt for both its own and its distributors brands in respect of its products. It may sell some products in its own brand name and the rest may be sold to
dealers under their own brand names. KINDS OF BRAND NAME A. Coined name A purposely and deliberately created name but stress more or producers identify. E.G - the word "parker" alone is meaningless unless attached to pen or ink. B. Arbitrary name A name neither relating to product nor producer. C. Suggestive nameA name relating to neither product nor producer D. Descriptive name A name that describes fully the product that is glucose biscuit, coco a sweets, aspiri
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RESEARCH METHODOLOGY
a) Titles of the study MARKET POTENTIAL AND BRAND AWARENESS TOWARDS TVS APACHE RTR160 IN TUMKUR CITY
b) Statement of the problem: The research problem selected for the analysis entitled sales promotion strategies towards TVS APACHE RTR160 this topic is selected to identify the potentiality and brand awareness towards TVS APACHE RTR160 as further this study undertaken to identify the effectiveness of those factors and the strategies adopted by the company to create brand awareness as compared to other brands c) Scope of the study : the study focuses on identifying the brand awareness and market potentiality towards TVS and the study is confined to Tumkur city only.
1. Finding out the strength and weakness of the TVS APACHE RTR160, where it can correct its faulty facts. 2. Finding the number of future purchases. 3. Finding the market potential and awareness of this motor bike. 4. Finding the position of the motor bike among the competitors. 5. Finding the perception of consumers about the motor bike.
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d) Objective of the study:
1. To determine the customers awareness towards different motor bike. . 2 . To study consumer perception towards motor bikes and specially towards TVS to identify the influencing factors that promotes satisfaction. 3. To know the reasons and intention behind purchasing \or not purchasing TVS APCHE RTR160 motor bike. 4. to study the effectiveness of the company in creating brand awareness
METHODOLOGY OF STUDY
I. Sampling
The sampling method used in convenience sampling, a category of nonprobability sampling since the respondents were chosen by me and were not provided by the company. The area of sampling is in Tumkur city.
Sample size for project work
It is impossible to collect the response from the total population due to limitation of time. The total sample size taken for survey is 100 respondents.
II Method of data collection The primary data, that is, data collected specifically for the study and is not published anywhere before is through a questionnaire. It is used to collect data about the general perception of motor bike, users perception of TVS APCHE RTR160 motor bike. And its other competitors.
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Secondary data was collected from various sources like reference books on marketing, consumer behavior, magazines and internet. Data for project work was collected from primary and secondary source data.
III. Designing for questionnaires:
The designing of questionnaire needs precision and classify the subject. So that respondent easily understands the questions and will reply the answers sincerely and correctly. The concept of sealing is used to know the satisfactory level for the TVS APCHE RTR160 motor bike. With users. IV. Field work for project The field work for the project was carried on for two weeks in Tumkur city. The field work schedule contained structured set of questions to be answered by respondents to suit the objectives of the project. The respondents were contacted at , TVS Company authorized service station. The respondents interaction was for a time period 5-10 minutes. III. Analysis of data
The data for analysis of project was collected from both the primary and secondary source. The data thus collected during the interaction with respondents were organized, processed and edited before tabulating and drawing the inference from them. The data so got was analyzed using statistical methods and techniques like tables, percentages, representation of data was done.
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IV.
Limitations of the study:
1. Project work and study is confined to Tumkur city only. 2. The data was collected only from 100 respondents. Their feeling and views are portrayed in a statistical and graphical manner. 3. The overall sample size is 100. Hence this is not to be a truly representative picture.
4. The duration for the survey was very less.
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CHAPTER2 REVIEW of LITERATURE Prasad A. Naik, Ashutosh Prasad,Suresh P. Sethi states that Companies spend hundreds of millions of dollars annually on advertising to build and maintain awareness for their brands in competitive markets. However, awareness formation models in the marketing literature ignore the role of competition. Consequently, we lack both the empirical knowledge and normative understanding of building brand awareness in dynamic oligopoly markets. To address this gap, we propose an N-brand awareness formation model, design an Extended Kalman Filter to estimate the proposed model using market data for five car brands over time, and derive the optimasl closed-loop Nash equilibrium strategies for every brand. The empirical results furnish strong support for the proposed model in terms of both goodness-of-fit in the estimation sample and cross-validation in the out-of-sample data. In addition, the estimation method offers managers a systematic way to estimate ad effectiveness and forecast awareness levels for their particular brands as well as competitors brands. Finally, the normative analysis reveals an inverse allocation principle that suggests contrary to the proportional-tosalesor competitive parity heuristics that large (small) brands should invest in advertising Proportionally less (more) than the small (large) brands.
Emma Macdonald and Byron Sharp In 1987 Rossiter and Percy wrote Brand awareness is widely misunderstood and often wrongly measured, even by experienced managers (p41). Yet brand awareness is advertising measurement, it is a central part of the popular
covered in most texts on
hierarchy of-effects advertising model, and marketing managers claim it as an important goal of their communications activities (Kelly 1991). This
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paper discusses recent theoretical developments which attempt to explain the role which brand awareness plays and then presents empirical findings concerning how Australian managers utilise brand awareness as a measure of marketing and advertising effectiveness.
The Role of Brand Awareness Rossiter and Percy (1987) describe brand awareness as being essential for the comm unication process to occur as it precedes all other steps in the process. Without brand awareness occurring, no other communication effects can occur. For a consumer to buy a brand they must first be made aware of it. Brand attitude cannot be formed, and intention to buy cannot occur unless brand awareness has occurred (Rossiter & Percy 1987; Rossiter et al. 1991). In memory theory, brand awareness is positioned as a vital first step in building the bundle of associations which are attached to the brand in memory (Stokes 1985). The brand is conceptualized as a node in memory which allows other information about the brand to be anchored to it (Aaker 1991b). The conceptualization of a network of brand associations in memory with the brand as a central core has been put forward by many others (eg. Keller 1993; Holden 1993; Holden & Lutz 1992
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CHAPTER 3
Theoretical Background
Introduction to Marketing Marketing consists of all the activities by which a company adapts itself to its environment creativity and profitably. It is the whole business seen from the point of view of its final result that is from customer's point of view; basically business firms objective is to convert societal needs into profitable opportunities. Marketing is an attempt to anticipate satisfies the needs and demands of the consumers of the society. Philip Kotler has said "Marketing is the needs and wants of target markets and slivering the desired satisfaction more effectively and efficiently than competitors". Thus it shows that consumers are the key to the success to any company's marketing services. Evolution of Marketing: The development of marketing concept is evolutionary i.e. Gradual rather than revolutionary. The evolution of marketing is one of the oldest professions of the world. Marketing is both philosophy and a technology. As a philosophy, it guides and directs the business thinking i.e. whether to produce or not to purchase. As a technology it is concerned with deciding what should be produced, how and when products could be most effectively distributed among the customers. Hence we can say that producers have to adapt different methods to satisfying his customers due to change in customer taste and preferences. Distinguish between Market and Marketing Market is an arrangement providing an opportunity to exchange goods. In the market forces of demand and supply, they operate directly by means of communication and they themselves determine prices. Where as marketing is sum totals of all those activities that is related to free flow of goods from the points of production to
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consumption. Physical movements of goods are the hallmark of marketing. That is once the price fixation is done, the journey starts from seller end to buyer.
Under the Marketing concept the different heads and concept studies are:
1. Societal concept. 2. Production concept. 3. Product concept. 4. Selling concept. 5. Want and demand concept.
The Marketing concept is a business philosophy that challenges the previous concepts. It meets the needs profitably and helps in finding the wants to fulfill them. 1) Societal marketing concept holds that the organization's task is to determine needs, effectively than competitors in a way that enhances all the consumers abd society's well being. 2) Production concept says that consumers will favor those products that are widely available and economical. Managers of production oriented organization concentrate on achieving high production and wide distribution coverage. 3) Production concept holds that consumers will favor those products that offer the mostgood quality, performance or innovative features.
4) Wants and demand concepts say that a human need is a state of felt deprivation of some basic satisfaction? Wants are desire for satisfying needs. Demands or wants for specific products that are backed by an ability and willingness to buy them.
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5) Marketing is a social and managerial process by which individuals and groups obtain what they need and want through creating, offering and exchanging products of value with others. Hence the importance of marketing arises.
Here different heads studies are: Analyzing market opportunities. Researching and selecting target markets and positioning the offer. Planning market demand. Current marketing situation.
1) A firm due to constraints on resources cannot exploit all marketing opportunities existing in marketing environment. As opportunities should have to be diagnosed and evaluated to choose accessible and feasible marketing opportunities. 2) A product should be designed to cater to requirements of specific market segments known as target markets. It is required to conduct research to identify the target market segments, which can be chosen by the firm. 3) Since marketing is consumer oriented it is necessary to assess the market demand for a product so as to manufacture requiring quantity and supply at right time. 4) All marketing activities should be organized and implemented keeping in mind the current marketing situations, which can be determined by analyzing the entire environment factor affecting process of marketing. 5) Marketing function is defined as an act operation or services by which original product and the final consumer linked together. Concepts studies are: 1. Macro Environment 2. Buying Functions 3. Methods Of Buying 4. Estimating Current Demands
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Total Market Potential Area Market Potential
5. Marketing Mix 6. Segment Market. 1) The macro environment of marketing consists of I. Demography II. Economy III. Social and cultural IV. Political and legal V. Technological
I. The demographic environment of marketing studies is a scientific study of human beings, populations and distribution. Quantitative elements such as age, sex, education, occupation, income, etc are also studied here.
II. The people constitute only one element of a market. The second essential element of a market is purchasing power and willingness to spend by people. Then only come the effective demand. That is why the economic conditions play a significant role in marketing.
V. Social and cultural forces usually influence the welfare of a business concern in the long run. The society is ever changing. New demands are oriented and old ones are lost in due course. Hence marketing management is called upon to mark necessary adjustments in marketing plans in order to fulfill new social demands.
VI. Political and legal forces are important in marketing services, activities and operation of business enterprise. Marketing systems are affected by governments
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monetary and fiscal polices, import export duties and policies and customs duties, antipollution lawn etc. VII. Consumers purchases and the manner in which they are consumed reflect a societys life style. Technological forces help to shape changes in the style of living of consumers. Marketing management with help of technology can create and deliver standards, and style of life. It has the responsibility of relating, changing of life style of patterns, values and changing technology to marketing opportunity for profitable sales to particular market segments.
2. Buying is procurement of goods or services for eventual resale to the consumers or industrial users: Different functions are (b) planning purchase of goods (c) contractual function (c) Assembling (d) Negotiation (e) Contractual
a) Planning purchases of goods implies planning of purchases for the organization or consumers.
b) Contractual function is concerned with searching for and determining the sources of supply and establishing and maintaining contacts with them. Establishment of relationship is with to earn name and fame.
c) Assembling means bringing together to collecting a large amount of similar goods and many producers for resale I a single region. Assembling and buying are not one and the
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same. Assembling brings together goods of same type from different source where as buying involves purchase of variety of product.
d) Getting together of business buyers and suppliers with a view to discuss the contents of contracts as the price, payments, quality can be said as negotiation.
e) Actual entering in to contract to buy is end of buying function. The provisions of sale of goods act with which we operate the business to protect the will and interest of parties of business. It binds both parties to that aggrieved party to get justice for breach of contract by other. 3. Methods of buying Buying is the basic of marketing activity. Good can be defined as buying at right price. There are different methods of buying namely. a) Concentrated buying If purchases are confined to a very few sources of supply, it is concentrated buying. b) Diversified buying When a buyer decides to buy good required from a large number of suppliers it is know as diversified buying. c) Reciprocal buying The main idea of this is that the purchases are mutual i.e. you buy our products, and then we buy your products. MARKET POTENTIAL: Current and future demands are determined by analyzing the entire environment factor affecting marketing process. The two ways of estimating demands are: Total Market Potential: It is a demand that exist for products in all areas put together. The demand may be for a product or service and the area may be for state, country and continent or may be the whole world itself.
