Sunteți pe pagina 1din 120

Sl no chapters Page no

1 INTRODUTION 02-34

2 COMPANY PROFILE 35-61

3 RESARCH DESIGN 62-68

DATA ANNALYSS
4 69-106
&INTERORETION

5 FINDING 107-109

6 SUGGETION 110-111

7 CONCLUSTION 112-113

8 BIBLOGRAPHY 114-115

9 ANNEXURE 116-119

Page | 1
CHAPTER-1

INTRODUCTION ON

MARKETING

Page | 2
CHAPTER-1

INTRUDUCTION

1.1:-Marketing

• Meaning

Marketing is the study and management of exchange relationship. Marketing is the


business process of creating relationship with and satisfying customer. with its focus
on the customer, marketing is one of the premier components of business
management.

Marketing refers to the activity of a company associated with buying and selling a
product or service. It includes advertising, selling and delivering products to people.
People who work in companies marketing departments try to get the attention of
target audiences using slogan, packaging design, celebrity endorsements and general
media exposure.

• Definition
Marketing is defined by the American Marketing Association as "the activity, set of
institutions, and processes for creating, communicating, delivering, and exchanging
offerings that have value for customers, clients, partners, and society at large." The
term developed from the original meaning which referred literally to going to market
with goods for sale. From a sales process engineering perspective, marketing is "a set
of processes that are interconnected and interdependent with other functions" of a
business aimed at achieving customer interest and satisfaction.

Philip Kotler defines marketing as “the science and art of exploring, creating, and
delivering value to satisfy the needs of a target market at a profit. Marketing

Page | 3
identifies unfulfilled needs and desires. It defines measures and quantifies the size of
the identified market and the profit potential. It pinpoints which segments the
company is capable of serving best and it designs and promotes the appropriate
products and services.”

1.2:-Sales

• Meaning

The activity or business of selling products or service.

A sale is a transaction between two parties where the buyer receives goods (tangible
or intangible), services, and/or assets in exchange for money. It can also refer to an
agreement between a buyer and seller on the price of a security. A sale functions as a
contract between the buyer and seller of the selected good or service.

• Definition

The act of selling something: the exchange of goods, services, or property for money.
sales: the total amount of money that a business receives from selling goods or
services. An event or occasion during which a business sells goods or services at
qprices that is lower than usual.

Page | 4
1.3:-MARKETING MIX

A combination of factors that can be controlled by a company to influence consumers to


purchase its products.

Two types of Marketing mix

• Product marketing mix


• Service marketing mix

• Product marketing mix:

Comprised of Product, price, place and promotions. This marketing mix is mainly used in
case of Tangible goods.

• Service marketing mix:


The service marketing mix has three further variables included which are people, physical
evidence and process. They are discussed in detail in the article on service marketing mix.

Page | 5
PRODUCT MARKETING MIX

Type of product marketing mix/4p’s of marketing mix

• Product mix
• Pricing mix
• Place mix
• Promotion mix

• Product in the Marketing mix:


The first thing you need, if you want to start a business, is a product. Therefore Product is
also the first variable in the marketing mix. Product decisions are the first decisions you
need to take before making any marketing plan. A product can be divided into three parts.

Page | 6
The core product, the augmented product and the tertiary product. Before deciding on the
product component there are some questions which you need to ask yourself.

What product are you selling?


What would be the quality of your product?
Which features are different from the market?
What is the USP of the product?
Whether the product will be branded as sub brand or completely new?

What are the secondary products which can be sold along with primary (Warranty,
services)
Based on these questions, several product decisions have to be made. These product
decisions will in turn affect the other variables of the mix. For example – You plan on
launching a car which will have the highest quality. Thus the pricing, promotions and
placing would have to be altered accordingly. Thus as long as you don’t know your
product, you cannot decide any other variable of the marketing mix. However, if the
product features are not fitting in the mix, you can alter the product such that it finds a
place for itself in the marketing mix.

• Pricing in the Marketing mix:


Pricing of a product depends on a lot of different variables and hence it is
constantly updated. Major consideration in pricing is the costing of the product, the
advertising and marketing expenses, any price fluctuations in the market,
distribution costs etc. Many of these factors can change separately. Thus the
pricing has to be such that it can bear the brunt of changes for a certain period of
time. However, if all these variables change, then the pricing of a product has to be
increased and decreased accordingly.

Page | 7
Along with the above factors, there are also other things which have to be taken in
consideration when deciding on a pricing strategy. Competition can be the best

example. Similarly, pricing also affects the targeting and positioning of a product.
Pricing is used for sales promotions in the form of trade discounts. Thus based on
these factors there are several pricing strategies, one of which is implemented for
the marketing mix.

• Place in the Marketing mix:

Place refers to the distribution channel of a product. If a product is a consumer


product, it needs to be available as far and wide as possible. On the other hand, if
the product is a Premium consumer product, it will be available only in select
stores. Similarly, if the product is a business product, you need a team which
interacts with businesses and makes the product available to them. Thus the place
where the product is distributed depends on the product and pricing decisions, as
well as any STP decisions taken by a firm.

Distribution has a huge effect on the profitability of a product. Consider a FMCG


company which has national distribution for its product. An increase in petrol rates
by 10 rs will in fact bring about drastic changes in the profitability of the company.
Thus supply chain and logistics decisions are considered as very important costing
decisions of the firm. The firm needs to have a full proof logistics and supply chain
plan for its distribution.

• Promotions in the Marketing mix

Promotions in the marketing mix include the complete integrated marketing


communications which in turn includes ATL and BTL advertising as well as sales

Page | 8
promotions. Promotions are dependent a lot on the product and pricing decision.
What is the budget for marketing and advertising? What stage is the product in? If

the product is completely new in the market, it needs brand / product awareness
promotions, whereas if the product is already existing then it will need brand recall
promotions.

Promotions also decide the segmentation targeting and positioning of the product.
The right kind of promotions affects all the other three variables – the product,
price and place. If the promotions are effective, you might have to increase
distribution points, you might get to increase the price because of the rising brand
equity of the product, and the profitability might support you in launching even
more products. However, the budget required for extensive promotions is also
high. Promotions is considered as marketing expenses and the same needs to be
taken in consideration while deciding the costing of the product.

SERVICE MARKETING MIX

Page | 9
Type of Service marketing mix/3p’s of marketing mix
• People
• Process
• Physical Evidence

• People:
Are essential in the marketing of any product or service. Personnel stand for the
service. In the professional, financial or hospitality service industry, people are not
producers, but rather the products themselves. When people are the product, they
impact public perception of an organization as much as any tangible consumer
goods. From a marketing management perspective, it is important to ensure that
employees represent the company in alignment with broader messaging strategies.
This is easier to ensure when people feel as though they have been treated fairly
and earn wages sufficient to support their daily lives.

Human actors who participate in service delivery.


Service personnel who represent the company's values to customers.

Interactions between customers.

Interactions between employees and customers.


o Staff recruitment and training
o Uniforms
o Scripting
o Queuing systems, managing waits
o Handling complaints, service failures

Page | 10
o Managing social interactions

• Process
Refers to a "set of activities that result in delivery of the product benefits". A
process could be a sequential order of tasks that an employee undertakes as a part
of their job. It can represent sequential steps taken by a number of various
employees while attempting to complete a task. Some people are responsible for
managing multiple processes at once. For example, a restaurant manager should
monitor the performance of employees, ensuring that processes are followed. They
are also expected to supervise while customers are promptly greeted, seated, fed,
and led out so that the next customer can begin this process.

The procedures, mechanisms and flow of activities by which service is delivered.


o Process design
o Blueprinting service processes
o Standardization vs customization decisions
o Diagnosing fail-points, critical incidents and system failures
o Monitoring and tracking service performance
o Analysis of resource requirements and allocation
o Creation and measurement of key performance indicators (KPIs)
o Alignment with Best Practices
o Preparation of operations manuals

• Physical evidence

Physical evidence refers to the non-human elements of the service encounter,


including equipment, furniture and facilities. It may also refer to the more abstract
components of the environment in which the service encounter occurs including

Page | 11
interior design, color schemes and layout. Some aspects of physical evidence
provide lasting proof that the service has occurred, such as souvenirs, mementos,
invoices and other livery of artifacts. According to Booms and Bitnet’s
framework, the physical evidence is "the service delivered and any tangible goods
that facilitate the performance and communication of the service". Physical
evidence is important to customers because the tangible goods are evidence that
the seller has (or has not) provided what the customer was expecting.

The environment in which service occurs.


The space where customers and service personnel interact.

Tangible commodities (e.g. equipment, furniture) that facilitate service


performance.

Artifacts that remind customers of a service performance.


o Facilities (e.g. furniture, equipment, access)
o Spatial layout (e.g. functionality, efficiency)
o Signage (e.g. directional signage, symbols, other signage)
o Interior design (e.g. furniture, color schemes)
o Ambient conditions (e.g. noise, air, temperature)
o Design of livery (e.g. stationery, brochures, menus, etc.)
o Artifacts: (e.g. souvenirs, mementos, etc.)

Page | 12
CUSTOMER & CONSUMER

1.4:-Customer

A party who receives or consumes products and has the ability to choose between
different products and services.

A customer is an individual or business that purchases the goods or services


produced by a business. Attracting customers is the primary goal of most public-
facing businesses, because it is the customer who creates demand for goods and
services.

1.5:-Consumer

An individual who buys products or services for personal use and not for
manufacture or resale.

A consumer is someone who can make the decision whether or not to purchase an
item at the store, and someone who can be influenced by marketing and
advertisements.

1.6:-Customer / Consumer Satisfaction & Dissatisfaction

Customer satisfaction is a term frequently used in marketing. It is a measure of


how pleased the customers are with a particular product or service. Customer
satisfaction is defined as "the number of customers, or percentage of total
customers, whose reported experience with a firm, its products, or its services
(ratings) exceeds specified satisfaction goals."

Page | 13
Customer dissatisfaction arises when a customer is unhappy with a product or
service. This is commonly identified by simply asking a customer to rate their
satisfaction on a scale. The following are common types of customer
dissatisfaction.

1.7:-Reasons For Customer Dissatisfaction

• Failures:

Failure to deliver what was promised. For example, a product that doesn't match its
product description.

• Expectations:

Failure to meet customer expectations For example, a customer who expects that
drinks are free on an international flight who finds they aren't free on a particular
airline. This is one reason that firms tend to align to industry norms as customers
satisfaction is based on what is expected as opposed to what is promised.

• Customer Service

Failure to treat customers with common courtesy, listen and diligently work to
serve their needs. For example, a passive aggressive customer service

representative who intentionally tries to anger customers without breaking any


protocol.

Page | 14
• Quality

Perceived quality shortfalls. For example, a children's toy that smells of chemicals
may be perceived as low quality.

• Usability

Usability issues that make products and services unpleasant to use. For example, a
navigation system with a touch screen that seldom works on the first tap.

• Performance

The performance of products, services and processes such as an unusually long


wait for a beverage order at a restaurant.

• Pricing

Pricing fairness such as a telecom company with a monopoly that is often hiking
rates as it knows that customers have high switching barriers.

• Customer Needs

Products that fail to meet customer needs. For example, a media player that doesn't
work with a variety of popular formats.

Page | 15
• Terms

Legal terms that a customer views as unfair. For example, a customer who feels
unsettled by the privacy policy of a bank that gives out customer data to
unspecified third parties.

1.8:-PERCEPTION

• Definition

According to Schiff man and Kanuk, “Perception is the process by which an


individual selects, organizes, and interprets stimuli into meaningful and coherent
picture of the world.

1.9:-Consumer Perception

Consumer perception is defined as the way that customers usually view or feel
about certain products and services. This is a marketing concept that encompasses
a customer’s impression, awareness or consciousness about a company or its
offerings.

Page | 16
1.10:-Factors influencing Perception

• Attitudes: The perceiver's attitudes affect perception. For example, suppose Mr.
X is interviewing candidates for a very important position in his organization–a
position that requires negotiating contracts with suppliers, most of whom are
male. Mr X may feel that women are not capable of holding their own in tough
negotiations. This attitude will doubtless affect his perceptions of the female
candidates he interviews.

• Moods: Moods can have a strong influence on the way we perceive someone.
We think differently when we are happy than we do when we are depressed. In
addition, we remember information that is consistent with our mood state better
than information that is inconsistent with our mood state. When in a positive
mood, we form more positive impression of others. When in a negative mood,
we tend to evaluate others unfavorably.

• Motives: Unsatisfied needs or motives stimulate individuals and may exert a


strong influence on their perceptions. For example, in an organizational context,
a boss who is insecure perceives a subordinate's efforts to do an outstanding job
as a threat to his or her own position. Personal insecurity can be transferred into
the perception that others are out to "get my job", regardless of the intention of
the subordinates.

Page | 17
• Self-Concept: Another factor that can affect social perception is the perceivers'
self-concept. An individual with a positive self-concept tends to notice positive
attributes in another person. In contrast, a negative self-concept can lead a
perceiver to pick out negative traits in another person. Greater understanding of
self allows us to have more accurate perceptions of others.
• Interest: The focus of our attention appears to be influenced by our interests.
Because our individual interests differ considerably, what one person notices in
a situation can differ from what others perceive.

• Cognitive Structure: Cognitive structure, an individual's pattern of thinking,


also affects perception. Some people have a tendency to perceive physical traits,
such as height, weight, and appearance, more readily. Others tend to focus more
on central traits, or personality dispositions. Cognitive complexity allows a
person to perceive multiple characteristics of another person rather than
attending to just a few traits.

• Expectations: Finally, expectations can distort your perceptions in that you will
see what you expect to see.

1.11:-Customer Perception Matters

According to a report by Walker, customer experience will overtake price and


product as the key brand differentiator by 2020. In other words, we're not far from

Page | 18
a world where your customer’s perception of both your brand and quality of
service could take precedence over traditional competitive advantages like pricing,
features, or usability. And if you're not currently investing in improving your
customers experience and perception, you're at risk of falling behind.

1.12:-Improve Customer / Consumer Perception

1) Look inward

One of the biggest obstacles businesses often have to overcome on their way to
improved customer perception is themselves and their approach to customer
success.

2) Strike an emotional chord with your customers.

Connect with customers at an emotional level - tapping into their fundamental


motivations and fulfilling their deep, often unspoken emotional needs.

3) Lean on positive language.

The expression of natural positive emotions is well received by the other party and
is likely to contribute to customer satisfaction and customer loyalty.

4) Commit to consistency.

When evaluating consistency, it's important to take step back and consider its role
in your customer on boarding process.

Page | 19
5) Fill skill gaps before they become evident.

A modern customer success or customer service professional knows how to treat a


customer like a human - not just a ticket number. They know when to be proactive,
when to ask clarifying questions and what to do when they don't have the answer
right away. These are all skills that help to comprise a positive customer
perception.

1.13:-Customer Perception towards a Product

Consumers can evaluate a product along several levels. Its basic characteristics are
inherent to the generic version of the product and are defined as the fundamental
advantages it can offer to a customer. Generic products can be made distinct by
adding value through extra features, such as quality or performance enhancements.
The final level of consumer perception involves augmented properties, which offer
less tangible benefits, such as customer assistance, maintenance services, training,
or appealing payment options. In terms of competition with other products and
companies, consumers greatly value these added benefits when making a
purchasing decision, making it important for manufacturers to understand the
notion of a “total package” when marketing to their customers. For example, when
manufacturing automotive parts, a high-performing product will provide the
customer base with basic benefits, while adding spare parts, technical assistance,

and skill training will offer enhanced properties to create a total package with
increased appeal to consumers.

Page | 20
1.14:-Marketing Implications of Perception

• Price Perception

• Price Expectations

• Price – Quality Relationships

• Corporate Image

1.15:-MARKETING THEORY

1.15.(a):-Maslow’s hierarchy of need

Page | 21
Maslow’s hierarchy of needs was developed by Abraham Maslow, a specialist in
human behavioral psychology. The hierarchy was first developed to help explain the
connection between basic human needs and human desires.

The hierarchy, often visualized as a pyramid is split into five categories. Put simply
unless we have the fundamental basic human needs at the bottom of the hierarchy we
will not strive to meet any further desires. As each requirement is fulfilled we move
up the hierarchy.

• Physiological needs:
o These are the underlying needs we as humans can’t live without. E.g. Food, water,
sleep, oxygen etc.

• Safety needs:
o We all need to feel safe. Whether that be physically, financially or job security
and health.

• Social needs:
o We all look for social connections in friends and family.

• Esteem needs:
o We all desire to have respect and be respected by others this includes self-esteem,
confidence and a sense of self achievement.

Page | 22
• Self-actualization:
o This is realizing one’s full potential and this will differ from person to person.
This is the highest level on the hierarchy and what we are all striving for.

Maslow’s hierarchy in Marketing:

If marketers know the wants and needs of their target market (which every good
marketer should!) then this can be used as a selling point to influence.

A great deal of research is undertaken to segment, target and position (STP)


customers by various criteria such as demographics, social class, geographic and so
on. From this marketers will have a very specific idea about who their target
consumers are and tailor their marketing strategy accordingly.

For example a car manufacturer targeting young families is not likely to focus on the
top speeds and luxury items in their advertising campaigns but instead on the cost
effectiveness and safety features.

It is important to note that your target market’s level or needs and desires may not
stay the same, especially in times of political and economic change. Therefore
remember to keep your marketing strategy up to date and relevant

Page | 23
1.15(b):-SWOT ANALYSIS

SWOT stands for:

• S – Strengths
• W – Weaknesses
• O– Opportunities
• T – Threats

Page | 24
Many of you would have used a SWOT analysis in the past, but how many know who
came up with the theory?

Albert S Humphrey Albert Humphrey was an American business and management


consultant.

During his work at the Stanford Research Institute (1960 – 1970), he produced a team
method for planning which was named SOFT analyst; this has developed into what we
now know as a SWOT analysis.

The theory seems simple enough; you use it to evaluate the Strengths, Weaknesses,
Opportunities and Threats that is involved in a marketing or business project. You will
specify the objective for the project and then identify the internal and external factors that
will have a positive as well as negative impact on the objective.

It is worth noting that you should set the final objective after completing the SWOT
analysis. The reason for this is to ensure that the objectives are achievable and not
unrealistic given the current internal and external environments.

Each organization or business has to deal with both internal and external factors that
affect them.

Users of the SWOT analysis can therefore use the first two sections (Strengths and
Weaknesses) to help them identify all of the internal factors. The last two sections
(Opportunities and Threats) will be used to identify all of the external factors.

When determining each of the sections it is really important that the right questions are
asked. A SWOT analysis that does not produce or help towards producing realistic and
achievable goals is useless. Have a look at the “sample” questions that you could ask for
each section. These are just a short selection and will differ from objective to objective

Page | 25
and from organization to organization. The important point to take away is that the right
question will help to produce a really valuable SWOT analysis.

• Strengths(Internal factor / Positive influence)


o What are we best at?
o What intellectual property do we own that can help us with this objective?
o What specific skills does the current workforce have that can contribute to this
objective?
o What financial resources do we have for reaching this objective?
o What connections and alliances do we have?
o What is our bargaining power with both suppliers and intermediaries?

• Opportunities (External factor / Positive influence)


o What changes in the external environment can we exploit?
o What weaknesses in our competitors can we use to our advantage?
o What new technology might become available to us?
o What new markets might be opening to us?

• Weaknesses (Internal factor / Negative influence)


o What are we worst at doing?
o Is our intellectual property outdated?
o What training does our workforce lack?
o What is our financial position?
o What connections and alliances should we have, but don’t?

Page | 26
• Threats (External factors / Negative influence)
o What might our competitors be able to do to hurt us?
o What new legislation might damage our interests?
o What social changes might threaten us?
o How will the economic cycle affect us?

1.15.(c):-PESTEL ANALYSIS

Page | 27
PESTEL stands for

• P – Political
• E – Economic8
• S – Social
• T – Technological
• E – Environmental
• L – Legal

• Political Factors

These are all about how and to what degree a government intervenes in the economy.
This can include – government policy, political stability or instability in overseas
markets, foreign trade policy, tax policy, labor law, environmental law, trade restrictions
and so on.

It is clear from the list above that political factors often have an impact on organizations
and how they do business. Organizations need to be able to respond to the current and
anticipated future legislation, and adjust their marketing policy accordingly.

• Economic Factors

Economic factors have a significant impact on how an organization does business and
also how profitable they are. Factors include – economic growth, interest rates,
exchange rates, inflation, disposable income of consumers and businesses and so on.

These factors can be further broken down into macro-economic and micro-economic
factors. Macro-economic factors deal with the management of demand in any given

Page | 28
economy. Governments use interest rate control, taxation policy and government
expenditure as their main mechanisms they use for this.

Micro-economic factors are all about the way people spend their incomes. This has a
large impact on B2C organizations in particular.

• Social Factors

Also known as socio-cultural factors, are the areas that involve the shared belief and
attitudes of the population. These factors include – population growth, age distribution,
health consciousness, and career attitudes and so on. These factors are of particular
interest as they have a direct effect on how marketers understand customers and what
drives them.

• Technological Factors

We all know how fast the technological landscape changes and how this
impacts the way we market our products. Technological factors affect marketing
and the management thereof in three distinct ways:

o New ways of producing goods and services


o New ways of distributing goods and services
o New ways of communicating with target markets

Page | 29
• Environmental Factors

These factors have only really come to the forefront in the last fifteen years or
so. They have become important due to the increasing scarcity of raw materials,
pollution targets, doing business as an ethical and sustainable company, carbon
footprint targets set by governments (this is a good example were one factor
could be classes as political and environmental at the same time). These are just
some of the issues marketers are facing within this factor. More and more
consumers are demanding that the products they buy are sourced ethically and if
possible from a sustainable source.

• Legal Factors

Legal factors include - health and safety, equal opportunities, advertising


standards, consumer rights and laws, product labelling and product safety. It is
clear that companies need to know what is and what is not legal in order to trade
successfully. If an organization trades globally this becomes a very tricky area to
get right as each country has its own set of rules and regulations.

Page | 30
1.15(d);-PORTERS FIVE FORCES THEORY

Porter's five forces is another tool belonging to the marketer’s strategy toolkit. This one
is used to assess the level of competitive intensity within your industry. As the name
suggests, the concept was created by a fellow by the name of Michael E. Porter.

Porter believed that by understanding the level of competitive intensity, you could
determine the attractiveness of that industry. When we talk about industry attractiveness

we are talking about the profitability of the industry not how much we like it!

So how do we as marketers assess the level of competitive intensity in our industry?


Well Porter believes there are five factors, or five forces acting upon your organization
that will determine this (hence the name!)

The Five Forces:

Page | 31
• Competitive Rivalry:

Clearly a key factor in competitive intensity will be competitive rivalry. So what do


marketers need to consider?

o How many competitors do you have?


o Do you have a solid competitive strategy in place?
o Are you being innovative in order to give you the competitive advantage?
o Do your competitors have more advertising resources?
o Is there a difference in quality?
o Are yours or their customers loyal?

• Threat of New Entrants:

If an industry is perceived as attractive then of course new entrants are highly likely to
appear. If too many new entrants appear then profitability across the industry will be
lowered and the attractiveness will decline. The threat of new entrants can be lowered or
even blocked by the largest companies that have somewhat of a monopoly over the
industry. Marketers will need to consider:

Are there many entry barriers? High entry and low exit barriers makes for an attractive
industry. Entry barriers may include rights, patents, technology protection etc.
o Do you have customer loyalty?
o Do you have specialist knowledge that can be used to differentiate you?
o Is there evidence of economies of scale in play in your industry?
o Is there any Government policy in place to either encourage or discourage new
entrants?

Page | 32
• Threat of Substitution:

Customers may choose to substitute your product or service for another. This is not the
same as switching to a different company to use the same product but switching
products entirely. For example switching from a regular phone to a smartphone, or from
a sugary snack to a healthy alternative snack. The more products that continue to appear,
the higher the chances your customers will be drawn to an alternative from their usual
choice. How can marketers confront this?

o How many substitute products to your own are there?


o Is there a perceived level of differentiation?
o Is there a cost to the buyer for switching?
o How easy is it for the buyer to switch?

• Supplier Power:

We all have suppliers, whether it is raw materials, knowledge support or physical staffs
labour. Marketers know that a great deal of research and consultation will be done in
order to attain the best suppliers at the best price. But what if there is very little choice
of suppliers? The fewer suppliers there are the more power they have over you and the
prices they charge. Marketers should consider:

o How many suppliers are available to you?


o What are the sizes of the suppliers available to you?
o What are the costs to both you and them for switching suppliers?
o What is the strength of your distribution channel?

Page | 33
• Buyer Power:

When the buyers themselves have power they can apply pressure to companies, in
particular pressure to lower their prices. If the buyer has many choices of products and
companies then their power is high. If buyers decide to join together so that a large
portion of the market share is putting pressure on companies then they again have high
power. How can marketers prepare for this?

o How many buyers do you have?


o How price sensitive are your buyers?
o What information is available to you on your buyers?
o What differentiates you from your competitors?

So you can see how this tool may prove useful for marketers and strategy consultants. It
allows them to see their current strategic position and plan for the future by acting on
their strengths and addressing their weaknesses. It can be especially useful when
considering entering a new industry in highlighting how likely you are to succeed. Of
course other tools would also be beneficial for assessing issues outside of competitive
intensity when planning any kind of strategic action plan.

Page | 34
CHAPTER-2
COMPANY
PROFILE

Page | 35
CHAPTER-2
COMPANY PROFILE

2.1:-HISTORY OF THE COMPANY

Mid-19th century England The firm of George Townsend & Co. opened its doors in
the tiny village of Hunt End, near the Worcestershire town of Redditch .The firm was
specialized in sewing needles and machine parts. In the first flush of enterprise,
flitting from one opportunity to another, they chanced upon the pedal-cycle trade. Little did
they know then that it was the beginning of the making of a legend. Soon, George
Townsend & Co. was manufacturing its own brand of bicycles. And in 1893 its products
began to sport the name ‘Enfield’ under the entity Enfield Manufacturing Company
Limited with the trademark “Made Like a Gun”. The marquee was born

INDUSTRY: Motorcycles, Lawnmowers


SUCCESSOR: Royal Enfield Motors (formerly Enfield of India)
FOUNDED: 1893, as Enfield Manufacturing Co. Ltd.
DEFUNCT: 1971
HEADQUARTERS: Redditch, Worcestershire, England
KEY PEOPLE Founders Albert Eadie and Robert Walker Smith
PRODUCTS Royal Enfield Clipper, Crusader, Bullet, Interceptor.

Page | 36
2.2:-Profile of the Organization

Royal Enfield is the makers of the famous Bullet brand in India. Established in 1955, Royal
Enfield (India) is among the oldest bike companies. It stems from the British
manufacturer, Royal Enfield at Red ditch. Royal Enfield has its headquarters at
Chennai in India. Bullet bikes are famous for their power, stability and rugged
looks. It started in India for the Indian Army350cc bikes were imported in kits from the
UK and assembled in Chennai. After a few years, on the insistence of Pandit Jawaharlal
Nehru, the company started producing the bikes in India and added the 500cc Bullet to its
line. Within no time, Bullet became popular in India.

Established in 1955, Royal Enfield (India) is among the oldest Bike companies. It stems
from the British manufacturer, Royal Enfield at Red ditch. Royal Enfield has its
Headquarters at Chennai in India. Bullet bikes are famous For their power,
stability and rugged looks. It started in India for the Indian Army350cc bikes were
imported in kits from the UK and assembled in Chennai. After a few years, on the
insistence of Pandit Jawaharlal Nehru, the company started producing the bikes in
India and added the 500cc Bullet to its line. Within no time, Bullet became popular in India.

Page | 37
Bullet became known for sheer power, matchless stability, and rugged looks. It looked
tailor-made for Indian roads. Motorcyclists in the country dreamt to drive it. It was
particularly a favorite of the Army and Police personnel. In 1990,Royal Enfield
ventured into collaboration with the Eicher Group, a leading automotive group in India, in 1990,
and merged with it in 1994. Apart from bikes, Eicher Group is involved in the production and
sales of Tractors, Commercial Vehicles, and Automotive Gears. Royal Enfield made
continuously incorporating new technology and systems in its bikes. In 1996, when the

Government of India imposed stringent norms for emission, Royal Enfield was the
first motorcycle manufacturer to comply. It was among the few companies in India to obtain the
WVTA (Whole Vehicle Type Approval) for meeting the European Community norms. Today,
Royal Enfield is considered the oldest motorcycle model in the world still in production and
Bullet is the longest production run model.

• 2 0 1 0 AWARDS
The New Year saw the dawn of India's most prominent automotive show, the Auto Expo
2010. Held between January 5th and 11th at the Pragati Maidan in New Delhi, the
event saw more than 400 global brands showcasing new technology, products and show-
off concept. Royal Enfield was also a part of the event, displaying the recently launched
Royal Enfield Classic 500 EFI and the Royal Enfield Classic 350. The mainstays of
the Royal Enfield display were the soon to be launched variants of the Classic - the Royal
Enfield Classic Chrome and the Royal Enfield Classic Battle Green. The Expo
turned out to be a rather rewarding experience for Royal Enfield with the Royal
Enfield Classic and the Marketing team picking up as many as fiveawards.

Page | 38
• Awards2010:
Apollo Auto India Awards 2010: Best Brand- Zigwheels.com Viewer’s Choice Bike of the
Year 2009- Zigwheels.com Bike of the Year above 251cc- NDTV Profit Car & Bike
Awards 2010: Motorcycle of the Year above 250 cc.- NDTV Profit Car & Bike awards
2010: Best PR Communications Team.

2.3:-EVOLUTION OF ROYAL ENFIELD

• THE BEGINNING (1851 - 1890)

Hunt End, England was a village of several small mills manufacturing needles and fish-
hooks. It was here in 1851 that George Townsend put up his needle-making mill, which he
named Givry Works. But it wasn’t until his passing away that his son, George Jr. and his half-
brother brought into Givry Works one of the first 'boneshakers' ± a crude cycle. It had a
backbone of iron, with wooden wheels, iron tires and pedals of triangular pieces of
wood! Though the bike was a source of some Amusement, George and his team felt they could
easily improve on it. The earliest modern safety bicycle with two wheels of equal size had
appeared in about 1880. All manufacturers were trying their hand at this new venture. Sow as
George Townsend Jr. By luck, he chanced upon an invention in his Neighborhood -a saddle that

Page | 39
only used one length of wire in the two springs and in the framework. This was adopted,
patented and marketed as the 'Townsend Cyclists Saddle & Spring'. He had entered the bicycle
parts trade!

From bicycle parts, Townsend slowly moved on to producing bicycles himself .He was
also supplying a wide range of parts to other manufacturers – Givry Works was growing rapidly.
Over the next three years he developed his own range of over two-dozen machines. Each
machine, known locally as the 'Townsend cycle' was reputed for its sturdy frame, a character that
all Enfield bikes would follow.

2.4:-THE COMING INTO BEING (1891 - 1900)

• 1891 A Little Trouble-Townsend got himself into a bit of financial trouble in about 1890
and called in some financiers from Birmingham. Unfortunately, they didn’t quite see eye to
eye. So Townsend parted ways with the financiers leaving the company to them. The
financiers then brought in Albert Eadie and R.W. Smith. They took control of Town send
sin November 1891. The following year the firm was re-christened ‘The Eadie
Manufacturing Company Limited’. Soon after, Albert Eadie got a lucrative contract to
supply precision rifle parts to the Royal Small Arms Factory in Enfield,
Middlesex.

Page | 40
• 1892 Kick Starting Royal Enfield-A new company was created to market this new design
Bicycles called ‘The Enfield Manufacturing Company Limited’. By October 1892, the Enfield
bikes were announced to the public. The following year the word Royal (after the Royal Small
Arms Company) was added and thus Royal Enfield began. Then in 1893 the Royal
Enfield trademark “Made like a Gun” appeared. Britain was caught up in
a patriotic fervor and the slogan caught the spirit of the time. In 1899 the first
mechanical vehicle was advertised by Enfield Cycle Company. It was available in both tricycle
and quadric cycle form, powered by a De Dion 1.5 hp engine. The high wheels, solid tires,
block chains and heavy cross frames had by then given way to Diamond frames, the
Hyde Freewheel, Enfield 2 speed hub and the well-known Eadie Coaster. Then came the
µRiche Model’ with more refined fittings. By 1907, the cycle industry was still
headquartered at Red ditch, producing run-of-the-mill conventional cycles.

• 1897-Quadricycles

In 1897, R. W. Smith built himself a quadric cycle - a simple bike with four wheels and a French
engine placed under the saddle between the rear wheels. During the next two years several
developments were made. About then, an Enfield quadric cycle completed the 1,000-miles
road trial of 1900 organized by the Automobile Club of Great Britain and Ireland. The

Page | 41
Enfield vehicle was awarded the silver medal, although it had its share of troubles and
breakdowns.

2.5:-MOTORCYCLES (1900 -1910)

• 1904-Four Wheelers and Three-Buoyed by success, Smith and Eadie decided to extend
the range of quadric cycles and tricycles to include motorcars. The first Royal Enfield cars
were built in 1901 and were on the road in 1902. It was an 8hp, using a DED ion engine.
The body was made in Leicester and painted yellow hence car was known as “The
Yellow Car”. But this was just a temporary phase, a wild romance that was soon to die.

• 1909-Motorcycle Craze
It would be interesting to note here that motorcycling was thought to be a temporary enthusiasm
that would soon fade out! A brief spin on a motor bike then took several hours of
preparations - tuning the tiny water-cooled engine, getting the tires pumped, the
gears oiled and a supply of spare parts packed. In1909, Royal Enfield took the biking
world by surprise. At the motorcycle show that year, they displayed a small 2 1/4 hp V
twin-engine machine built in the Swiss tradition, which ran very well. A slightly
larger model was developed in1911. A 2 3/4 hp, with all chain drive incorporating
the well-known Enfield two-speed gear. This model stood up until 1914.

Page | 42
2.5:-THE ROYAL ENFIELD BIKES (1911-1920)

• 1911-Enfield and the War


The First World War began in 1914. Royal Enfield was called on to supply motorcycles to the
British War Department and even awarded a contract to build bikes for the Imperial
Russian Government during the same period. The machine gun combination and the
6hp stretcher-carrying outfit were some of the models produced for the war purpose.
Enfield started using its own engines - a 225cc two-stroke single and a 425cc V-twin
about this time. Post-war, it produced a larger 976cc twin and continued to produce
the two-speed225L until 1929. In 1917, the officers of the Women’s Police Force were issued
with a 2 1/4RE 2 stroke. Interestingly, the models of this period featured 600cc,
inlet-over-exhaust, closed valve gear, hand-operated oil pump, two-speed

Countershaft gearbox and chain final drive. In the 1913-1914 Enfield V-Twin the
lubricating oil was contained in a glass tank attached to the frame tube that ran from the seat to
the rear of the engine. This worked perfectly and had the added advantage of providing an
instant visual check of oil levels. The 1915make 675cc in-line 3-cylinder 2-stroke
prototype was the worlds first with this configuration and engine type.

Page | 43
2.6:-THE INTERWAR YEARS (1921 - 1930)

• 1924 The First Four-stroke


The interwar year was a period when the sidecar reached its zenith. In July 1925, the
Royal Enfield V-Twin engine Dairy man’s Outfit took part in the ACU Six Days Trial for
Commercial Sidecars and obtained a Special Certificate of Merit for completing an arduous
course without loss of marks. The year 1924 saw the launch of the first Enfield four-stroke 350cc
single using a JAP engine.

• 1928-The Depression
In 1928, Royal Enfield adopted saddle tanks and center-spring girder front forks ± one of
the first companies to do so. The bikes now with a modern appearance and
comprehensive range meant continuous sales even during the dark days of depression in
Great Britain towards the end of 1930. In 1927 Royal Enfield produced a 488cc with
a four-speed gearbox, a new 225cc side-valve bike in 1928, and a four-stroke
single in1931. Several machines were produced in the next decade, from a tiny
two-stroke 146cc Cycar to an 1140cc V-twin in 1937. Can you even imagine that Royal
Enfield’s range for 1930 consisted of 13 models!

Page | 44
2.7:-ESTABLISHING BULLET (1931-1940)

• 1933 The Bullet Arrives


In 1931 a four-valve, single-cylinder was introduced, and christened 'Bullet' in1932. It had
an inclined engine and an exposed valve gear. It was then that the first use was made of the now
famous Bullet name. Longer stroke, four-valve head exposed valves and heavily finned crank
case were the features that ran from 1932 until the end of 1934.

• 1940 The Second World War


The most well-known offering for the Second World War was no doubt the “Flying
Flea”. Also known as the ‘Airborne’, this lightweight 125cc bike was capable of being dropped
by parachute with airborne troupes. The Flea was fitted into a steel tubular cage
called the ‘Bird Cage’, which had a parachute attached to it. The cage aided in
packing turning handlebars easily.

2.8:-POST WAR BULLETS (1941-1950)


• 1948 Bigger and Better

The 1939 Bullet 350 kick-started the post-war models. They used two rocker boxes for the

Page | 45
first time. This enabled better gas flow and consequently higher volumetric efficiency. Royal
Enfield’s own designed and manufactured telescopic front fork placed the Red ditch marquee at
the very forefront of motorcycle design. The biggest advancement introduced by the new Bullet
was its swinging arm rear suspension system and hydraulic damper units themselves.

• 1947
Enfield made a J2 - the first model with a telescopic frontend, followed in 1948 by a
500cc twin (Enfield's 25bhp answer to the Triumph Speed Twin), which stayed in production
until1958.

• 1949 The Indian Debut


In 1949, the 350cc Bullet was launched in India, when Madras Motors won an order
from the Indian Army for the supply of motorcycles. It was the beginning of the reign of the
Bullet in the subcontinent. The Madras Motor Company started off by receiving the
Bullet in kits and simply assembling them. Then they began making the frames. After
this Enfield started sending the engine in parts to be assembled in India. Eventually they were
also manufacturing the engines, which meant that they were making the complete bike. For
the next thirty years, the design of their bike remained unchanged! In
1950, several models were introduced: the 650cc Meteor twin; a 250cc Clipper; a
short stroke 250cc Crusader; 250cc Trials; Super 5; Continental; 500 Sports Twin;
Super Meteor; Constellation and the Interceptor.

Page | 46
2.9:- A TALE OF TWO CITIES (1951-1960)

• 1951-In the U k
Never before in British automobile history had so much been done in a single decade, not
just by Royal Enfield, but the very other marquee of the time. All new engines, all new
configurations, new paint schemes, new capacity classes…the motorcyclist had never had such a
wide choice ever before. The 1950s saw the market open up both ways, downwards for smaller
capacity, light and maneuverable machines, and upwards for larger capacity, high powered and
reliable motorcycles. The Royal Enfield showrooms in the UK saw everything
from 125cc two strokes to the mighty700ccMeteor.

• 1955-Meanwhile in Madras…
The Indian Army, the sole reason why the Bullet was brought to India in the first place, insisted
that they would continue doing business with Madras Motors only if the Bullet was
produced indigenously. The Enfield India Bullet of the late fifties was quite a
different motorcycle from the one we are used to today. Using the famed Lucas Magdyno
ignition system, the 1955Bullet was almost a clone of the 52 Red ditch Bullet. The
frame, electric tin ware and rolling chassis, however, were to undergo many changes over
the next ten years, with the Bullet slowly evolving into the familiar form we know and love
today.

Page | 47
2.10:-A TALE OF TWO CITIES.(1961-1970)
• 1961-Back in the UK
In 1960, the badge arrangement with Indian (Of America) had ended, so Enfield was no
longer sold under the Indian marquee (Royal Enfield rival, British AMC company,
acquired the Indian Sales Corp.in 1959). However, in 1961, Eddie Mulder won the Big
Bear Enduro on an Enfield, which gave the company a new foothold in the U.S. under its
own name and started a new marketing of the product. Models available in the U.S. that year
included a700cc twin and six street scramblers, ranging from the 250cc Hornet to the500cc
Fury (essentially the single-cylinder Bullet) to the 700cc Interceptor. Elliot Shulz
also dominated the half-mile dirt track in Los Angeles on an Enfield that year.
Enfield won 31 out of 39 races in 1961 and had several spectacular victories in
1964.Royal Enfield had arrived on The Continent! But things at Red ditch had hit a bad
patch.1963-But back home in Madras By 1970,Enfield India was a company established in its
own right, and with a production line going full steam, the need for collaboration with Enfield of
the UK and Villiers of the UK was no longer seen. But the Bullet flew true and
strong. A number of changes had already been made to the tin ware on the Bullet.
Mudguard design took on different forms, taking into account the wet, slushy and
messy road conditions during the Indian monsoon. The Magdyno also gave way to the alternator
‘Delco’ ignition system. And front and rear hubs were designed to provide more efficient
cooling for Indian conditions, and thus improve braking performance.

2.11:-ALL THAT ENFIELD'S ISN'T A BULLET (1971-


1980)
• 1973 The Mini Bullet

With the success of the Sherpa, Enfield India launched the 173ccVilliers-powered Crusader
in India in 1973. A totally indigenous effort, this small motorcycle used many Bullet
chassis parts, including fork legs and mudguards, and instantly found a market among the many

Page | 48
that wanted a Bullet, but were diffident about handling it’s weight and size. The
Mini Bullet too was introduced this year. This motorcycle was a 200cc two stroke
sporting contemporary design. Enfield India attempted to reach out to the young market,
providing them with a zippy, reliable and economical two-stroke.

2.12:-TOUGH TIMES AHEAD (1981-1990)


• 1983 Here comes the Lightweights
Like the adage that goes, "when the going got tough, that's when the tough get going". Enfield
India got squarely into the fray with a slew of lightweight machines. The 50cc Silver
Plus step-through and Explorer motorcycle are launched. Powered by the
Zundapp-engineered 50cc, 6.5hp two stroke motors, these bikes redefined the
entry-level segment. The Silver Plus, initially a two-speed and then later a three
speed, found a ready market not only among the young office going male, but among an
increasing number of women who found the step-through design convenient. The
Explorer, with its contemporary bikini fairing and 'fastback' tailpiece. Both bikes
sported alloy wheels, a first in India. Close on the heels of the little wonders came the
Fury 175. Powered by a 175 Zundapp two-stroke engine with a five-speed gearbox, this
refreshingly quick motorcycle came fitted with a hydraulic disc brake. Again a first in the
country. And a bike, many feel, much too early in INDIA.

• 1984 Brand New Vintages


The 80s also saw the Bullet in many different avatars. The Deluxe models appeared, in
resplendent chrome and metallic colors, and 12 volt electrical were offered as an option,
to aid in brighter lighting and easier starting. It was also the year

Page | 49
when Enfield India grew confident enough about their flagship product to begin
sending 'coals back to Newcastle'. Owing to their status as 'brand new vintages', Enfield Bullets
found a strong niche market in the UK and Europe, among people looking to come back to
motorcycling.

2.13:-ENFIELD BECOMES ROYAL ENFIELD (1991-2000)


• 1990 Heavy Fuel
The 1990's saw many revolutionary models from the company. The Taurus Diesel was the
first production Diesel motorcycle in the world.

• 1993 Bullet 500


The Bullet 500 was launched in June this year. It went on to become the most coveted model.

• 1994 Eicher acquires Enfield

In March the ailing company got a new lease of life when Eicher group acquired Enfield
India Company. The company name changed to Royal Enfield Motors Limited.

Page | 50
2.14:-ROYAL ENFIELD (2001-2017)
• 2001
The Dare Devils, the motorcycle display team of the Corps of Signals, Jabalpur forms a Human
Pyramid of 201 men on 10 Enfield 350cc bikes and rides a distance of more than 200 meters.

• 2002

India’s first Cruiser – The ‘THUNDERBIRD’ is launched. BBC Wheels awards it


‘The Best Cruiser 2002’ title. The Bullet Machismo enters commercial production.
Dan Holmes and Johnny Szoldrak won the National Road Race Championship (60’s Class)
on a Bullet.

• 2003

The first ‘RIDER MANIA’ gets together is held in Goa. REDS are formed in Pune. The Bullet
enters the Automotive ‘Hall of Pride’ at the ICICI Overdrive awards.1000 Riders descend on
Redditch for the Royal Enfield Owners Club 25thAnniversary.Royal Enfield is one of the top
ten 125-500 cc brands in UK.

Page | 51
• 2004

The 2004 Bullet Electra is launched. The retro styled Bullet Machismo is rated
‘No.1Cruiser’ in TNS Auto car survey. The Bullet Electra International with a
lean-burn engine is launched in the UK.34 men ride simultaneously on a Bullet,
setting a new world record.

• 2005
Royal Enfield India Celebrates 50 glorious years of motorcycling and unveils a blueprint
for the future. The 2005 Bullet Electra features a revolutionary 5-Speed left side gear
shift that makes the marquee more accessible to motorcyclists. The Legend rides on…

• 2006
Royal Enfield develops a fully integrated Twin Spark, 5-Speed engine that delivers
a dramatic increase in performance and efficiency. The new engine will power all domestic and
International models from 2007 onwards.

• 2007
Royal Enfield launches the all new limited edition Machismo 500LB with customized
accessories. The legendary Bullet 350 needs no introduction. Now Bullet 350 is with all

Page | 52
new UCE engine. This classic machine has kept place with advances in engineering and
ergonomics without diluting its impeccable pedigree. A long wheel base and bigger tires
provide increased stability and road grip, making it ideal for long distance travel. Its aristocratic
black & gold livery and thumping engine beat remind passers-by that they are in the
presence of automotive royalty.

• 2008
The Thunderbird Twins Park will be the first model to feature Royal Enfield’s
revolutionary Unit Construction Engine. All the well loved features of the Thunderbird
have been retained and enhanced in some cases. Also, the twin benefit of improved performance
and engine efficiency makes this motorcycle hard to beat in terms of pure riding
pleasure and visual delight .The evolutionary mix of old and new features in this motorcycle
will surely delight its owners.

• 2009
The smaller twin of the Classic 500, the Classic 350 will hold its own against any other
motorcycle and then pull some more. The Classic 350 shares its power plant with the
Legendary Thunderbird. The torque to flatten mountains and the fuel efficiency to cross entire
ranges comes in the same understated yet charming styling. This is a motorcycle that does not
need to shout to be heard. Born of a rich heritage and bred with Royal Elegance this 350cc
thumper has all the qualities of a typical Royal Enfield. Appreciated then,
appreciated now...Why rides a lesser bike. Nothing more to be said . The Classic 500 comes

to India. Armed with a potent fuel injected 500cc engine and clothed in a disarmingly appealing
post war styling, this promises to be the most coveted Royal Enfield in history. For those who

want it all. The power, the fuel efficiency, the reliability and simple, yet drop dead
gorgeous classic styling. The classic turns heads not because it wants to but

Page | 53
because it can’t help it. You will appreciate the beat not just for the music it
creates but also for the muted feeling of strength and power that it signifies. The
view is simply better when you are astride a Royal Enfield Classic 500 whether moving or
still. Nothing more to be said.

• 2011
The company launches its first annual 'One Ride', where all Royal Enfield riders
across the world are encouraged to go for a ride on the first Sunday in April. Royal
Enfield acquires 50 acres of land at Oragadam near Chennai for its new plant. A
factory organized trip crosses the border with ‘Tour of Nepal’.

• 2012
Royal Enfield launches its first highway cruiser, the all-black Thunderbird 500.
Work on the new Oragadam factory continues briskly while the Tiruvottiyur plant
sets new production records.

• 2013
Royal Enfield commences manufacturing at its second facility at Oragadam, Tamil
Nadu. With increased capacity, the state-of-art factory will be the nucleus of the
company's global ambitions in the future.

• 2013
Forty-eight years after developing the world’s first production café racer, Royal
Enfield rolls out the all-new Continental GT. Rockers, critics and riders agree that
it is the most fun one could ever have on a motorcycle.

• 2014
Royal Enfield introduces a new retail experience with the opening of the first-of-
its-kind exclusive gear store at Khan Market, New Delhi.

Page | 54
• 2015
Royal Enfield acquires erstwhile collaborators Harris Performance of the U.K., a
motorcycle engineering and design firm to enhance its engineering and product
design capabilities.

• 2015
Royal Enfield sets up its first direct distribution subsidiary outside India, in North
America. Royal Enfield's North American headquarters are located in Milwaukee,
Wisconsin.

• 2016
Royal Enfield debuts the Himalayan. With the all-new LS410 engine and terrain-
tested suspension, it promises the ride of a lifetime on all roads and no roads.

• 2017
Royal Enfield moves into its fully operational Technology Centre in UK at
Bruntingthorpe Proving Ground, Leicester.

• 2017
Royal Enfield commences production from its third manufacturing facility at
Vallam, near Chennai.

• 2017
Royal Enfield unveils ‘The Twins’ at the EICMA Motor Show, Milan and at Rider
Mania, Goa, India

Page | 55
2.15:-Army's stunt riders break record

ARMY PERSONNEL IN BANGALORE SET RECORD OF CARRYING 48


PERSONS ON ONE BIKE

Indian Army personnel broke a world record by being the only team in the world to cross a
staggering distance of 1000 meters carrying 48 persons on a single moving 500 cc Royal Enfield
motorcycle.

'Tornadoes', the motorcycle display team of Army Service Corps today broke two world
records by being the only team to achieve a staggering distance of 1100
meters with 54 persons on a single bike. They broke the record of Corps
of Military Police who carried 48 persons on a single moving 500 CC motorcycle
here recently. The team while exhibiting extraordinary skill, courage, endurance
and mental strength, entered the annals of record books by performing
this breathtaking feat on a 500 CC Royal Enfield motorcycle at the Runway of Air Force
Station Yelahanka in the presence of a large number of military and civil dignitaries.

Page | 56
The 'Tornadoes' was raised in 1982 after having given a stupendous display of daredevilry in the
1982 Asian Games. "Since then the men of the Tornadoes Team by their sheer grit,
determination and spirit of adventure have created a niche for themselves by rewriting
various records," the release said .The team at one point of time had achieved the distinction of
holding seven world and national records of varying degrees of complexity and
fortitude, it said.

Page | 57
2.16:-ORGANISATIONAL STRUCTURE

GENERAL MANAGER

(Proprietor)

Sales manager Service manager Service manager

Showroom Service
Accountant

In charge supervisor

Team Service
Assistant
Manager Staffs
Accountant

Sales

Representative

Page | 58
2.17:-SWOT ANALYSIS

• MAJOR PLAYER IN INDIAN TWO WHEELER MARKET

GROUP PLAYERS ATTRIBUTES COMPETITIVE


FORCE
A Bajaj, Hero Highly diversified -high buyer power

Aggressive -High competitive rivalry


promotion -high entry barriers

B TVS Selectivity -low entry barriers


diversified
-Narrow product lines
Aggressive imply that aggressive
promotion promotions can eat into
market share
C Honda Yamaha Selectively -High threat of
diversified substitution(rs 1 lakh car)

Moderate Promotion -Low entry barriers


D Royal Enfield Highly specialized -Low buyer power, high
brand loyalty
Low Promotion
-product diversification
will imply risk of brand
dilution

Page | 59
• SWOT ANALYSIS OF THE TWO WHEELER INDUSTRY

STRENGTHS WEAKNESSES

• Established brands • Extremely price sensitive


• Strong Brand Name • Short PLC
• Style statement • High R and D costs
• Convenient in heavy traffic
• Easy and cheap finance
availability
• Patent
• Good reputation among
customers

OPPURTUNITIES THREATS

• Growing premium segment • The rs.1 lakh car


• Increasing dispensable income • Cut throat competition
• Environmental concerns • Increasing number of players in
• Exports increasing the market
• Very strong demand in the 100cc, • Rising raw material costs
Segment dominated by limited • Increasing rates of interest on
players, finance

Page | 60
• SWOT ANALYSIS FOR ROYAL ENFILD

STRENGTHS WEAKNESSES
• Size and scale of parent company • Small showrooms
• Effective Advertising Capability • Not much emphasis on
• Committed and dedicated staff aggressive selling
• High emphasis on R and D • Weak product diversity
• Experience in the market
• Established brand
• Established market channel
• Power, Speed & Acceleration

OPPURTUNITIES THREATS
• Growing premium segment • Cut throat competition
• Global expansion into the • Increasing number of players
Caribbean & Central American in the market
• Expansion of target market • Rising raw material costs
(including women) • Increasing rates of interest on
• Increasing dispensable income finance
• 1st mover advantage

Page | 61
CHAPTER-3
RESESRCH
DESIGN

Page | 62
CHAPTER-3

RESESRCH DESIGN

3.1:-RESEARCH
Research is defined as a careful consideration of study regarding a particular
concern or a problem using scientific methods. According to the American
sociologist Earl Robert Babbie, “Research is a systemic inquiry to describe,
explain, predict and control the observed phenomenon. Research involves
inductive and deductive methods,” inductive approaches are associated with
qualitative research and deductive methods are more commonly associated with
quantitative research.

3.2:-RESEARCH DESIGN
According to Kerlinger, “Research in the plan, structure and strategy of study
conceived in order to get answers to research questions and also to control
variance”. Research design is the set of methods and procedures used in collecting
and analyzing measures of the variables specified in the research problem.

For this research study, descriptive research methods have been used.

3.3:-INTRODUCTION

Royal Enfield one of the popular brand and highest selling bike in Indian outside
India (USA, Europe, Australia etc.). Royal Enfield motorcycles had been sold in
India from 1949. In 1955, the Indian government looked for a suitable motorcycle
for its police and army, for use patrolling the country's border. As far as the
motorcycle brand goes, though, it would appear that Royal Enfield is the only
motorcycle brand to span three centuries, and still going, with continuous
production. Product range has widened and the customer has evolved.

Page | 63
3.4:-Topic

The study on “Consumer perception towards Royal Enfield with reference to SSS
motors”

3.5:-Statement of the problem

The study determines the perception of the consumer towards the Royal Enfield
bikes. The study thus seeks to collect the information from the respondents on the
usage patterns and preference bike what they feel about the product or if there is
anything that the consumer do not like the product in this respect

3.6:-Objective of the study

The objectives of the study are as follows

• To study the consumer perception towards the Royal Enfield bikes.


• To understand the attitude of the consumers towards the Royal Enfield bikes
and also to understand the buyer behavior.
• To study the brand awareness, brand image and perception of consumers
towards various brands.
• To study the preference of customers on different varieties of Royal Enfield
bikes.
• To study consumer expectations in respect to Royal Enfield bikes.
• To study the brand loyalty of Royal Enfield customers.
• To give suitable conclusions and recommendation for findings

Page | 64
3.7:-Limitations of study

• The research was confined to Bangalore city only; it represents the coulters
towards Royal Enfield bikes.
• The second limitation was the lack of time due to which only 100 questionnaires
are very small in number.
• The third limitation is that assumption were made that respondents have
disclosed the correct information.
• Even among the 100 consumers some were not so patient to fill the questions
given to them due to lake of time.
• Researcher was able to overcome the above limitations in order to collect the
useful data for present study, the above limitations in no way effect of the study.

3.8:-Scope of the study

The study helped in knowing about the awareness and satisfaction and also the
perception of consumers towards Royal Enfield. It also support to analyses the
dealer’s attitude towards the service and benefits rendered by the company. This
study also maintence the management graduates and fellow researchers who would
like to increase their on the subjects which might be of help in the near future while
looking for works.

3.9:-Research Methodology

The research was carried out through survey method. Fieldwork was carried out in
order to collect the data. Data was collected through questionnaire and interview

Page | 65
with consumers. The study analysis of the data was done through simple statistical
technique such as drawings of percentage for generalization. Construction to tables
for tabulating the primary data. The use of bar diagrams, pie diagrams and base
diagrams to have better understanding etc. of the study are also adopted in the
study.

3.10:-Source of data collection

Data were collected from three sources for the present study.
Collection of data
• Primary data
• Secondary data

• Primary data

Primary data assumes a great importance in this type of studies, in this study
primary data had been collected from structured questionnaires, observation
methods, and interpretation with the executives of the company, in these ways
data’s are very important and plays a vital role.

• Secondary data

Secondary data had been gathered from many sources namely,

• Company records and reports,


• Company website, newspapers, magazines and journals,
• Standard references and book,
• Purpose of using secondary data was to increase accuracy, interpretation
conclusion and recommendations.

Page | 66
3.11:-Sampling plan
The term sampling plan refers to the investigation of the part of sole population
representation its general qualities as far as possible. Sampling is a tool which
enables us to draw conclusion about the characteristics of the population after the
studying; only these subjects or items are included in the sample convenient
sampling method was used for the study.

3.12:-Sample design

The research was carried out in various phases that constituted an approach of
working from whole to part. It included subsequent phases trying to go deeper into
the user’s psyche and develop a thorough understanding of what the user looks for
while buying a bike. In order to get a perspective from non-Bullet riders as to what
are the reasons for not choosing a Bullet, I administered the same questionnaire to
riders who used other motorcycles keeping in mind the time and cost constraints.
For the customer satisfaction study a sample of 100 persons was chosen from the
in Bangalore city. The sample was judgmental and methodology was convenient
random sampling.

3.13:-Sampling techniques

The sampling techniques used for the purpose of this project report was
convenience sampling, which is a noon probability sampling. In this kind the

respondents are chosen according to the researcher. The respondents were selected

Page | 67
according to convenience and care was taken to interview respondents from
different parts of Nelamangala city.

3.14:-Sample size

In this project a sample size of 100 individuals was chosen for the study.

3.15:-Tools and techniques of data collection

The survey was did by distributing the structured questionnaires

Convenient sampling method was used to collect the information

Page | 68
CHAPTER-4

DATA

ANALYSIS

Page | 69
CHAPTER-4

DATA ANALYSIS

DATA ANALYSIS AND INTERPRETATION

Proceeding chapters were addressed to the varied techniques of data collection and
the methodological rational underlying them. The question that naturally follows
is; what is to be done with data that are collected? In this chapter we shall deal
with data question.

Analysis of the involve a number of closely related operations that are performed
with the purpose of summarizing the collected data and organizing these in such
manner that they will yield answer to the research.

Page | 70
TABLE-4.1

TABLE SHOWING AGE GROUP OFRESPONDENTS

Sl no Age group No of respondent Percentage

1 18-30 years 62 62%

2 30-50 years 30 30%

50 years &
3 8 8%
above

Total 100

ANALYSIS:

➢ 62% of the respondents belongs to 18-30 years


➢ 30% of the respondents belongs to 30-50 years
➢ 8% of the respondents belongs to 50 years & above

Page | 71
Graph-4.1

GRAPH SHOWING AGE GROUP OFRESPONDENTS

70

60

50

40

30

20

10

0
18-30 years 30-50 years 50 years & above

INTERPRETATION

The above table shows that the majority of the customers who ride Royal Enfield
bike were in the age group of 20-30 who are mostly students compared to the age
group of 30-50 and 50 and above who were mostly comprised of professionals
and others. It is clear from the table that researcher has covered all the age groups
for study.

Page | 72
TABLE-4.2

TABLE SHOWING THE RESPONDENTS OCCUPATION

Sl no Age group No of respondent Percentage

1 Student 34 34%

2 Businessman 32 32%

3 Professionals 34 34%

4 Other 12 12%
Total 100

ANALYSIS:

➢ 34% of the respondents belongs to Student Group


➢ 32% of the respondents belongs to Businessman Group
➢ 34% of the respondents belongs to Profession Group
➢ 12% of the Respondents Belongs To Others Group

Page | 73
Graph-4.2

GRAPH SHOWING THE RESPONDENTS OCCUPATION

40

35

30

25

20

15

10

0
Student businessman professionals others

INTERPRETATION

The above table’s shows that majority of the respondents who ride Royal Enfield
bikes were emerged as student and professionals compared to the of businessman
and others. It is clear from the table that research has covered all types of users for
the study.

Page | 74
TABLE-4.3

TABLE SHOWING THE ANNUAL INCOME GROUP OF


RESPONDENTS

Sl no Income group No of respondents Percentage

1 Less than 1,20,000 28 28%

2 1,20,000-3,60,000 24 24%

3 3,60,000-7,20,000 38 38%

4 7,20,000& above 10 10%

TOTAL 100

ANALYSIS:

➢ 28% of the respondent belongs to less than 1,20,000


➢ 24% of the respondent belongs to 1,20,000-3,60,000
➢ 38% of the respondent belongs to 3,60,000-7,20,000
➢ 10% of the respondent belongs to 7,20,000& above

Page | 75
Graph-4.3

GRAPH SHOWING THE ANNUAL INCOME GROUP OF


RESPONDENTS

40

35

30

25

20

15

10

0
Less than 1,20,000 1,20,000-3,60,000 3,60,000-7,20,000 7,20,000& above

INTERPRETATION
The survey so conducted assesses the objective of the research. From the above
table it is evident that majority of the respondents belong to the annual income
group of 3,60,000-7,20,000 compared to that of 1,20,000-3,60,000 and less than
1,20,000 who are little less. We can also see that the income group of 7,20,000 and
above are very few in number.

Page | 76
TABLE-4.4
TABLE SHOWING THE MODEL OF BIKES USED BY THE
RESPOENT

Sl no Model No of respondent Percentage

1 Classic 350 26 26%

2 Classic 500 16 16%

3 Electra 32 32%

4 Thunderbird 14 14%

5 Others 12 12%
TOTAL 100

ANALYSIS
➢ 26% of the respondent belongs to Classic 350
➢ 16% of the respondent belongs to Classic 500
➢ 32% of the respondent belongs to Electra
➢ 14% of the respondent belongs to Thunder bird
➢ 12% of the respondent belongs to Other

Page | 77
Graph-4.4

GRAPH SHOWING THE MODEL OF BIKES USED BY THE


RESPOENT

35

30

25

20

15

10

0
Classic 350 Classic 500 Electra Thunderbird

INTERPRETATION
Here the table shows the type of vehicles used respondents. We can see that
majority of respondents that is 32 of use Electra compared to that of all that
remaining models. The model classic 350 is highly popular among youth
especially.

Page | 78
TABLE-4.5
TABLE SHOWING THE ATTRIBUTES PREFFERED BY THE
RESPONDENTS BEFORE PURCHASING THE BIKE

Sl no Attributes No of respondent Percentage

1 Style 46 46%

2 Status symbol 26 26%

3 Maintenance 10 10%

4 Power of bike 18 18%

TOTAL 100

ANALYSIS:

➢ 46% of the respondent belongs to Look


➢ 26% of the respondent belongs to Status Symbols
➢ 10% of the respondent belongs to Maintenance
➢ 18% of the respondent belongs to Power of bike

Page | 79
Graph-4.5

GRAPH SHOWING THE ATTRIBUTES PREFFERED BY THE


RESPONDENTS BEFORE PURCHASING THE BIKE

50

45

40

35

30

25

20

15

10

0
Style Status symbol Maintenance Power of bike

INTERPRETATION

The above table shows the attributes preferred by respondents before purchasing
the bike. Majority of the respondents prefer the bike because of its look and status
symbol and only few of them prefer it looking at the maintenance and power of bik

Page | 80
TABLE-4.6
TABLE SHOWING HOW THE RESPONDENTS CAME TO KNOW
ABOUT ROYAL ENFILD BIKE

Sl no Attributes No of respondent Percentage

1 Newspaper 16 16%

2 Advertisement 30 30%

3 Friend/Relatives 54 54%

TOTAL 100

ANALYSIS
➢ 16% of the respondent belongs to Newspaper
➢ 30% of the respondent belongs to Advertisement
➢ 54% of the respondent belongs to Friends/Relatives

Page | 81
Graph-4.6
GRAPH SHOWING HOW THE RESPONDENTS CAME TO KNOW
ABOUT ROYAL ENFILD BIKE

60

50

40

30

20

10

0
Newspaper Advertisement Friend/Relatives

INTERPRETATION
From the above table it is revealed that majority of the customers of Royal Enfield
came to know about the bikes through friends and relatives, rather than by
advertisement or newspaper. So it can be concluded that more and more customers
know about the product through friends and relatives.

Page | 82
TABLE-4.7
TABLE SHOWING THE PURPOSE OF RESPONDENTS FOR
USING THE BIKE

Sl no Attributes No of respondent Percentage


1 College 30 30%
2 Style 20 20%
3 Office 34 34%
4 Other 16 16%
TOTAL 100

ANALYSIS
➢ 30% of the respondent belongs to Collage
➢ 20% of the respondent belongs to Style
➢ 34% of the respondent belongs to Office
➢ 16% of the respondent belongs to Others

Page | 83
Graph-4.7

GRAPH SHOWING THE PURPOSE OF RESPONDENTS FOR


USING THE BIKE

40

35

30

25

20

15

10

0
College Style Office Other

INTERPRETATION

The above table shows the purpose for which the respondents use the bike. It is
found that majority of respondents use the bike for going to office compared to
college and style. It is also seen that few of hardcore Royal Enfield riders use the
bike for other purpose such as tripping or expeditions.

Page | 84
TABLE-4.8

TABLE SHOWING HOW THE ATTRIBUTES WHICH MAKES THE


RESPONDENTS EXTREMELY HAPPY WITH RESPECT TO BIKE

Sl no Attributes No of respondent Percentage

1 style 22 22%

2 Power of bike 50 50%

3 Mileage 14 14%

4 Maintenance 6 6%

5 Others 8 8%

TOTAL 100

ANALYSIS

➢ 22% of the respondent belongs to style


➢ 50% of the respondent belongs to power of bike
➢ 14% of the respondent belongs to mileage
➢ 6% of the respondent belongs to maintenance
➢ 8% of the respondent belongs to other

Page | 85
Graph-4.8

GRAPH SHOWING HOW THE ATTRIBUTES WHICH MAKES THE


RESPONDENTS EXTREMELY HAPPY WITH RESPECT TO BIKE

60

50

40

30

20

10

0
style Power of bike Mileage Maintenance

INTERPRETATION
In the above table it is shown the attributes of the bike which makes the
respondents extremely happy. It has been found out that majority of respondents
are happy with the power of bike, style also plays an important part for the riders
whereas mileage, maintenance and some other attributes are less considered.

Page | 86
TABLE-4.9
TABLE SHOWING THE PERCEPTION OF THE RESPONDENTS
TOWARDS ROYAL ENFIELD WHEN COMPARED TO OTHER
BIKE

Sl no Attributes No of respondent Percentage

1 Excellent 56 56%
2 Good 26 26%
3 Average 10 10%
4 Poor 8 8%
TOTAL 100

ANALYSIS
➢ 56% of the respondent belongs to excellent
➢ 26% of the respondent belongs to good
➢ 10% of the respondent belongs to average
➢ 08% of the respondent belongs to poor

Page | 87
Graph-4.9
GRAPH SHOWING THE PERCEPTION OF THE RESPONDENTS
TOWARDS ROYAL ENFIELD WHEN COMPARED TO OTHER
BIKE

60

50

40

30

20

10

0
Excellent Good Average Poor

INTERPRETATION

Here from the above table it is shown that majority of the respondents fell that
their bike is excellent and good when compared to other bikes which is available in
the market, whereas there are very few to believe that it is poor.

Page | 88
TABLE-4.10

TABLE SHOWING CUSTOMER’S SATISFACTION WITH


RESPECT TO MILEAGE OF THE BIKE

Sl no Response No of respondent Percentage

1 Yes 38 38%

2 No 62 62%

TOTAL 100

ANALYSIS

➢ 30% of the respondents belongs to Yes


➢ 62% of the respondents belongs to No

Page | 89
Graph-4.10

GRAPH SHOWING CUSTOMER’S SATISFACTION WITH


RESPECT TO MILEAGE OF THE BIKE

70

60

50

40

30

20

10

0
Yes No

INTERPRETATION

From the above table it is evident that majority of the customers are not happy with
the mileage of the bike, though it is very much clear that the bike is preferred only
because of its power and status and status symbol and because of its mileage.

Page | 90
TABLE-4.11

TABLE SHOWING PERCEPTION OF THE CUSTOMERS TOWARDS


MAINTENANCE OF ROYAL ENFIELD

Sl no Perception No of respondent Percentage

1 Expensive 52 52%

2 Affordable 34 34%

3 Cheap 14 14%

TOTAL 100

ANALYSIS

➢ 52% of the respondents belongs to Expensive


➢ 34% of the respondents belongs to Affordable
➢ 14% of the respondents belongs to Cheap

Page | 91
Graph-4.11

GRAPH SHOWING PERCEPTION OF THE CUSTOMERS TOWARDS


MAINTENANCE OF ROYAL ENFIELD

60

50

40

30

20

10

0
Expensive Affordable Cheap

INERPREPTION

The above table shows that majority of the customers feel that it is too expensive
to maintain the bike and some customers also fell that it is affordable, whereas
very few think that it is cheap.

Page | 92
TABLE-4.12

TABLE SHOWING SUITABILITY OF ROYAL ENFIELD BIKES


FOR ALL TYPES OF ROADS

Sl no Suitability No of respondent Percentage

1 Yes 76 76%

2 No 24 24

TOTAL 100

ANALYSIS

➢ 76% of the respondents belongs to Yes


➢ 24% of the respondents belongs to No

Page | 93
Graph-4.12

GRAPH SHOWING SUITABILITY OF ROYAL ENFIELD BIKES


FOR ALL TYPES OF ROADS

80

70

60

50

40

30

20

10

0
Yes No

INTERPETATION

From the above table it is evident that majority of the customers feel that it is
suitable for all kinds of roads compared to very few who feel it doesn’t. Therefore
it is clear that the bike suits almost all kinds of road.

Page | 94
TABLE-4.13

TABLE SHOWING PERCEPTION OF THE RESPONDENTS


TOWARDS THE APPEARANCE OF THE BIKE

Sl no Attributes No of respondent Percentage

1 Excellent 47 47

2 Good 40 40

3 Average 10 10

4 Poor 3 3

TOTAL 100

ANALYSIS

➢ 47% of the respondents belongs to Excellent


➢ 40% of the respondents belongs to Good
➢ 10% of the respondents belongs to Average
➢ 03% of the respondents belongs to Poor

Page | 95
Graph-4.13

GRAPH SHOWING PERCEPTION OF THE RESPONDENTS


TOWARDS THE APPEARANCE OF THE BIKE

50

45

40

35

30

25

20

15

10

0
Excellent Good Average poor

INTERPRETATION

Here from the above table it can be seen that majority of the customers who ride
Royal Enfield bike feel that the appearance is excellent and good compared to very
few who feel that it is average or poor.

Page | 96
TABLE-4.14

TABLE SHOWING PERCEPTION OF THE RESPONDENTS


TOWARDS PTRICE OF THE BIKE

Sl no Attributes No of respondent Percentage


1 Costly 42 42%
2 Standard 51 51%
3 Economical 7 7%
TOTAL 100

ANALYSIS

➢ 42% of the respondents belongs to Costly


➢ 51% of the respondents belongs to Standard
➢ 7% of the respondents belongs to Economical

Page | 97
Graph-4.14

GRAPH SHOWING PERCEPTION OF THE RESPONDENTS


TOWARDS PTRICE OF THE BIKE

60

50

40

30

20

10

0
Costly standard economical

INTERPRETATION

From the above table it is clear that majority of the respondents are of the
opinion that price of the Royal Enfield bike is standard and also costly to
very few who feel it is not economical.

Page | 98
TABLE-4.15

TABLE SHOWING THE PERCEOTION OF REPONDENTS TO


WARDS THE VARIATION OF THE BIKE

Sl no Attributes No of respondent Percentage


1 Price 22 22%
2 Quality 17 17%
3 Service 43 43%
4 Mileage 18 18%
TOTAL 100

ANALYSIS

➢ 22% of the respondents belongs to Price


➢ 17% of the respondents belongs to Quality
➢ 43% of the respondents belongs to Service
➢ 18% of the respondents belongs to Mileage

Page | 99
Graph-4.15

GRAPH SHOWING THE PERCEOTION OF REPONDENTS TO


WARDS THE VARIATION OF THE BIKE

50

45

40

35

30

25

20

15

10

0
Price Quality Service Mileage

INTERPRETATION

Here from the above table it is shown that the majority of the respondents fell that
there is variation in the service of the bike after it is purchased from the outlet,
compared to very few of them who feel that there is variation in the price, quality
and mileage.

Page | 100
TABLE-4.16

TABLE SHOWING WHETHER THE CUSTOMER ARE


COMFORTABLE WITH ROYAL ENFIELD BIKES

Sl no Response No of respondent Percentage


1 Yes 98 98%
2 No 2 2%
TOTAL 100

ANALYSIS

➢ 98% of the respondents belongs to Yes


➢ 2% of the respondents belongs to No

Page | 101
Graph-4.16

GRAPH SHOWING WHETHER THE CUSTOMER ARE


COMFORTABLE WITH ROYAL ENFIELD BIKES

120

100

80

60

40

20

0
Yes No

INTERPETATION

From the above table it is clear that almost all the customers are comfortable with
their bike [98%]. Thus we can conclude that majority of the customers are satisfied
with their bikes when it comes to comfort.

Page | 102
TABLE-4.17

TABLE SHOWING WHETHER THE CUSTOMERS RECOMMEND


THE PRODUCT TO THER FRIENDS AND RELATIVES

Sl no Response No of respondent Percentage

1 Yes 96 96%

2 No 4 4%

TOTAL 100

ANALYSIS

➢ 96% of the respondents belongs to Yes


➢ 04% of the respondents belongs to No

Page | 103
Graph-4.17

GRAPH SHOWING WHETHER THE CUSTOMERS RECOMMEND


THEPRODUCT TO THER FRIENDS AND RELATIVES

120

100

80

60

40

20

0
Yes No

INTERPRETATION

From the above table it is evident that the majority of the customers recommend
their product to their friend and relatives compared to very few who doesn’t want
to recommend.

Page | 104
TABLE-4.18

TABLE SHOWING PERCEPTION OF THE RESPONDENTS


TOWARDS THE AVAILABILITY OF SPARE PARTS

Sl no Response No of respondent Percentage

1 Readily available 23 23%

2 Don’t get them readily 37 37%

Don’t have good spares


3 10 10%
supply

4 Major headache 8 8%

TOTAL 100

ANALYSIS

➢ 23% of the respondents Belongs to Readily available


➢ 37% of the respondents Belongs to Don’t get them readily
➢ 10% of the respondents Belongs to Don’t have good spares supply
➢ 08% of the r4espondents Belongs to Major headache

Page | 105
Graph-4.18

GRAPH SHOWING PERCEPTION OF THE RESPONDENTS


TOWARDS THE AVAILABILITY OF SPARE PARTS

40

35

30

25

20

15

10

0
Readily available Don’t get them readily Don’t have good spares Major headache
supply

INTERPRETATION

From the above it can be seen that majority of the customer think that they don’t
get good spares supply at proper time in service outlets or in the showroom, and
there are also customers who feel they get them readily. Customers who have
witnessed some problems of non-availability of spare parts are very few in
number.

Page | 106
CHAPTER-5

FINDINGS

Page | 107
CHAPTER-5

FINDINGS

The findings are as follows

• The sample picked from the population of two wheeler if Royal


Enfield has thrown a new look into perception of consumer
• The study has shown that businessman and the student s are the crunch
followed by the professional.
• The royal Enfield is having a young appeal as the 62%of the
consumers are found to be below the age group of 18-30 years
followed by 30-50 years.
• Royal Enfield is placing their products in the appropriate price range.
As the people of this income bracket less than 3,60,000-7,20,000 can
easily afford this bike.
• Customers are not attracted to only one particular model due to the
variants available and because the classic 350/500 is the newly
modified bike they are fast moving now.
• Majority of the customers directly chose Royal Enfield as their bike
and didn’t even have a look at the nearest alternative bike and this
shows the loyalty of the customers towards the brand Royal Enfield.
• Advertisements are rarely recalled and are highly ineffective amongst
non-Bullet riders. It’s clear that Royal Enfield should concentrate on
its advertising campaign to reach the customers.
• It clearly shows that mileage of the Royal Enfield bikes is economical
& mileage between 35 and 40 that to on Indian roads with heavy
traffic is a great deal.

Page | 108
• It is clear that majority of the respondents are satisfied with spare parts
availability and we can say that Royal Enfield has good distribution
channel for spare parts in the city.

Page | 109
CHAPTER-6

SUGGESTIONS

Page | 110
CHAPTER-6

SUGGESTIONS

• Promotional campaign - The Royal Enfield ads seen on electronic and print
media are absolutely out of touch with the Indian culture and thought
process. An Indian consumer irrespective of their income level has a soft
corner for traditions and culture of Indian. Hence, all companies including
market leaders like Hero Honda and Bajaj capitalize on this behavior of
customers and design their ad campaigns keeping India in mind.
• Weak follow up from dealerships- it was observed during the study that
Royal Enfield was quite weak in following up with prospective customers.
• Measures should be taken to improve its dealership- showroom are very
small in size and do not reflect the quality and scale of Royal Enfield in the
market.
• Should improve the after sales service- During the survey it was found that
Royal Enfield is not satisfying all their customers in after sales service,
employees at dealership sometimes use harsh words and become rude to the
customers, parts of the biker are not easily available in the market. This is
the major drawback in capturing the marketing share so Royal Enfield
should take some better steps to satisfy and retain their customers.
• Increase in customer query response- during the study it was found that
dealers are not satisfying the queries of customers and so suggested to
increase customer query response by dealers.
• Youth oriented promotion-company should focus more on younger
generation as it can increase sales and market share in Bangalore,

Page | 111
CHAPTER-7

CONCLUSION

Page | 112
CHAPTER-7

CONCLUSION

The study helped Royal Enfield dealers to understand whether the customer are
satisfied or not. If not what are main reasons for dissatisfaction of customer
towards the dealer and what are the way of improving the satisfaction level of
costumer towards dealer.

We can concluded younger generation and middle age are more interested in
Royal Enfield, the buying behavior is governed predominantly by the need for
power and respect for the iconic Brand and user are mostly professional males,
18-35 years of age, including some students.

Most of the customers are attracted to newly release classic 350/500, also
customers are easily affording the price of Royal Enfield bikes and costumers are
very loyal towards the brand Royal Enfield.

Royal Enfield should concentrate on its advertising campaign to reach the


customers, mileage of the Royal Enfield bikes is very economical and most of
them prefer to buy their bike brand new from showroom with the space parts
available in market easily.

Royal Enfield has an excellent satisfaction level with the customer for its power,
pick up, comfort safety and with after sales service.

It is clear that Royal Enfield check at the complaints registered by their customers
on regular basis to maintain its brand value and entire Royal Enfield owner are
passionate Royal Enfield fans

Page | 113
CHAPTER-8

BIBLIOGRAPHY

Page | 114
CHAPTER-8

BIBLIOGRAPHY

BOOK REFERRED

Marketing Management 13th edition -Philip Kotler

Service management -vison publication

Consumer behavior - