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INDEX
S.No: CHAPTER PAGE NO.
1. CHAPTER-1
INTRODUCTION
3. CHAPTER-1II
REVIEW OF LITERATURE
4. CHAPTER-1V
DATA ANALYSIS AND
INTERPRETATION
5. CHAPTER-V
FINDINGS
SUGGESTIONS
CONCLUSION
BIBLIOGRAPHY
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Hero
CHAPTER-I
INTRODUCTION
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seen from the change in composition of two wheeler sales, where the
motorcycles have gained market share from the scooter and moped or
scooterette segments.
The Hero group of companies in India merged with the Honda Motor
Company of Japan in creating a No.1 mantle in the making of the company
Hero. Hero began operations with the establishment of the Dharuhera plant in
1985. This fully automated plant is equipped with state-of-the-art machinery,
in-house R&D set up, and today it produces a bike every 30 seconds. To meet
the growing demand, Hero opened another unit at Gurgaon, using FMS
technology. It is rated as one of the most modern motorcycle manufacturing
plants in the world. The plant produces 1,800 bikes everyday.
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Hero, the world’s number .1 bikes have started in early 80’s. The brand
image, quality maintenance, mileage and the style of the vehicle attracted a
large number of customers and thus made it as the No.1 bike.
The two-wheeler industry has been expanding rapidly. Gone are the
days when possessing a two-wheeler was seen as a luxury. Now days, it is
viewed as a mere necessity.
Prior, sale of two-wheelers was mainly confined to urban areas but lately
in rural areas the bicycles are being replaced by power driven two-wheelers
such as scooters, motorcycles.
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Not only this, this industry has also customers ranging from all
demographic segments. It has been common sights that even school going
children are driving two-wheelers. The women customers are also increasing
due to increase in women literacy and employment.
Therefore, keeping the above stated objective in mind, this study was
conducted to ascertain the customer’s satisfaction towards Hero two-wheelers
in Hero Motocorp Ltd. In view of this, a detailed study of customer
preferences, levels of satisfaction and their complaints and suggestions was
undertaken.
OBJECTIVES
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Primary Data:
Secondary Data:
LIMITATIONS
1. The areas which were selected were limited only to Hyderabad i.e., the
3. Since the study involved in gathering information was from upper to higher-
5. Even though utmost care has been taken in conducting the survey, the
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CHAPTER-II
INDUSTRY PROFILE
The Indian two-wheeler contributes the largest volume 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-thru. The market primarily comprises five players in
the two-wheelers segment with the most of the companies having foreign
collaboration with well-known Japanese firms earlier. But most of the
companies are now planning 100% subsidiaries in India.
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Major part of the growth in the two-wheeler industry has come from
motorcycle especially, the Indo-Japanese 100cc motorcycles, which are
considered, fuel efficient, reliable and suited for rough roads.
With sales of over three million vehicles, India is the second largest two-
wheeler market in the world. Vehicle has become a necessity for day-to-day
busy life, with the accelerated industrial and business activity in a liberalized
environment. However, given the limited purchasing power and to high cost of
cars, majority of the middle class vehicle users prefer two wheelers.
With sales of over million vehicles, India is the second largest two-
wheelers market in the world. China is the market leader with around 51
percent of the Asia Market, India, Thailand; Indonesia & Taiwan are the other
key markets for two-wheelers with market share of 19 percent, 10 percent, 9
percent and 5 percent respectively.
In the last four to five years, the two-wheeler market has witnessed a
market 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
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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 the new models. Excise duty on motorcycles has been
reduced from 32% to 24%, resulting in price reduction, which has aided in
propelling the demand for motorcycles. Fierce competition has also forced
players to cut prices of certain models.
Competition has intensified over the last couple of years altering the
dynamics in the motorcycle segment with various companies planning to cash
in on this spurt in demand by calling off their JVs like Suzuki Motors planning
to break off with TVS. Recently, Honda Corporation of Japan announced its
intentions to set up a 100% subsidiary to manufacture scooters and
motorcycles. Other players in the two-wheeler industry include Bajaj Auto
Ltd., Kinetic Motor Co.Ltd. LML and Escorts Yamaha. Low interest regime
has helped in reducing cost of loans, which will help in boosting sales of 2-
wheelers, since 80% of the two-wheelers are credit –stimulated.
Another highlights are that the motorcycle sales have surpassed the
scooter sales for the first time in 1998-99. Until then, motorcycle sales were
always trailing behind.
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The net result is that motorcycles now account for 41 percent of the two-
wheeler market, while scooters account for 36 percent. Mopeds have been able
to hold their own at about 21 percent.
GROWTH MOTORCYCLES
It is therefore not surprising that every major player is trying to get into
the Motorcycle market to have a piece of the cake.
The scooter manufactures have to watch this phenomenon and bring our
many new product variants in the right price slots to sustain their shares in the
market. The moped market has been steady with an average growth of 3
percent. It is dominated by TVS which holds 48 percent market share followed
by Kinetic and Majestic Auto at 23 percent and 18 percent respectively.
In each segment, there is a wide gap between the first two contenders,
which makes their products positioning and marketing strategies most
interesting. The two wheelers market seems to be maturing. There are the usual
their conventional segment of scooters, mopeds and motorcycles. Two new
segments are being created.
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NEW SEGMENTS
A Step is through segment like Kinetic K4-100, Honda Street, Bajaj M-
80, which is quite close to the motorcycle segment. The other segment is
scooterettes or mini scooters in which vehicles such as Kinetic SX/Style, TVS
Scooty, Hero Winner, Bajaaj Sunny/Sprite/Saffire and LML trendy can be
considered. These are vehicles under 75 cc and largely targeted at the youth
market such as college students, young boys and girls and new couples. They
get the advantage of lower excise duty at 16 percent as compared to 24 percent
applicable over 75 cc. The trend is towards push button start vehicles.
Among the majors in the two-wheeler industry, first quarter figure for
the current year of some players have been encouraging. The company sold
313,303 units last month as compared to 325,360 units in the same month last
year. With this, BAL has recorded as 87 percent growth in the motorcycle
segment in the first quarter with sales of 130,577 units (93,631 units in the
corresponding period last year) BAL estimates market share of the first quarter-
Geared scooters 75.9%, unguarded scooters- 16.5%, Step-thrus-72.3% and
motorcycle-20.5%.
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The current year therefore promises to be a testing time for the two-
wheeler industry. Industry pundits feel that an overall growth rater of 5 percent
should be possible as against 9 percent projected earlier. The sales volume
therefore is expected to be around 3.8 million in 2000-2001.
DRAMATIC CHANGES:
The coming years will see increasing competition due to the parity in
products and price. The only differentiators will be technology, quality, product
range and service. Imaginative marketing will emphasize relationship building,
Customer Relationship Management and relationship. All is exploring new
techniques such as direct marketing and institutional sales. Some of them are
taking the vehicle actually to the customers doorstep. Now the customer is the
king.
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In 1948, Bajaj Auto began trading in imported Vespa scooters and three
wheelers. Finally, in 1980, it setup a shop to manufacture them in technical
collaboration with Piaggio of Italy. The agreement expired in 1971.
In the initial stages, API it was later overtaken by Bajaj Auto dominating
the scooter segment. Although various Government and Private enterprises
entered the fray for scooters, the only new player that has lasted until today is
LML.
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The first Japanese motorcycles were introduced in the early eighties. TYS
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 90’s 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 50’s, 60’s and70’s when the
government prohibited new entries and strictly controlled capacity expansion.
The industry saw a sudden growth in the 80’s. The industry witnessed a steady
growth of 14% leading to a peak volume of 1.9mm vehicles in 1990.
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The reasons for recession in the sector were the incessant rise in fuel
price, high input costs and reduced purchasing power due to significant rise in
general price level and credit crunch in consumer financing. Factors as if
increased production in 1992, due to new entrants coupled with the recession in
the industry resulted in either company reporting losses or fail in profits.
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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%; Bajaj Tempo, Greaves Ltd and Scooters in India share the rest.
PENETRATION OF TWO-WHEELERS:
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COMPANY PROFILE
FILL IT. SHUT IT. FORGET IT
When Hero Cycles and Honda Motor Company of Japan inked their
joint venture in India in April 1984, few could have imagined that the two
would go on to create history and become the subject of a case study at
business schools, internationally.
But that's the Hero saga for you. In a little over two decades, the world's
largest manufacturer of bicycles and the global leader in motorcycles have
created not only the world's single largest motorcycle company but also the
most endearing and successful joint venture for Honda Motor Company
worldwide. The company has sold over 15 million motorcycles and has
consistently grown at double digits since its inception and today, every second
motorcycle sold in the country is a Hero.
In this period, Hero has set up over 2400 customer touch points,
comprising a mix of dealers, service centres and stockists across rural and
urban India. Today, Hero is an amalgam of winning networks and relationships
with internal and external stakeholders, including Investors, Dealers, Vendors
and Employees. These relationships have helped the company hold on to the
mantle of World No.1 for years in succession.
What makes Hero well, Hero, is synergy. The two partners, leaders in
their respective domains, have been able to consistently draw on each other's
strengths. The Hero Group's deep domain knowledge of the Indian market and
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Hero
its supplier network has meshed with Honda's mastery over four-stroke engine
technology to create modern and fuel-efficient machines at affordable prices
for India 's 250-300 million strong middle class.
Progressively through the 1980s, the 1990s and now in the 2000s, Hero
has relied on 3 R's-- Reach, Research and Reliability as its basic building
blocks. Using feedback from the market, a fully-equipped R&D center has
consistently created best practices in designing, testing and harmonization,
besides placing strong emphasis on road safety and ride quality. This emphasis
has helped Hero build products that are ahead of their time.
In the 1980s, for example, Hero became the first company in India to
prove that it was possible to drive a vehicle without polluting the roads. The
company introduced new generation motorcycles that set industry benchmarks
for fuel thrift and low emission. A legendary 'Fill it - Shut it - Forget it'
campaign captured the imagination of commuters across India , and Hero sold
millions of bikes purely on the commitment of increased mileage.
Hero was also one of India 's first automotive companies to get close to
the customer. Over the years, feedback has flowed back and forth seamlessly
through a unique CRM program - the Hero Passport Program which now
has over 2.5 million members on its roster. The program has not only helped
Hero understand its customers and deliver value at different price points, but
has also created a loyal community of brand ambassadors.
The best is yet to come. Hero is powering its way through a market that
is still to unleash its true potential, as barely two per cent of the population has
been penetrated so far!
It isn't surprising that the company is in no mood to take its hand off the
throttle. As Brijmohan Lall Munjal, the Chairman, Hero Motocorp succinctly
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puts it, "We pioneered India's motorcycle industry, and it's our
responsibility now to take the industry to the next level. We'll do all it
takes to reach there.''
HERO'S MISSION
This mission is what drives Hero to new heights in excellence and helps
the organization forge a unique and mutually beneficial relationship with all its
stake holders.
HERO'S MANDATE
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In a scenario where the customer had a few choices, our vision was to
offer the highest quality at a reasonable price, to meet our customer’s
expectations, and to exceed them.
Brijmohan Lall
Chairman
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Hero
Don't dream if you can't fulfill your dreams,'' Brijmohan Lall Munjal is
often fond of saying. The founder and patriarch of the $ 2.8 billion Hero Group
is your classic first generation entrepreneur. He is a man who started small,
dreamt big and used a combination of grit and perseverance to create one of the
country's largest corporate groups and the World's No.1 Two Wheeler
Company.
Instinctive from a young age, Brijmohan Lall made a rather unusual start
in life. Around the time when the freedom movement in India was taking shape
in the late 1920s, he walked into a newly opened Gurukul (Indian heritage
school) near his home in Kamalia (now in Pakistan ). He was only six years old
then.
Building Relationships
When Brijmohan and his brothers started out, there was no concept of
organized dealer networks. Companies just produced, and most dealers
functioned like traders. Brijmohan changed the rules of the business by trusting
his gut instincts; introducing business norms that were ahead of their time, and
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Besides bonding with his vendors and dealers, Brijmohan has been
personally responsible for kindling a spirit of entrepreneurship amongst his
employees, and today, 40 of his former employees are successful
entrepreneurs.
Staying Ahead
Time and again, Brijmohan managed to steal a march over his industry
peers. For example, when Honda Motors of Japan was looking for a
collaborator in the 1980s, the Hero Group was not high up the pecking order
initially as there were other more eligible and established suitors.
Yet it didn't take long for the astute Japanese to realize that the Hero Group and
Honda had much more in common than earlier perceived; there a sharp focus
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on financial and raw material management, and employee turnover was low.
Honda officials were also amazed to find that the Munjals were already
practicing "Just-in-time-inventory" at the time (JIT). It turned out that
Brijmohan Lall's aspiration to provide cheap transportation to India 's poor by
default ensured lean and cost-effective operations. This in turn increased
vendor efficiency and led to near-zero inventories.
A Corporate Citizen
There is a special place in his heart for Ludhiana , the city where he took
roots. Today, Ludhiana is a modern, bustling city, but Brijmohan has played no
mean role in its evolution. Several schools and educational institutions in
Ludhiana owe their existence to the Munjal family.
In and around Dharuhera, near the first Hero plant, Brijmohan and his
family have left their stamp of philanthropy. The Raman Kant Munjal
Foundation - which Brijmohan set up in memory of his eldest son, today runs a
higher secondary school and a very modern and well-equipped 100-bed
hospital at Dharuhera. The group has also adopted numerous villages and
provides education, vocational training, drinking water, roads, streetlights and
sewerage.
PROMINENT AWARDS AND ACCOLADES
TO THE CHAIRMAN
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BOARD OF DIRECTORS
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CODE OF CONDUCT
1. INTRODUCTION
This Code of Conduct has been adopted by the Board of Directors of Hero
Motocorp Limited for its members and the Senior executives one level below,
the Directors, including all functional heads (hereinafter referred to as
"Specified employee").
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There are certain clauses of the Code, which are meant for Directors only
such as attending meetings of the Board and Committee thereof. The Specified
employees need to ignore such clauses.
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V. FAIR DEALING
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Director and Specified employees should observe all applicable laws and
regulations including the Company policies and Codes as applicable to them
with respect to the purchase and sale of the Company's securities.
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XI. NON-COMPLIANCE
XII. EMPLOYEES
The Director and Specified employee should respect each and every
employee of the Company, treat each of them in a fair and equitable manner;
respect their privacy and not to share/disclose their personal information
without their prior consent; maintain non-discriminatory approach and refrain
from harassing employees, making sexual advancements, coercion, threat by
virtue of his/her position with the Company.
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XIII. CUSTOMERS
XIV. SHAREHOLDERS
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The Raman Munjal Vidya Mandir began with three classes (up to
class II) and 55 students from nearby areas. It has now grown into a modern
Senior Secondary, CBSE affiliated co-educational school with over 1200
students and 61 teachers. The school has a spacious playground, an ultra-
modern laboratory, a well-equipped audio visual room, an activity room, a
well-stocked library and a computer centre.
near future, sports academies are planned for volley ball and basket ball, in
collaboration with National Sports Authority of India
In order to help local rural people, especially women, Hero has set up a
Vocational Training Centre. So far 26 batches comprising of nearly 625 women
have been trained in tailoring, embroidery and knitting. The Company has
helped women trained at this center to set up a production unit to stitch
uniforms for Hero employees. Interestingly, most of the women are now self-
employed.
Marriages are organized from time to time, particularly for girls from
backward classes, by the Foundation by providing financial help and other
support to the families.
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and medical camps are now a regular feature in the Hero Group's community
outreach program.
KEY POLICIES
At Hero, our goal is not only to sell you a bike, but also to help you
every step of the way in making your world a better place to live in. Besides its
will to provide a high-quality service to all of its customers, Hero takes a stand
as a socially responsible enterprise respectful of its environment and respectful
of the important issues.
"We must do something for the community from whose land we generate
our wealth."
Environment Policy
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Quality Policy
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Safety Policy
SALES PERFORMANCE
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New Delhi, Saturday, July 01, 2006: Hero, the 'World No.1' two-
wheeler company, continues to strengthen its leadership in the Indian two-
wheeler industry, registering impressive growth in sales in the first quarter of
the FY 2006 - 07.
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Hero
For the quarter ending June 2006, the company achieved cumulative
sales of 8,32,692 units, recording a growth of 21.29% compared to the same
period last year. During the corresponding period last Financial Year, the
company had recorded sales of 6,86,494 units in the first quarter ending June
2005.
New Delhi, Wednesday, March 01, 2006: Hero, the ‘World No. 1’ two-
wheeler company for the fifth year in a row, has continued to exhibit a leader’s
performance in the first couple of months in 2006.
During the month of February 2006, the company sold 2,50,695 units, as
compared to 2,23,546 motorcycles sold during February 2005. This translates
into a growth of 12.14 per cent in sales volume.
The cumulative sales of the company for the period April 2005 -
February 2006 also witnessed a notable jump of 3,38,632 units, from 23,89,807
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Hero
to 27,28,439 units during the corresponding period last year. This reflects a
growth of 14.16 percent.
In January 2006, Hero rolled out its first 100cc gearless scooter the
“Pleasure” across India. The company also launched 22 first ever women-
exclusive scooter showrooms “Just4her” across the country. “Just4her” is a
unique concept pioneered by Hero Motocorp targeting the women customers.
In January 2006, Hero was also conferred the honor of the “Bike Maker
of the Year” by NDTV Profit-Bike and Car for the year 2005. Additionally its
150 cc offering Achiever received the coveted ‘Bike of the Year’ award.
Achiever and Glamour also received the best bike awards for their respective
categories. The most desirable amongst these awards, the ‘NDTV Viewers’
Choice’ award in the bike category was also awarded to Hero Glamour, truly
exemplifying the customers’ enduring trust and faith in the company.
New Delhi, Wednesday, February 01, 2006: Hero, the ‘World No 1’ two-
wheeler company for the fifth consecutive year, has continued to exhibit a
leader’s performance in the first month of the New Year.
The cumulative sales of the company for the period April 2005 - January
2006 has also increased to 24,77,744 motorcycles, a notable jump from
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Hero
21,66,261 motorcycles during the corresponding period last year. This reflects
a growth of 14.3 %.
In the month of January, Hero rolled out its first scooter, the 100cc
“Pleasure” and launched 22 women-exclusive scooter showrooms “Just4her”
across the country. The cities where “Just4her” showrooms were launched
include Lucknow, Delhi, Ahmedabad, Pune (two showrooms), Bangalore,
Hyderabad, Baroda, Madgaon, Chennai (two showrooms), Chandigarh,
Ludhiana, Jaipur, Nagpur, Jamshedpur, Bhubaneswar, Guwahati, Coimbatore,
Cochin, Indore and Raipur.
The month of January also saw Hero being conferred the honour of the
“Bike Maker of the Year” by NDTV Profit-Bike and Car for the year 2005.
Additionally its 150 cc offering Achiever received the coveted ‘Bike of the
Year’ award. Achiever and Glamour also received the best bike awards for their
respective categories. The most desirable amongst these awards, the ‘NDTV
Viewers Choice’ award in the bike category was also awarded to Hero
Glamour, truly exemplifying the customers’ enduring trust and faith in the
company.
New Delhi, Monday, January 02, 2006: Hero, the ‘World No. 1’ two-
wheeler company, set precedence in the industry by registering an unparalleled
growth throughout the calendar year (CY) 2005. In the year that logged an
impressive growth in the two-wheeler sector, Hero continued to exceed
expectations by selling a staggering 29,16,523 motorcycles during the calendar
year 2005. This converts to a growth of 15.3 per cent over CY ’04 where the
company sold 25,28,699 bikes.
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Hero
The calendar year 2005 also saw a slew of new launches in various
segments by the company. One of the biggest milestones was the launch of
‘Pleasure’- the first scooter by Hero. ‘Pleasure’ which is slated to hit the roads
in January is targeted primarily at women. Having established its leadership in
the industry, Hero further consolidated its position by launching three new
motorcycles - ‘Super Splendour’, ‘Glamour’ and ‘Achiever’.
The year also witnessed one of the highest civilian honours, the Padma
Bibhushan being awarded to Mr. Brijmohan Lall, Chairman, Hero Motors, for
his invaluable contribution to trade, industry and philanthropist activities. Mr.
Brijmohan Lall is a first generation entrepreneur who through sheer hard work
and perseverance has made his mark on the global business environment.
During the year Mr. Brijmohan Lall was also honoured with a Lifetime
Achievement Award by the Economic Times.
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Hero
New Delhi, Thursday, December 01, 2005: Hero, the ‘World No. 1’
two-wheeler company, is continuing to ride high on its steady sales
performance month after month.
The month of November also witnessed the 5th Hero Indian Television
Academy Awards, the first and only television awards in the country.
New Delhi, Monday, October 31, 2005: Hero, the ‘World No.1’ two
wheeler manufacturer, has set yet another precedent for the Indian two-wheeler
industry by recording incredible sales in October 2005. The company’s retail
sales crossed the 4-lakh milestone, for the first time ever in the Indian two-
wheeler industry.
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with the corresponding month in 2004. The company had recorded dispatch of
2,45,475 units in October 2004.
Hero’s achievement of the landmark 4 lakh plus retail sales and 3 lakh
plus dispatch, within a single month, is an extraordinary feat considering the
growing competition in the two-wheeler market and is certain to redefine
industry standards.
With the first festive month ending, Hero’s cumulative sales (dispatch)
for the period April-October 2005 has also registered a significant growth of
17.87% over the corresponding period in the previous year. The company’s
cumulative sales tally has thereby increased to 17,31,992 units, a jump from
14,69,394 units in 2004.
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Hero
New Delhi, Saturday, October 01, 2005: Hero, the ‘World No.1’ two-
wheeler company, for the fourth consecutive year, continued its upswing
during the month of September 2005.
The cumulative sales of the company for the period April - September
2005 have also shown a growth of 16.84 per cent over the corresponding
period last year. The cumulative sales during the period have increased to
14,29,992 motorcycles from 12,23,919 motorcycles during April-September
2004.
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Hero
At the end of August 2005, the cumulative sales of the company for the
period April - August 2005 stood at 11,63,921 motorcycles, translating into a
growth of 15.6 per cent. The company had sold 10,06,412 motorcycles during
the corresponding period (April-August 2004) last year.
Also during the month, Hero completed the phased launch of ‘Glamour’-
its new offering in the 125 cc segment. The bike comes powered with the
futuristic and exemplary Quantum Core engine, which has been perfected after
a series of refinements and offers customers an unprecedented combination of
top-class fuel-efficiency and high power. The company has already sold over
45,000 units of Glamour since its first launch in South India towards the end of
June, demonstrating a tremendous response from customers.
New Delhi, Monday, August 01, 2005: Hero Motocorp Ltd., the ‘World
No.1’ two-wheeler company has come to epitomize consistent performance.
The company has, month on month, managed to stand up against all odds and
maintained its leadership in the increasingly competitive 2-wheeler segment.
During the month of July 2005, the company sold 2,30,050 bikes, as
against 2,05,654 bikes in the corresponding period last year, thus registering a
sales growth of 12 per cent.
For the period April - July 2005, the cumulative sale of the company
stood at 9,17,617 units, translating into a growth of 12.6% per cent. The
company had sold 8,14,777 units during the corresponding period last year.
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Hero
The company was able to achieve this impressive growth in the face of
continuing supply constraints of components caused by the volatile labour
situation prevailing in parts of the state of Haryana, where both the
manufacturing plants of the company are located. The adverse situation
impacted other industries in the region as well. Thanks to the initiative taken
by the Haryana government, the situation has improved and production is
expected to be back on track.
Market demand for Hero products remains buoyant and the company
launched ‘Glamour’- a new entry by the company in the premium deluxe
segment, in Western India during this month. The bike was very successfully
launched in South India in the previous month and has been very well received
by the customers in that region. With this new product in its portfolio, the
company is now looking at consolidating its indisputable leadership in the
market.
New Delhi, Friday, July 01, 2005: Hero, the ‘World No.1’ two-wheeler
company, continues to strengthen its leadership in the Indian two-wheeler
industry, registering impressive growth in sales in the first quarter of 2005 –
06.
For the quarter ending June 2005, the company achieved cumulative
sales of 6,86,494 units, recording a growth of 13 per cent. During the
corresponding period last Financial Year, the company had recorded sales of
6,09,123 units.
New Delhi, Wednesday, June 01, 2005: Hero, the ‘World No. 1’ two-wheeler
company, sold 2,26,072 units in May 2005.
During the month of May, Hero also announced auditions for Hero MTV
Roadies- 3, a reality show that the company has been associated with for the
last two years. This year the Hero MTV Roadies journey will begin on June
12th from Jaisalmer to Leh with 13 bikers on Hero Karizma, the only premium
sports bike in India. The show aims at testing the participants’ endurance and
bringing out the real riders in them.
At Hero, our goal is not only to sell you a bike, but to also help you
every step of the way in making the right decisions. Assisting you in making
the right judgments on the road, and helping you choose the right helmet and
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Hero
other riding equipment that can not only help save your skin but possibly your
life!
And as bike handling requires know-how, skill and rigorous mental conditioning, we
have put together certain safety tips and suggestions that will enhance your riding comfort.
Click to view the videos.
Braking Balancing
Cornering
You should conduct pre - ride inspection before riding a two wheeler to
enhance safety and riding comfort.
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Hero
Inspect your motorcycle before you start the engine. The items listed
here will only take few minutes, and in the long run they can save time,
expense, and possibly your life. Click to follow the tips as given below:
4. TYRES
5. CLUTCH
6. DRIVE CHAIN
7. THROTTLE
8. LIGHTS AND HORN: Check if the headlight, tail /stop light, turn
signals, indicators and horn function properly.
9. REAR VIEW MIRROR: Ensure that the rear view mirror gives a good
rear view when you are sitting on the motorcycle.
10.AIR SUCTION VALVE: Make sure all tube connections are secured
properly.
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PUC CERTIFICATION
You should get the emission level certified once in every 3 months at
any of the authorised emission checking Centres.
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Hero 4-T plus Genuine Engine Oil provides the following benefits
compared to API SF grade oil:
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Recommendation
In order to check the level of the engine oil, the vehicle should be on
main stand. Check the engine oil level using the dipstick. The engine oil level
should be maintained between the upper and the lower level marks of the
dipstick. In case it is needed, top up the engine oil up to the upper level on the
dipstick.
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BATTERY MAINTENANCE
Check the electrolyte level against the top and bottom markings on the
battery shell. Always top up with distilled water whenever required.
Check for any leakage from battery. It should be clean and free from any
leakages. In case of non use of motorcycle, battery should be kept fully
charged and electrolyte level should be at Top mark.
TYRE PRESSURE
Proper tyre pressure provides maximum riding comfort and tyre life.
Check the tyre pressure of both the front and rear wheels. Ensure
recommended air pressures once a week. Also check for any cuts, embedded
nails or any other sharp objects in the tyre.
Hero engines that give you amazing reliability and fuel-efficiency, year after
year. We have always manufactures 4-stroke engines, ever since inception in
1985.
It is as part of the Hero family that ‘We Care’ to drive home the message of
Road Safety and a Healthy Environment.
Your Hero, the environment and you. It is a three-way relationship that you
should nurture, to reap the benefits for years to come. A well tuned bike keeps
the environment healthy. Good riding practices will keep you healthy. Taking
good care of your bike will always keep your bike healthy.
Here are simple steps to a healthy bike, healthy environment, and a healthy
you.
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Social Responsibility
Campaigns:
Economical Honours
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Others:
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CHAPTER-III
THEORITICAL STUDY
MARKETING AND ITS CONCEPTS
Marketing is more than any other business function that deals with
customers. Creating customer value and satisfaction are at the very heart of
modern marketing thinking and practice. The Marketing discipline is
undergoing fresh reappraisal in the light of the vast global, technological,
economic, and social challenges facing today’s companies. Mass markets are
fragmenting into micro markets, multi-distribution channels are replacing
single channels; customers are buying directly through catalogues,
telemarketing, and home video shopping; price discounting and sales
promotion are rampant and are eroding brand loyalty; conventional advertising
media are delivering less and costing more. The marketing discipline is
redeveloping its assumptions, concepts, skills, tools and systems for making
sound business decisions. Marketing is the delivery of Customer Relationship
Management of a profit. The goal of marketing is to attract new customers by
promising superior value, and to keep current customers by delivering
satisfaction. Today, marketing must be understood not in the old sense of
making a sale “telling and selling” but in the new sense of satisfying customer
needs.
Peter drucker, a leading management thinker has put it in this way. The
aim of marketing is to make selling super flows. The aim is to know and
understand the customer so that the product or service fits and sells it.
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CONSUMER BEHAVIOUR:
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Every company’s first task is “to create customers” towards this end it
strives. But on the other hand, customers face a vast array of products and
brand choices, prices and suppliers. It therefore becomes a major task for
customers to opt for the right seller.
It is believed that customers estimate which offer will deliver the most
value. Customers are value maximizes, within bounds of search costs and
limited knowledge, mobility & income. They form an expectation of value and
act on it. Whichever or not the offer lives up to the value expectation affects
both satisfaction & repurchase probability.
Our premise is that customers will buy from the firm that they see as
offering the highest perceived value (CPV) is the difference between the
prospective customer’s evaluation of all the benefits and all the costs of an
offering and the perceived alternatives. Total customer value is the perceived
monetary value of the bundle of economic, functional, and psychological
benefits customers expect from a given market offering. Total customer cost is
the bundle of costs customers expect to incur in evaluating, obtaining, using,
and disposing of the given market offering.
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Value Chain:
The firm’s task is to examine its costs and performance in each value-
creating activity and to look for ways to improve it. The firm should estimate
its competitor’s cost and performances as benchmarks against which to
compare its own costs and performances. It should go further and study the
“best of class” practices of the world’s best companies. The firm’s success
depends not only on how well each department performs its work, but also on
how well the various departmental activities are coordinated.
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Customer
Delivered
value
Product Monetary
Value Cost
Services Time
Value Cost
Personal Energy
Value Cost
Image Psychic
Value Cost
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Attracting Customers
There are steps a company can take to reduce the defection rate. First,
the company must define and measure its retention rate. For a magazine the
renewal rate is a good measure of retention. Second, the company must
distinguish the causes of customer’s attrition and identify those that can be
managed better.
Third, the company needs to estimate how much profit it loses when it
loses customers. In the case of an individual customer, the lost profits is equal
to the customer’s Lifetime value—that is, the present value of the profit stream
that the company would have realized if the customer had not defected
prematurely.
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Fourth, the company needs to figure out how much it would cost to
reduce the defection rate. As long as the cost is less than the lost profit, the
company should spend the money.
Customer retention:
Most marketing theory and practice centers on the art of attracting new
customers rather than on retaining and cultivating existing ones. The emphasis
traditionally has been on making sales rather than building relationships; on
preselling and selling rather than caring for the customer afterward. A
company would be wise to measure Customer Relationship Management
regularly, because the key to customer retention is Customer Relationship
Management.
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CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
INTERPRETATION:
From the above table, we can infer that 92% of the respondents were
males and only 8% of respondents were females. From the above findings, we
can analyze that majority of the respondents were males. The reason, for
majority of respondents being males is that most of the Hero vehicles are
suitable only for men.
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92%
100%
90%
80%
70%
60%
50%
40%
30% 8%
20%
10%
0%
Male Female
Graph – 1
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2. Age:
RESPONDENTS AGE
RESPONDENTS
18-29 42 42%
30-49 33 33%
50-59 18 18%
Above 60 7 7%
TOTAL 100 100%
INTERPRETATION:
From the above table, we can infer that 42% of the respondents belong
to age group of 18-29, 33% of the respondents belongs to age group of 30-49,
18% of the respondents belong to age group of 50-59 and 7% of the
respondents belong to age group of above 60 years.
The reason for the majority of respondents belonging to the age group of
18-29 is; the age group 18-29 is an appropriate age, where people have been
using for their enjoyment and easy mobilization.
The reason why only 7% of the respondents belonging to the age group
above 60 have purchased it is, because it is difficult to drive a two-wheeler at
that age, which is impossible at that age.
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RESPONDENTS AGE
42%
45%
40% 33%
35%
30%
25% 18%
20%
15%
7%
10%
5%
0%
18-29 30-49 50-59 Above 60
Graph No: 2
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3. Education
RESPONDENTS EDUCATION
RESPONDENTS
Graduation 48 48%
Post graduation 31 31%
Under graduation 16 16%
Others 5 5%
TOTAL 100 100%
INTERPRETATION:
From the above table, we can infer that 48% of respondents were
graduates, 31% of respondents were postgraduates, 16% of respondents were
under graduates and others count up to 5%.
From the above table, we can analyses that majority of the respondents
were post graduates (31%) and only 16% of the respondents were under
graduates.
The reason for majority of the respondents being graduates may be
firstly, minimum educational qualifications in India being graduation, many
respondents were graduates.
Secondly, most of the respondents were employees.
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QUALIFICATION
48%
50%
45%
40%
31%
35%
30%
25%
16%
20%
15%
10% 5%
5%
0%
Graduation Post graduation Under Others
graduation
Graph No: 3
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4. Occupation:
RESPONDENTS OCCUPATIONS
RESPONDENTS
Student 31 31%
Employed 49 49%
Business 13 13%
Others 7 7%
TOTAL 100 100%
INTERPRETATION:
From the above table, we can infer that 31% of respondents were
students, 49% of the respondents were employed, 13% of the respondents were
business people and 7% of the respondents include others.
From the above table, we can analyze that, majority of the respondents
were employees, and only 13% of the respondents were business people.
The reason for the majority of the respondents being employees is that it
is easy to transport. The remaining categories such as business people, others
occupy least share in purchasing the two-wheelers.
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RESPONDENTS OCCUPATION
49%
50%
45%
40%
31%
35%
30%
25%
20% 13%
15% 7%
10%
5%
0%
Student Employed Business Others
Graph No: 4
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RESPONDENTS
Below 50,000 14 14%
50,000 - 1,00,000 47 47%
1,00,000 - 1,500,000 26 26%
Above 1,50,000 13 13%
TOTAL 100 100%
INTERPRETATION:
From the above table we can infer that 14% of the respondents income
was below 50,000 (per annum), 47% of respondents income was between
30,000- 1,00,000 (per annum), 26% of respondents income was between
1,00,000 – 1,50,000 and above occupy a large share in purchase of two-
wheelers and only 13% of respondents income was below 50,000.
The reason for the majority of the respondents earning above
1,00,000 purchase more two-wheelers due to their high disposable income.
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ANNUAL INCOME
47%
50%
45%
40%
35%
26%
30%
25%
20% 14%
13%
15%
10%
5%
0%
Below 50,000 50,000 - 1,00,000 1,00,000 - 1,500,000 Above 1,50,000
Graph No: 5
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INTERPRETATION:
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MODELS
30% 28%
25%
20%
10% 8%
4%
5%
0%
Splender Passion CD 100 CD 100ss Ambition CD – Dawn CBZ Street
Graph No: 6
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INTERPRETATION:
The response of the question “since how long they were using the
particular two-wheelers” shows that 36% of respondents were using since two
years 32% of respondents were using since one year, 19% of the customers
were using since five years and the remaining respondents (13%) were using
them from five years.
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DURATION OF USING
40% 36%
32%
35%
30%
25% 19%
20%
13%
15%
10%
5%
0%
< 1 Year 1 –2 Years 2– 5Years And Above
Graph No: 7
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RESPONDENTS
Paper Advertisement 5 5%
TV Advertisement 25 25%
Bill board and display 5 5%
Friends and relatives 65 65%
TOTAL 100 100%
INTERPRETATION:
The above table shows that 5% of the customers have gained awareness about
their bike through paper advertisement, 25% through T.V advertisement,
5% through Billboards displays and 65% of them gained awareness
through friends and relatives.
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65%
70%
60%
50%
40%
25%
30%
20%
5% 5%
10%
0%
Paper TV Advertisement Bill board and Friends and
Advertisement display relatives
Graph -8
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INTERPRETATION:
From the above table we can infer that 24% of the respondents gave
preference to quality, 20% of respondents gave preference to brand image and
20% of the respondents gave preference to the service networks, 10%, of the
respondents gave to fuel efficiency.
From the above findings, we can analyze that 40% of respondents
were more quality conscious and only 10% respondents gave preference to
price and fuel efficiency.
The reasons are even though people are price conscious to some
extent; the consumers are more quality conscious than price conscious because
they have enough income to buy two-wheeler.
They are ready to spend a little more to get good quality product and
also they felt that goods they purchase should reflect their personal image.
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PREFERENCE
28%
30%
24%
25% 22%
20% 16%
15%
10%
10%
5%
0%
Quality Price Brand Image Fuel efficiency Resale value
Graph No: 9
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INTERPRETATION:
From the above table we can infer that 50% of the Respondents were
influenced by sales executives, 20% of the respondents were influenced by
their family members, 20% of the respondents were influenced by their friends
and only 10% of the respondents were influenced by their relatives, while
purchasing two wheelers.
From the above findings we can analyze that sales executives influenced
50% of respondents, and relatives influenced only 10% of respondents.
The reason for majority of the respondents being, mostly influenced by
sales executives while purchasing was firstly, sales executives give more
technical description about the product and attract customers to purchase two
wheelers by using their effective communication skills.
The reason why only 10% of respondents were influenced by relatives
is that they may not possess more knowledge about the products like two
wheelers.
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FACTORS
50%
50%
45%
40%
35%
30%
20% 20%
25%
20%
10%
15%
10%
5%
0%
Sales Executives Family Members Friends Relatives
Graph No: 10
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INTERPRETATION:
The response to the question “Are you satisfied with the vehicle” reveals
that as high as 95% of them were satisfied and 22% of them dissatisfied.
The people were asked as to why they were dissatisfied with their Hero
two-wheeler. They responded that in splendor there is a problem with weak
battery, and cbz’s look is very good but the mileage is very low, each and every
model is having some problem and some servicing centers also disappointed
them. But 95% of the respondents are very much satisfied with their two-
wheeler.
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95%
100%
90%
80%
70%
60%
50%
40%
30%
5%
20%
10%
0%
Yes No
Graph No: 11
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INTERPRETATION:
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Hero
OPINION ON SERVICE
46%
50%
40%
45%
40%
35%
30%
25%
20%
12%
15%
10%
2%
5%
0%
Excellent Good Average Poor
Graph No: 12
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13. How would you rate the cleanliness and appearance of the workshop?
INTERPRETATION
From the above table we can infer that 2% of the respondents rate the
cleanliness and appearance of the workshop as Excellent, 87% of the
respondents rate it as Good, 8% of them rate it as fair and the remaining 3%
rate it as poor.
This shows that a majority of the customers were happy with the
cleanliness and appearance of the workshop
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87%
90%
80%
70%
60%
50%
40%
30%
20% 8%
3%
2%
10%
0%
Excellent Good Fair Poor
Graph No: 13
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14. What is your opinion on the after sales service and replacement of
spare parts offered by Hero Motocorp Ltd?
INTERPRETATION
The table reveals that 87% of the customers were satisfied with the after
sales service and replacement of spare parts offered by Hero Motocorp Ltd the
remaining were dissatisfied.
From this we can infer that most of the customers were satisfied with the
services offered by the dealers.
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87%
90%
80%
70%
60%
50%
40%
30% 13%
20%
10%
0%
With intimation Without intimation
Graph – 15
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INTERPRETATION:
When questioned about the attitude of the frontline staff, 29% of
the respondents rated it as formal, 70% of the respondents rated it as friendly,
and the remaining 1% rated it as informal.
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70%
70%
60%
50%
40%
29%
30%
20%
1%
10%
0%
Formal Friendly Informal
Graph No: 15
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CHAPTER-V
CONCLUSION
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the industry resulted in company either reporting losses or a fall in profits. The
two-wheeler population has almost doubled in 1996 from a base of 12.6mm in
1990.
The Indian two-wheeler industry can be broadly classified as scooters,
motorcycles and mopeds. The Indian motorcycle industry can be broadly
categorized in to Indian motorcycles and Indo-Japanese motorcycles. Hero
group, Bajaj and Escorts dominate the indo-Japanese motorcycle segment in
collaboration with Japanese vehicle manufacturers Honda, Kawasaki and
Yamaha respectively. The Indian motorcycles segment is dominated by Hero
two-wheelers.
The Hero was established on the 13 th of April 1984. The Hero group of
companies in India merged with the Honda Motors Company of Japan in
creating a no. 1 mantle in the making of the company Hero.
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The study reveals that majority of the customers age was between 18 years
to 29 years.
The target customers were mainly in middle class as well as upper middle
class income group.
Most of the customers of Hero Two-Wheelers were students and employees.
Most of the customers were employees followed by students.
Out of total customers 40% of the customers were graduates and only few
customers were under graduates.
Splendor, Passion, CD Dawn, CD 100, CD 100ss, CBZ, Street and Karizma
are the brands mostly preferred by Hero Motocorp Ltd.
The Hero Two-Wheelers are mainly preferred because of the look & style
fuel efficiency and brand image.
Majority of the customers were self-influenced to purchase Hero Two-
Wheelers.
The main reason to choose Hero Motocorp Ltd to buy their two-wheeler was
due to their excellence service.
Most of the customers of Hero Motocorp Ltd were satisfied with their two-
wheeler.
Some people were not satisfied because spare parts costs are very high and
price of vehicle is also very high.
Majority of customers rated good for service offered by the Hero Motocorp
Ltd.
Majority of the customers of Hero Motocorp Ltd stated that the future of the
two-wheeler industry would be good.
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SUGGESTIONS
It is very hard to hold the pulse of a customer in the market. Customer’s
satisfaction is different for different people at different situations; the following
were some of the suggestions given to the Hero Motocorp Ltd to improve the
sales of Hero Two –Wheelers.
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BIBILIOGRAPHY
Websites:
www.heromotocorp.com
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Sources Of Funds
Total Share Capital 39.94 39.94 39.94 39.94
Equity Share Capital 39.94 39.94 39.94 39.94
Reserves 6,501.39 5,559.93 4,966.30 4,249.89
Networth 6,541.33 5,599.87 5,006.24 4,289.83
Secured Loans 0.00 0.00 302.16 1,011.39
Total Debt 0.00 0.00 302.16 1,011.39
Total Liabilities 6,541.33 5,599.87 5,308.40 5,301.22
Mar '15 Mar '14 Mar '13 Mar '12
Application Of Funds
Gross Block 4,697.98 3,761.52 4,427.29 4,980.69
Less: Accum. Depreciation 1,785.29 1,518.27 1,356.31 1,195.18
Net Block 2,912.69 2,243.25 3,070.98 3,785.51
Capital Work in Progress 712.55 854.11 62.09 38.84
Investments 3,154.11 4,088.77 3,623.83 3,964.26
Inventories 815.49 669.55 636.76 675.57
Sundry Debtors 1,389.59 920.58 665.00 272.31
Cash and Bank Balance 159.25 117.50 181.04 76.82
Total Current Assets 2,364.33 1,707.63 1,482.80 1,024.70
Loans and Advances 1,378.02 1,203.54 1,401.95 1,075.61
Total CA, Loans & Advances 3,742.35 2,911.17 2,884.75 2,100.31
Current Liabilities 3,180.69 2,903.12 2,893.39 3,497.63
Provisions 799.68 1,594.31 1,439.86 1,090.07
Total CL & Provisions 3,980.37 4,497.43 4,333.25 4,587.70
Net Current Assets -238.02 -1,586.26 -1,448.50 -2,487.39 -
Total Assets 6,541.33 5,599.87 5,308.40 5,301.22
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