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Area Market Potential: It is demand that exist for a particular product or services in its particular area of market say Rajajinagar or Vijaynagar in Bangalore etc.... In market planning we use marketing information to assess the situation. We have to select specific marketing targets in form of market segments. For each segment or division of the market formulate a combination of number of devices or types of marketing activities that are coordinated into a single marketing program to reach a particular target or market segment. The combination of these is marketing mix. The basic marketing mix is blending of four inputs, which form core of marketing system. They are: a) Product mix: It is the thing possessing utility. It has four main components namely product range, after sale service, brand and package. b) Price mix: Price is the valuation placed upon products by offered. It has to cover pricing, discounts, allowance and terms of credit. It mainly deals with price competition. c) Distribution mix: Distribution is the delivery of product and right to consume it. It includes channels of distribution, transportation, and ware housing and inventory control. d) Promotion mix: Promotion is the persuasive communication about the product by offer to the prospect. It cover advertising, personal selling, sales promotion, publicity, price relations, and exhibition of demonstration used in promotion. Largely it deals with non price competition. Market consists of buyers, and buyers differ in one or more respect. They may differ in their wants, purchasing power, geographical location, buying attitudes and practices. These variables are the main causes of market segmentation. Hence it is a method of achieving maximum market response from limited marketing resources. Concept of Market Potential: Maximum sales opportunities for an individual company product is referred to as sales potential, which is maximum share of Market Potential an individual company might expect for a specific product or product line. Potential for Planning Strategy:
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Consider a company that wishes to introduce new telecommunications service to the business.A Market Potential defines as Total Demand of the Product during a specific time period; estimate provides the foundation for the Planning Process. Engineering, Designing and Implementation teams. Marketing and commercial development teams; and external entities, such as potential investors, government regulators, equipment & application suppliers and distribution partners. Life Cycle Potential: Market potential is crucial for go/no-go decisions on new products for the business market; The "size of market" has been shown to be a significant screening factor for launching new industrial products. The concept of Life-Cycle market potential as an effective way of analyzing the market size for new industrial products. The greatest number of product adoptions that will eventually occur in a particular market over the product life-cycle, given expected environmental conditions and expected aggregate effects of marketing actions by the industry. The life cycle measure is useful because it provides realistic boundaries for total sales over the products life and it is possible to make reasonable estimates of its value. Life cycle market potential is measured by estimating total annual sales of the generic product class (based on the number of customers and their usage of the products) and scaling down this estimate based on concept tests with potential customers. This total life cycle potential then serves as a bench mark to help decide whether the new product should be introduced.
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Planning and Control of the Sales Marketing potential: The primary application of market and sales potential information is clearly in the planning and control of marketing strategy by market segment. Segment refers to a set of present or potential customers who share some common characteristics that help explain and predict how they will respond to marketing strategy, once sales potential is determined for each segment. The basis of potential sales volume spending hug sums of money and advertising and personal selling as little benefit in segments where the market opportunity is low. Expenditures would have to be based on both potential and the level of competition. Actually sales in each segment can be also be compared with potential sales taking into account the level of competition, in order to effectiveness of the marketing program. The Different Segment is: Geographic Segmentation: Geographic location is usual and popular basis for market segmentation. Further distinction as rural and urban markets, city and suburban markets etc also form geographic segmentation. Demographic Segmentation: Demography is study of population. Demographically characters such as sex, age, marital status number and age of children, place of residence, mobility, income, education, occupation, family life cycle, social class, culture etc., make the basis of demographic sub culture. Psychographics Segmentation: Here buyers are divided into different groups on the basis of social class, life style and for personality characteristics. People with in same demographic group can exhibit very different psychographics profiles.
BRAND AWARENESS 1. BRAND Consumer views a brand as an important part of a product and branding can add value to a product. For example, most consumers would pensive a bottle of white linen perfume as a high quality, expensive product. But the same perfume in an unmarked
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bottle would likely be viewed as lower in quality, even if the even if the fragrance were identical. Branding has become a major issue in product strategy. On the one hand, developing a branded product required a great deal of long marketing investment, especially for advertising promotion and packaging. 2. Branding Perhaps the most distinctive skill of professional marketers is their ability to create, protect and enhance brands. A brand is a name, term, sign, symbol or design or a combination of these intended to identify the products or service of one seller in-group of seller and to differentiate them from those of competitors. A brand is a seller promise to deliver consistently a specific set of features, benefits and services to buyers. The best hands convey a warranty of quality. According to one marketing executive, a brand can deliver up to four level of meaning:a) Attributes A brand first brings to mind a certain product attributes. For example Mercedes, such attributes as well engineered well built. Durable, fast, expensive and high resale value. The company may use one or more of these attributes in its advertising for the car. For years Mercedes being advertise engineered like no other in the world. This provided a positioning plat form for other attributes of the car b) Benefits Customers do not buy attributes they buy benefits. There fore, attributes must be translated into functional and emotional benefits. I wont have to buy a new car every few years. The attribute expensive might translate into the emotional benefits. The car makes me feel important and admired. The attribute will might translate into the functional and emotional benefit. I am safe in the even of an accident.
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c) Values A brand also says about the buyers values. Thus, Mercedes buyers value high performance, safety and prestige. A brand marketer must identify the specific groups of car buyers whose values coincide with the delivered package. d) Personality A brand also projects a personality motivation a researcher sometimes asks. If this brand were person, what kind of person would it be? Consumers might visualize a Mercedes automobile as being a wealthy business executive. The brand will attract people whose actual or desired self-image matches the brand image. The challenge of branding is to develop a deep of meaning for the brand, given the four levels of brands meaning marketers must decide the levels at which they will build the brands identity. The most lasting meanings of a brand are its values are personality. They obtained the brands essence. Thus, Mercedes stands for high achieve and success the company must build its brand strategy around creating and protecting this brand personality. All though Mercedes has recently yielded to marketing less expense models might dilute the vehicle and personality that Mercedes has build up over the decade 3. Brand equity
Brands vary in the amount of power and value they have in the market place. Some brands are largely unknown to most buyers. Others brands have a high degree of consumer brand awareness. Still others enjoy brands preference buyers select them over the other. Finally, some brands command a high degree of brand of brand loyalty. Powerful brand has high brand equity. Brand have high brand equity to the extent that they have higher brand loyalty, names awareness perceived quality, strong, brand association and other assets such a patents trademarks, and channel relationships. A brand with strong brand equity is valuable asset. In fact, it can even be brought or sold for a price.
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Measuring the actual equity of a brand name is difficult. Because it is so hard measure companies usually of a brand name is difficult. Because it is so hard measure companies usually do not list brand equity on their balance sheets. Still, they pay handsomely for it. For e.g. Nestle paid $4.5 billions to buy row tree, five times its book value. According to one estimate, the brand equity of coca-cola, are $36 billions, Marlboro, and Kodak $10 billions. The worlds top brand includes such super powers as coca-cola, Disney, Kodak, Sony; Mercedes Benz high brand equity provided a company with many competitive advantages. Because a powerful brand enjoys a high level of consumer brand awareness and loyalty, the company will incur lower marketing costs relative to revenues. because consumer expect stores to carry he brand, the company has more leverage bargaining in beginning with resellers and become he brand name carries high creditability, the company can more easily launch brand extensions. Above all, a powerful brand offers the company some against price competition. Marketers need to manage their brands carefully in order to preserve brand equity and usefulness, and positive brand associations over time. This requires continuous R & D investment, skillful advertising and excellent trade and consumer service. Some companies such as ColgatePalmolive have appointed brand equity managers to guard their brand image, association and equity. They work to prevent brand managers from over promoting brands in order to produce short-term profits as the expenses of long-term brand equity. Some analysts see brand as the major enduring assets of a company. Outlasting specific products and facilities. Yet behind every powerful brand stands set of loyal customer therefore, the basic assets underlying brand equity is customer equity. This suggests the marketing strategy should focus on extending loyal customer lifetime ale, with brand management serving as a major marketing tool
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CHAPTER 4 INDUSTRY PROFILE
History of Two Wheeler Industry 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. The distinction was achieved due to variety of reasons like respective policy followed by Government of India towards the passenger car industry, rising demand for personal transport, inefficiency in the public transportation system etc. Invention of Two-Wheelers
History can't be stored or categorized in a water tight compartment; neither can some things be definitely told or strictly defined. In this section a general history of twowheelers is being traced without trying to venture into strict classification and differentiation. Around 1840 a Scotsman named Kirpatrick Macmillan came up with an idea of a pedal driven bicycle, Macmillan a blacksmith by profession got the idea when he was asked to repair a hobby horse. The first bicycle which its inventor called velocipede slowly started catching the fancy of the people, as inquisitive minds started thinking of faster ways of getting around the town.
In 1868 in France MIchaux-Perraux attached a small steam engine to a bicycle thus adding a little more steam to the development. Around the same time across the Atlantic a similar steam propelled machine was demonstrated by built by Sylvester Howard Roper of Roxbury, Massachusetts. However the invention of the first motorcycle was done by the German inventorsottlieb Daimler and Wilhelm Maybach in 1885. The first petroleum-powered vehicle, it was essentially a motorized bicycle, although the inventors called their invention the
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Reitwagen ('riding car'). This engine was prepared more for experimentation rather than for commercial purposes. However as early as 1894 a motorcycle was available for commercial purposes. The bike named Hildebrand and Wolfmuller was manufactured in a small scale few hundreds to be precise. These two wheelers died a natural death due to high cost and technical difficulties. Slowly the motorcycles were improved upon and soon they become faster, reliable and more fuel efficient. For a separate history on the development of scooters check out origin of scooters In 1955, the Indian government needed sturdy and reliable motorcycles for its Army and police to patrol the rugged border highways. The first batch of 350cc Bullet from the Royal Enfield Company of UK were received and assembled at Chennai.. Bajaj Auto began trading in imported Vespa scooters and three wheelers. Finally in 1960, it set up a shop to manufacture then in collaboration with Piaggio of Italy. The agreement expired in 1971
In the initial stages, the scooter segment was dominated by API,it was later overtaken by Bajaj Auto. Although various government and private enterprise 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 seller 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 manufactures viz Enfield, Ideal Jawa and Escorts .While Enfield bullet was a four stroke bike,Jawa and the Rajdoot
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were two stroke bikes. The motorcycle segment was initially dominated by Enfield 350 cc bikes and Escorts 175 cc bike.
The two wheeler market was opened to foreign competition in the mid -80s.And then the market leaders Escorts and Enfield were caught unaware by the onslaught of the 100 cc bikes of the four Indo Japanese joint ventures. With the availability of fuel efficient low power bike, demand swelled, resulting in Hero then only producer for four stroke bikes (100 cc category),gaining 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 of motorcycles segment was brought in Japanese motorcycles, which grew at a rate of nearly 25% 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 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 purchase. In the 90s , this trend was reversed with the introduction of Scooter. In the line with this, the scooter segment has constantly lost its part of the market share in the two wheeler market.
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In 1990s, 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 0.4 mn vehicles. Barring loss due to increase rise in fuel prices, high input cost 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 fall in profits.
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Segmental Classification and Characteristics The three main products segments in the two wheeler category are scooters, motorcycles and mopeds. However, in response to evolving demographics and various others factors, other sub segment emerged, viz. scootrretess, gearless scooters, and 4 stroke scooters .While the first two emerged as a response to demographics changes, the introduction of 4 stroke scooters has followed the imposition of stringent pollution.
Scooter Price Stroke Engine Capacity (cc) Ignition Engine Power (bhp) Weight (kg) Fuel Efficiency (kms per litre) Load Carrying > 22,000 2-stroke, 4-stroke 90-150 Kick/Electronic 6.5-9 90-100 50-75 High
Motorcycle > 30,000 Mainly 4-stroke 100, 125, > 125 Kick/Electronic 7-8 and above > 100 50-80+ Highest
Moped > 12,000 2-stroke 50, 60 Kick/Electronic 2-3 60-70 70-80 Low
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Industry volume growth expected to gear down to 8-9% in 2012-13

ICRA Ratings Overview The Indian two-wheeler (2 wheeler) industry recorded sales volumes of 13.4 million units in 2011-12, a growth of 14.0% over the previous year. In a year wherein growth in other automobile segments particularly, passenger vehicle (PV) and medium & heavy commercial vehicle (M&HCV), slowed down to single digits - marred by demand slowdown due to northward movement of inflation, fuel prices and interest rates - the 14% growth recorded by the 2 wheeler industry remained steady. However, the momentum in the 2 wheeler industry's volume growth too has been losing steam lately as evident from the relatively lower volume growth of 11.0% recorded in H2, 2011-12 against a growth of 17.1% recorded in H1, 2011-12 . The deceleration in growth is largely attributable to the motorcycles segment which grew at a much lower rate of 7.8% in H2, 2011-12 vis--vis 16.4% in H1, 2011-12; even as the scooters segment continued to post 20%+ expansion during both halves of the last fiscal. With this, the share of the scooters segment in the domestic 2 wheeler industry volumes increased to 19.1% in 2011-12 from 17.6% in 2010-11. Overall, ICRA expects the domestic 2 wheeler industry to report a volume growth of 8-9% in 2012-13 as base effect catches up with the industry that has demonstrated a strong volume expansion over the last three years at cumulative annual growth rate (CAGR) of 21.8%. Over the medium term, the 2 wheeler industry is expected to report a volume CAGR of 9-11% to reach a size of 24-26 million units (domestic + exports) by 2016-17, as we believe that various structural positives associated with the domestic 2 wheeler industry remain intact.
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Medium-Term Demand Drivers Stay Put An analysis of the mix of Indian populace and the structure of the Indian 2 wheeler industry brings to the fore several key attributes namely, India's demographic advantage, moderate 2 wheeler penetration levels and shrinking of replacement cycle - factors that have combined to propel the industry's volumes over the last 10 years from 4 million units in 2001 to 13 million units in 2011. These growth drivers are likely to remain relevant over the medium term and continue to provide impetus to the industry's volumes.
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Segmental Analysis of the 2 wheeler Industry

The motorcycles segment accounts for a bulk of 2 wheeler industry's sales volumes; however, the scooters segment has grown relatively faster over the last 5 years
With sales volumes of 10.1 million units, the motorcycles segment is the largest subsegment of the domestic 2 wheeler industry accounting for a bulk of its volumes. However, over the last five years, the motorcycles segment has seen its volume share in the domestic 2 wheeler industry slide down to 75.1 % in 2011 -12 from the highs of 83.5% recorded in 2006-07. Although domestic motorcycle volumes grew at 9.0% CAGR during the last five years, both the scooters segment as well as the mopeds segment grew at a much faster CAGR of 22.2% and 17.0%, respectively, contributing to reduction in the motorcycle segment's volume share.
The three 2 wheeler sub-segments are targeted at distinct consumer categories. The motorcycles are targeted at the male population in both rural areas as well as urban areas (with further segmentation based on usage pattern -family bike or individual bike, consumer profile - commuter Vs performance seeker etc); the scooters are more of an urban phenomenon targeted at the female population (TVS Scooty, Hero Pleasure), male population (Hero Maestro) as well as unisex offerings (Honda Activa, TVS Wego)
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mopeds are targeted at the lower middle-class segment and derive a large part of their volume share from the rural sector where they are used as a utility vehicle bearing heavy loads on rough village roads. While each of the three sub-segments has distinctive growth drivers, we expect the scooters segment to maintain its pace of growth faster than that of the 2 wheeler industry as a whole. The faster volume growth of the scooters segment is expected to be driven by (a) growing acceptability of gearless scooters, particularly by women; (b) rising urbanization and increasing proportion of working women; (c) expanding product offerings in the scooters segment; and (d) comparatively lower base. Accordingly, ICRA expects the scooters segment to gradually increase its share in the domestic 2 wheeler market from 19.1 % in 2011 -12 to -27% by 2016-17.With this, the volumes in the domestic scooters market are estimated to get doubled by 2016-17 over the current levels. Trend in Sales Volumes and Market Share in Motorcycles Sales Volumes Analysis Motorcycles
Based on SIAM data, around 70% of the motorcycles sold in India in 2011-12 belonged to the 75-125cc (engine capacity) segment, bikes which are positioned for the mass commuter segment where better fuel economy and low price are the prime customer considerations. However, the volume share of this segment has been coming down over the years with the share gradually being taken away by bikes in the 125cc and 150cc segments. While the domestic motorcycles segment recorded a volume growth of 11.9%, the >125cc sub-segment grew at a relatively faster rate of 17.4% in 2011-12. With this, the contribution of the >125 cc segment to the total motorcycle segment volumes increased from 26.0% in 2009-10 to 29.7% in 2011-12.
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Market Share Trends The Indian motorcycles segment continues to be dominated by Hero Moto Corp, which has maintained its market share at -55% in the domestic motorcycles segment over the last several years, despite intensifying competition. The top three players accounted for 89.0% of the industry's volumes in 2011-12 (92.0% in 2007-08), with Honda emerging as the third largest player, having overtaken TVS since 2010-11. In the 75-125cc segment of motorcycles (that represented 70.3% of total motorcycles sales volumes in 2011-12), Hero Moto Corp continues to be a strong market leader with a share of 75.0% in 2011-12 (71.0% in 2010-11). In the >125cc segment of motorcycles, while Bajaj Auto continues to account for nearly half the segment's volumes (48.0% in 2011-12), it has been ceding market share to Honda and Yamaha, whose volumes in the >125cc segment grew significantly by 27.9% and 38.8%, respectively in 2011 -12. Medium Term Outlook ICRA expects the entry segment (bikes having price less than Rs. 40,000) volumes in the domestic market to grow at a much slower pace than the overall 2 wheeler industry and volume growth in this segment to be driven mainly by exports. This is because the segment is no longer a key focus area of OEMs due to limited scope for margin expansion. While the executive segment (bikes in the Rs. 40,000-50,000 price range) is expected to maintain its steady growth, competition is likely to intensify following aggressive model refurbishment and new model launch plans of most OEMs. The premium segment (bikes having price greater than Rs. 50,000) is expected to remain the fastest growing over the medium term, given the strong growth in purchasing power in the hands of middle-class urbanites, especially, in the age group of 20-30 years. This should also translate into superior profit margins for players that are stronger in the premium segment.
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Trend in Sales Volumes and Market Share in Scooters Sales Volumes Analysis Scooters
Barring Q1,2011-12, the growth in scooter segment's sales volumes has generally outperformed that of the motorcycles segment, partly due to the former's smaller base. In 2011-12, the sales volumes of the domestic scooters segment at 2.6 million units recorded a growth of 23.6%, higher than the 11.9% growth in motorcycle sales.
Market Share Trends Overall, Honda continues to maintain its leadership position in the scooters segment through its flagship brand Activa (besides Aviator and D/'o) enjoying a market share of 47.8% in 2011-12 (43.1% in 2010-11). While capacity shortfall at the company's plant at Manesar (Haryana) had restricted its volume growth in the recent past, the company began commercial production at its new plant at Tapukara (Rajasthan) in July 2011. This allowed the company to consolidate its market position during the last three quarters of 2011 -12. However, Hero MotoCorp's demonstrated success in improving market share
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(through its sole brand Pleasure) coupled with new scooter models launched by Hero MotoCorp (Maestro), TVS (Wego), Suzuki (Swish) in the recent past could imply shrinkage of market share gap between the market leader and others overtime. Medium Term Outlook ICRA expects the scooters segment to gradually increase its share in the domestic 2 wheeler market from 19.1 % in 2011 -12 to -27% by 2016-17, growing at 16% CAGR during this period. With this, the domestic scooters market is estimated to nearly double in size by 2016-17 over the current levels. Thus, even as a multitude of brands already dot the segment's landscape and more are expected to follow, the likely expansion in the pie should offer sufficient volumes for the industry to grow profitably.
Market Segmentation
150-220cc Motorcycle Segment
Characterized by high model clutter and high degree of market segmentation Monthly Sales Volumes (150-220cc)
The 150cc segment of motorcycles accounted for 17% of total motorcycle sales volumes in April 2012. These premium segment bikes are characterized by greater visual appeal, higher speeds, heady acceleration and superior ride, handling and braking attributes. The price point of these bikes starts from Rs. 60,000 (although there are few exceptions) and runs into lakhs of rupees as one goes up the engine capacity, power rating and technology ladder. This category is the most segmented and includes:
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Performance bikes, ranging from 150cc to 220 cc, and consisting of Bajaj Auto's Pulsar family, Hero Moto Corp's Achiever, CBZ Extreme, Hunk, Impulse and Karizma;, Honda's Unicorn, and TVS' Apache RTR, besides models from the stable of Suzuki and Yamaha Leisure bikes such as Royal Enfield's Bullet, Thunderbird Super bike range consisting of Bajaj Auto's Kawasaki Ninja, Honda's CB 1000R, Suzuki's Hayabusa, Yamaha's YZF-R1 and bikes introduced by Hyosung, Ducati.
The discussion in this section, however, is restricted to bikes in the 150-220cc segment. Overall, this segment is expected to remain the fastest growing one over the medium term, given the rising purchasing power of middle-class urbanites, especially in the age group of 20-30 years. This should also translate into superior profit margins for players that are stronger in the premium segment.
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COMPANY PROFILE
Background and inception of the company

TrichurVengaramSundaramIyengar, 1877 - 1955 was the founder of TVS Group. The TVS group was established in 1911 by Shri. T. V. SundaramIyengar. As one of Indias largest industrial entities it epitomizes Trust, Value and Service. It all began way back in 1984 when Sundaram Clayton Limited (A TVS Group Company) introduced its 50 CC mopeds in the arena of road racing, notching up unbelievable speeds of 105 kmph. Since then, there has been no looking back for TVS Motor Company. TVS Racing was established in 1987 with the objective of improving the performance of its bikes. Over the years it has provided valuable data, design inputs, development of reliable motorcycle models, excellent vehicle
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Dynamics & handling etc. The true evidence of it is seen in today's TVS Victor and TVS Fiero. Today, there are over thirty companies in the TVS Group, employing more than 40,000 people worldwide and with a turnover in excess of USD 2.2 billion. With steady growth, expansion and diversification, TVS commands a strong presence in manufacturing of two-wheelers, auto components and computer peripherals. We also have vibrant businesses in the distribution of heavy commercial vehicles passenger cars, finance and insurance. TVS Motor Company Limited, the flagship company of the USD 2.2 billion TVS Group, is the third largest two-wheeler manufacturer in India and among the top ten in the world, with an annual turnover of over USD 650 million. The year 1980 is one to be remembered for the Indian two-wheeler industry, with the roll out of TVS 50, India's first two-seater moped that ushered in an era of affordable personal transportation. For the Indian Automobile sector, it was a breakthrough to be etched in history. TVS Motor Company is the first two-wheeler manufacturer in the world to be honored with the hallmark of Japanese Quality The Deming Prize for Total Quality Management.
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Founder Country Year of Establishment Industry Business Group Employees Listings & its codes
Head Office
Factory
T V SundaramIyengar India August 1980 (TVS Group in 1911) Manufacturing of two-wheelers and auto components Mopeds,Ungeared scooters, TVS Group 9,633 (2010) NSE TVS -Suzuki Ltd: TVSSUZUKI TVS Motor Company Limited: TVSMOTOR TVS Motor Company Limited: TVS-SUZUKI BSE TVS Motor Company Ltd.: 532343 TVS Motor Company Jayalakshmi Estates V Floor 8, Haddows Road, Chennai - 600006 Tel.: +(91)-(44)-28272233 Fax: +(91)-(44)-28257121 Post Box No. 4 Harita, Hosur - 635 109 Tel.: +(91)-(4344)-276780 Fax: +(91)-(4344)-276878 Post Box No.1 Byathahalli Village, Kadakola Post Mysore - 571 311 Tel.: +(91)-(821)-2596561 Fax: +(91)-(821)-2596550/ 2596553 http://www.TVSmotor.in
Website
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TV SundaramIyengar and Sons Limited (TVSs) is the holding company for the TVS Group of companies engaged in the manufacturing of almost all kinds of automotive components, best two wheelers and a few other industrial products. They are also into the financial services sector. The turnover of the entire group was close to $2 billion in 2003.TVS was founded by T. V. SundaramIyengar in 1911. It is the only automotive manufacturer in India to get the prestigious Deming Prize. One of its subsidiaries Sundaram Clayton was the first company in India to receive the Deming allowed by Sundaram Brake Linings also getting the Deming Prize. This prize is "given to organizations or divisions of organizations that have achieved distinctive performance improvement through the application of TQM in a designated year." Sundaram Clayton went on to be awarded the Japan Quality Medal. The TVS group of companies is mainly situated in Padi, Tamil Nadu, in the outskirts of Chennai (formerly Madras).
TVS MOTORS TVS Motor Company has its origin in SUndaramCLayton Limited, Moped Division, started in 1980. The factory was started in Hosur, Tamilnadu in southern India. The first product launched was a 50 cc moped, which appealed to the masses because of its capability to carry two people. In the same location, the same promoters started another company in 1984, in collaboration with Suzuki Motor Corporation of Japan, for the manufacture of 100 cc motorcycles under the brand name of Ind-Suzuki Motorcycles. Subsequently in the moped division was bought by Ind Suzuki Motorcycles in 1987 and the company changed its name to TVS Suzuki Ltd. Even though the company started producing all kinds of two wheelers like mopeds, scooters and motorcycles, the collaboration with Suzuki continued for the motorcycles only. The collaboration with Suzuki Motor Corporation ended in 2001 and since then the name of the company changed to TVS Motor Company. The company now develops
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all types of two-wheelers through its own in house R&D facility and manufactures in three locations in India, Hosur in Tamilnadu, Mysore in Karnataka and Baddi in Himachal Pradesh. It has recently started a new manufacturing plant in Indonesia to cater to the South east Asian market. The Chairman and Managing Director of the Company is Mr. VenuSrinivasan who is the grandson of TV SundaramIyengar. BOARD OF DIRECTOR OF TVS Chairman and managing director Director Director Director Director Director Director Director Director Vice President Finance Secretary VenuSrinivasan GopalSrinivasan T.K.Balaji T. Kannan N. Ganga Ram C.R.Dua H. Lakshmanan T. R. Prasad T. R. Prasad S. G. Murali T.S.Rajagopalan
TVS Group Companies
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TVS Group The TVS Group is India's leading supplier of automotive components and one of the country's most respected business conglomerates. Originating as a transport company in 1911, it now comprises over 29 companies that operate in diverse fields like automotive component manufacturing, automotive dealerships and electronics. Underlying the success of the group is an ethos of commitment to the values of Quality, Service and Reliability. Continuous innovation and close customer interaction have enabled the Group to consolidate its position at the leading edge of the automotive industry.
THE MAJOR PRODUCTS
Motorcycles
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Fiero
TVS Star city deluxe TVS Star Sport TVS Fiero F2 TVS Fiero FX TVS Centra
TVS Victor (110 cc) TVS Victor GLX (125 cc) TVS Victor EDGE (125 cc) TVS Flame (125 cc, ccvti technology) TVS Apache (150 cc,13.7 Ps @8500rpm) TVS Apache RTR 160 TVS Apache RTR 160 EFI (Electronic Fuel Injection) TVS Phoenix
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Scooterettes
enz
Mopeds
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ORGANISATION STRUCTURE
Chairmen Board of directors
Vice preside Mktg.-sales
vice president Operations
vice president Service & HRD
vice president Finance
Gm Sales Mktg.
Gm Manufacturing
Gm Purchase Manager HRD General Manager Purchase Manager personnel
General Manager Finance
AGM Production & Planning
General Manager Service
Manager Finance
AGM Sales
AGM Publicity
AGM Mktg.
Purchase Officers General General Manager Manager Production & Technical Planning
Accounts Dept Personnel Area Manager
General Manager
Assistant Manager JR Level Officers Planning Sales officers Shop Floor Workers JR Level Officers Field service Production Engineer
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PRODUCT PROFILE
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DIFFERENT STYLES OF THE APACHE 160 RTR
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Technical Specification
ENGINE & TRANSMISSION Type Max. Power Max. Torque Bore & Stroke Compression Ratio Carburettor Valve Train Valves Per Cylinder Power to weight ratio Starting Ignition TRANSMISSION Clutch Gear Wet, Multi-Plate 5 Speed 4 Stroke, 159.7 cc, Single 11.19 Kw (15.2 Bhp) @ 8500 rpm 13.1 Nm @ 6000 rpm 62mm X 52.9 mm 9.5:1 Mikuni BS-26 2 Valves, Single Cam 2 Valves 111.76 Bhp / Ton Electric & Kick Start IDI-Dual mode digital ignition
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CHASSIS Type SUSPENSION Front Rear Telescopic Forks, 105mm Stroke Monotube Inverted Gas filled shox (MIG) With Spring Aid Double Cradle
BRAKES Front Rear WHEELS AND TYRES Rim size (Front) Rim size (Rear) Tyre size (Front) Tyre size (Rear) ELECTRICAL Head lamp Tail lamp Stop lamp Turn signal lamp DIMENSIONS & CAPACITY Length Width Height Wheelbase Saddle Height Ground Clearance Fuel tank capacity Reserve capacity Useable Reserve 2020 mm 730 mm 1050 mm 1300 mm 790 mm 180 mm 16.0 lit 2.5 lit 1.7 lit 35/35W Halogen HS1, Clear lens with MFR 5W 21 W 10 W 1.85 x 17 2.15 x 18 90/90 x 17 100/80 x 18 270 mm Petal Disc 130 mm Drum
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A BRIEF PROFILE ON BRIDGESTONE TVS
BRIDGESTONE TVS was established in the year 1987 in Rajajinagar, Bangalore. It is one of the most popular and full fledge dealers in the automobile section in Bangalore, and is placed second position in terms of sales and Services in Karnataka. BRIDGESTONE TVS is operated and managed by Mr. N.S. RAVI who is the General Manger of the company there are 33 people working in the service department and the total people working is almost 77, who creatively work for the welfare and growth of the company. The BRIDGESTONE TVS has strongly made a very strong and vital impression among the people for the two-wheeler section in Bangalore city. BRIDGESTONE TVS has caused an inevitable position for itself in the TVS family by virtue of being one of TVS most successful dealers and for the quality which they are providing there was an recognition and have been rewarded with the DEMING AWARD form JAPAN in the year 2000.
The objectives of the company are as follows Satisfaction of the customers Better quality service to its customer Satisfaction of the employees Good response to its customers
Sales The record of the sales in BRIDGESTONE TVS is incomparable. The sales of the vehicles in BRIDGESTONE TVS are 20 to 25 vehicles in a Day and out of those 3 vehicles are TVS ApacheRTR160 and the rest is other TVS vehicles. However the size of sales is expanding every year.
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SERVICE
However BRIDGESTONE TVS enjoys he distinctive features and reputation of leading their expertise in service of repairs of two-wheelers of all makes. There after sales service has been absolutely commendable in their efforts at keeping respect complaints in check. The commitment and case shown to the product and the consumers is explained and has drawn quite a few accordance from corporate clients and individuals alike.
BRIDGESTONE TVS has manpower strength of 33 experience and skilled personnel.
BRIDGESTONE TVS sprit of acknowledging, rewarding and encouraging outstanding performance, they have instituted best performance awards in various areas of criteria like skill initiative, attitude, attendance, quality, personal presentation, cooperation, friendliness etc. They work on philosophy that we finally believe in the culture that it requires a great office.
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SWOT 1. Finances backed by TVS motors 2. Good servicing 3. A good technical team 4. Large no. of dealers in the country 1. Inability to connect to the larger audience of bike riders who want style 2. Limited advertising as compared to other leading brands
Strength
Weakness
Opportunity
1. Expansion in the rural market 2. Image makeover to compete with bikes in the high price segment 3. Use of new technology to give maximum benefit and derive more profit 1. New entrants 2. Competitors
Threats
TVS Motor Company Mission We are committed to being a highly profitable, socially responsible, and leading manufacturer of high value for money, environmentally friendly, lifetime personal transportation products under the TVS brand, for customers predominantly in Asian markets and to provide fulfillment and prosperity for employees, dealers and suppliers. TVS Motor Company-Vision TVS Motor will be responsive to customer requirements consonant with its core competence and profitability. TVS Motor will provide total customer satisfaction by giving the customer the right product, at the right price, at the right time.
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CHAPTER 5 DATA ANALYSIS AND INTREPRETATION
TABLE: 1 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF AGE Age Below-20 20-30 30-40 Above-40 Total No. of respondents 20 51 19 10 100 Percentage 20% 51% 19% 10% 100%
Concept of the table
The above table shows the classification of respondents on the basis of age
Analysis Majority of the respondents belongs to the age group between 20-30 (51%). The next highest number of respondents belongs to the age group of 30 and 40 (19%), 20% of the respondents are below 20 years of age just 10% respondents are above 40 years of age
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GRAPH-1
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF AGE

60% 50% 40% 30% 20% 10% 0% Below-20 20-30 30-40 Above-40
Inference Hence it can be inferred that majority respondents are between age group of 20-30 years.
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TABLE: 2 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF OCCUPATION
Occupation Business Student Govt.employee Professional Pvt.employee Total
No. of respondents 20 28 10 25 17 100
Percentage 20% 28% 10% 25% 17% 100%
The above table shows classification of respondents on the basis of occupation.
Analysis
Maximum of 28 % of the respondents belong to study category. Another 25 % are professional. Businessman occupies 20 % share of the respondents.10 % of the govt. employees. Private employees occupy 17 % of the total sample survey
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GRAPH-2 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF OCCUPATION
30% 25% 20% 15% 10% 5% 0% Business Student govt. employee professional pvt. Employee
Inference Hence it can be inferred that majority respondents are students.
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TABLE: 3 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF INCOME
Income 50-000-100000 100001-150000 150001-200000 Above-200000 Nil Total
No. of Respondents 39 21 10 7 23 100
Percentage 39% 21% 10% 7% 23% 100%
The above table shows classification of respondents on the basis of income
Analysis
39 % of the respondents have an annul income between Rs 50000-100000, 21 % earns between 100001-150000 in a year, 10% earn between Rs. 15001-200000. Respondents whose annul income in above Rs. 200000 one just 7 % of the total, 23 % have no income at all.
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GRAPH-3 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF INCOME
45 40 35 30 25 20 15 10 5 0 50-000-100000 100001-150000 150001-200000 Above-200000 Nil
Inference
Hence it can be inferred that majority respondents belongs to an income group of 50000-100000.
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TABLE: 4 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF AWARENESS OF VARIOUS BRANDS OF TWO-WHEELERS
Brand name TVS APACHE RTR160 BAJAJ PULSAR HONDA UNICON YAMAHA RX SUZUKI Concept of the table
No. of respondents 80 75 85 45 50
Percentage 80% 75% 85% 45% 50%
The above table shows classifications of respondents on the basis of awareness of various brands of two-wheelers
Analysis
The survey depicts that the respondents are aware of the Bike TVS Apachee RTR160 is 80% compare to other products like Bajaj Pulsar is 75%, Honda Unicorn is 85%, Yamaha RX is 45% and Suzuki is 50%.
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GRAPH-4 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF AWARENESS OF VARIOUS BRANDS OF TWO-WHEELERS
90 80 70 60 50 40 30 20 10 0 TVS APACHE RTR160 BAJAJ PULSAR HONDA UNICON YAMAHA RX SUZUKI
Series1
Inference
Hence it can be inferred that Brand awareness of TVS Apachee RTR160 is low compared to Honda Unicorn. But it is high when compared to other Brands.
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TABLE-5 SHOWING MARKS GIVEN BY RESPONDENTS TO VARIOUS ATTRIBUTES OF MOTOR BIKE ATTRIBUTES Aesthetics Mileage Price Riding Comfort Maintenance Power & Pick up After Sale Service Availability of spares Road grip Electronical &lighting Technology & Engineering Resale value Concept of the table The above table shows marks given by respondents to various attributes of MOTOR BIKE Analysis According to the survey 73 % respondent have given maximum importance to power and pick. The next most important attribute respondents look for in a Motor bike is mileage according to 72 % respondent. Technology and engineering is also one of the most important attribute people look for in Motor bike according 66% respondent. During comfort, road grip, availability of spares and maintenance are among the next essential attributes in a Motor bike are the other important attributes. 1-4 14 18 4 7 5 1 5 7 6 12 3 12 5-7 30 20 36 36 32 26 45 32 31 31 39 33 8-10 56 72 60 57 63 73 50 61 63 49 66 55 Total 100 100 100 100 100 100 100 100 100 100 100 100
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GRAPH-5 SHOWING MARKS GIVEN BY RESPONDENTS TO VARIOUS ATTRIBUTES OF MOTOR BIKE
80 70 60 50 40 30 20 10 0 Aesthetics Mileage Power & Pick Riding Comfort Maintenance up Price Series1 Series2 Series3
70 60 50 40
Series1 Series2
30
20 10 0 After Sale Availability of Road grip Service spares Electronical Technology & Resale value &lighting Engineering
Series3
Inference Hence it can be inferred that majority respondents prefer power and pick up followed by maintenance.
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TABLE-6 SHOWING PREFERENCE IN CHOICE OF BRAND OF MOTOR BIKE
Brands TVS APACHE RTR160 BAJAJ PULSAR HONDA UNICON YAMAHA RX Total Concept of the table
No. of Respondents 44 20 15 21 100
Percentage 44% 20% 15% 21% 100
The above table shows preference in choice of brand of motor bike.
Analysis
A maximum of 44% of the nonuser respondents wanted to buy TVS APACHE RTR160. The other brand names preferred are YAMAHA RX by 21%, BAJAJ PULSAR by 20% and HONDA UNICON by 15 % of the respondents.
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GRAPH-6 SHOWING PREFERENCE IN CHOICE OF BRAND OF MOTOR BIKE

50 45 40 35 30 25 20 15 10 5 0 TVS APACHE RTR160 BAJAJ PULSAR HONDA UNICON YAMAHA RX Series1
Inference
Hence it can be inferred that majority respondents prefer TVS APACHE RTR160 and followed by various other of two-wheelers.
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TABLE-7 SHOWING WHETHER THE USER USING TWO WHEELER BEFORE PURCHASE OF TVS APACHE RTR160 Responses Yes No Total No. of Respondents 73 27 100 Percentage 73% 27% 100%
The above table shows whether the user possessed two wheeler prior to the purchase of TVS APACHE RTR160.
Analysis
Among the total number of users 73% had a vehicle before buying TVS APACHE RTR160. Just 27% of the users did not have a vehicle before.
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GRAPH-7 SHOWING WHETHER THE USER USING TWO WHEELER BEFORE PURCHASE OF TVS APACHE RTR160
27% 73%
Yes No
Inference
Hence it can be inferred that majority respondents had a vehicle before buying TVS APACHE RTR160.
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TABLE -8 SHOWING SOURCES OF INFORMATION ABOUT TVS APACHE RTR160 Media Print media Electronic media Family and friends Others Total No. of Respondents 33 17 42 8 100 Percentage 33% 17% 42% 8% 100%
Note: Respondents have given multiple answer choices
The above table shows sources of information about TVS APACHE RTR160.
Analysis
The major source of information through which people got to know more about TVS APACHE RTR160 are family and friends 42%, print media 33% and electronic media17% others 8% are also effective source of information to the public.
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GRAPH-8 SHOWING SOURCES OF INFORMATION ABOUT TVS APACHE RTR160

45 40 35 30 25 20 15 10 5 0 Print media Electronic media Family and friends Others
Inference
Hence it can be inferred that majority of respondents received the information by family and friends.
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TABLE-9 SHOWING WHETHER THE USER FACED ANY PROBLEM WITH TVS APACHE RTR160
Responses Yes No Total Concept of the table
No. of Respondents 7 93 100
Percentage 7% 93% 100%
The above table shows whether the users faced any problem with TVS APACHE RTR160.
Analysis
Among the total number of users 93% did not face any problem with the Bike and its performance. A minority of 7% respondents faced a few problems.
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GRAPH-9 SHOWING WHETHER THE USER FACED ANY PROBLEM WITH TVS APACHE RTR160
7%
Yes
93%
No
Inference
Hence it can be inferred that majority respondents did not faced any problems with TVS APACHE RTR160.
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TABLE-10 SHOWING VARIOUS SUGGESTIONS GIVEN BY RESPONDENTS TO OVERCOME THE PROBLEMS FACED. No. of Respondents 25 25 25 25 100 percentage 25% 25% 25% 25% 100%
Increase mileage Colors Increase Adds Lower maintenance Total
The above table shows various suggestions given by respondent to overcome the problems faced.
Analysis
To overcome the problems with the scooter the respondents suggest that there should be increase mileage, its maintenance should be low, the vehicle should be left with some more new colours, proper guidance regarding the care and maintenance of the scooter should be given to the customers.
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GRAPH-10
SHOWING VARIOUS SUGGESTIONS GIVEN BY RESPONDENTS TO OVERCOME THE PROBLEMS FACED
25% 25%
25% 25%
Increase mileage Colours Increase Adds Lower maintenance
Inference
Hence it can be inferred that majority respondents suggested various aspects like, increase in mileage, its maintenance should be low, the vehicle should be left with some more new colors etc.
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CHAPTER-6 FINDINGS AND SUGGESTIONS FINDINGS 1. 51 % of the respondents in the age group of 30-40 are aware of the bikes promoted by the competitors 2. 28 % of the respondents are the students who have a passion towards the bike with high engine capacity and mileage. 3. 39% of the respondents belongs to level of Income between50,000-100000 people purchase the vehicle highly. the
4. The company Brand awareness is low compared to Honda Unicorn but when compared with the other Brands it is aware to customers. 5. The majority of respondents prefer the Power & Pick up, Mileage even though Road Grip also has its effective feature. 6. 44% of respondents prefer TVS APACHE RTR160 followed by 20% of the BAJAJ PULSAR and 15% other Brands of the two-wheelers. 7. The 60% of the respondents prefers TVS APACHE RTR160 and followed by various other Brands of the two wheelers. 8. The 50% of the respondents had a two wheeler before buying TVS APACHE RTR160. 9. The majority of the 42% respondents received the information by Family & Friends. 10.93% of the majority of the respondents did not face any problems with TVS APACHE RTR160. 11.The majority of the respondents suggested the various aspects like increase in Mileage, its maintenance should be low, the vehicle should be left with some more new colors etc.
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SUGGESTIONS 1. The company has to take initiative and further stages to improve the all aged persons not only can use the Bike but also they can influence to others like promotional activities. 2. The company has to enhance the motivation activities through media or other activities to influence the Business mans, Govt and Private Employees to buy this product. 3. The company has to take promotional activities to cover all the level of income people. 4. The company has to increase sustainable competitive advertisement with respective products to enhance the company Brand awareness. 5. The Brand penetrate into the Market with respected other new designs and features to enhance the sales. 6. It reveals that the company products highly competitive compared with other products. 7. The company has to provide or make aware of the loan schemes and easy installment schemes and other Financial Benefits to remaining 40% of customers 8. The company has to deliver the product as soon as possible to customer demands and Market Demands. 9. The company fulfilled of product demand and it has to increase its Brand lines. 10.The company to increase the sales and Brand awareness vital important is customer loyalty, branches effective service and other promotional activities. 11.The company has to constantly maintain the good service, mileage, road grip, design and other activities.
12.Overall finding concludes that the product would not have faced the problem but remaining activities enhance it to keep good and effective Marketing Strategy and Flexibility of the Product.
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CONCLUSION
TVS Motors company is one of the top company in the global level with regarding all competitive advertisements and features. The analysis concludes that potential of this product is very keen in sales activities and good server of customers in the society.
The company has to come out with according to Marketing Potentiality with products Brand awareness and react with Marketing flexibility and customers wants, needs and Demands with companies all resources.
Hence company also took place in Market with sustainable competitive sales also acquired with regarding new features and this product also moving in Market effectively
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BIBLIOGRAPHY
BOOKS :
Principles of Marketing Marketing Management Modern Marketing
: Philip Kotler : S.A.Sherlekar, Reddy, Appannaiah : R.N.S.Pillai and Bagavati
Journals and magazines : Indian express The times of India Auto India Car and bike international overdrive WEBSITE: www.google.com www.interbrand.com www.businessweek.com
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Questionnaires
Dear Sir I am DURGESH.C the student of MBA 3rd semester studying in Department of MBA in Tumkur University. I am conducting a survey to prepare a report on MARKET POTENTIAL AND BRAND AWARENESS TOWARDS TVS APACHE RTR160
I assure you that the information provided by you will be kept confidential and strictly restricted only for academic purpose.
(PLEASE PUT TICK MARK WHERE EVER NECESSARY) 1. NAME :
2. ADDRESS
3. AGE
: BELOW 20 20-30 30-40 40 & ABOVE
( ( ( (
) ) ) )
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5. OCCUPATION
: BUSINESS GOVERNMENT EMLOYEE PVT.EMPLOYEE STUDENT PROFESSIONAL
( ) ( ( ( ( ) ) ) )
OTHERS, PLEASE SPECIFY,
6. Income (PA) Less than : 50,000-1, 00,000 1, 00,001-1, 50,000 1, 50,001-2, 00,000 Above 2, 00,000
( ( ( (
) ) ) )
7. Do you know that different brand of two wheelers? BRAND TVS APACHE RTR160 BAJAJ PULSAR HONDA UNICON YAMAHA FAZER SUZUKI AWARENESS Yes ( ) No ( ) Yes ( ) No ( ) Yes ( ) No ( ) Yes ( ) Yes ( ) No ( ) No ( )
8. Please rate the following attributes of a two wheeler according to your degree of importance (1-10). ATTRIBUTES Brand Loyalty Mileage Power & Pick up Riding Comfort Maintenance Price After Sale Service Availability of spares Road grip RANKING
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9. What was your intention behind deciding for TVS APACHE RTR160? 1 2 3 4 5 6 More power Mileage Good aesthetics Technology/Engineering Brand Loyalty Others specify [ [ [ [ [ [ ] ] ] ] ] ]
10. Were you using a two wheeler before using TVS APACHE?
Yes No
[ [
] ]
11. What was your source of information & inspection? Print Media Family & Friends Others (Specify) [ [ ] ] Electronic media Demo or display [ [ ] ]
12. Have you faced & problems with your vehicle? Yes [ ] No [ ]
If yes state them..
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13. Your Suggestions for Improving TVS APACHE RTR160.
DATE : PLACE :
SIGNATURE
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Market Potential and Brand Awareness Towards TVS ApacheRTR160

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Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

d) Objective of the study:

Sample size for project work

Market Potential and Brand Awareness Towards TVS ApacheRTR160

III. Designing for questionnaires:

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Limitations of the study:

4. The duration for the survey was very less.

Market Potential and Brand Awareness Towards TVS ApacheRTR160

covered in most texts on

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Total Market Potential Area Market Potential

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

CHAPTER 4 INDUSTRY PROFILE

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Industry volume growth expected to gear down to 8-9% in 2012-13

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Segmental Analysis of the 2 wheeler Industry

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Background and inception of the company

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

TVS Group Companies

Market Potential and Brand Awareness Towards TVS ApacheRTR160

THE MAJOR PRODUCTS

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Market Potential and Brand Awareness Towards TVS ApacheRTR160

Vice preside Mktg.-sales

vice president Operations

vice president Service & HRD

vice president Finance

Gm Purchase Manager HRD General Manager Purchase Manager personnel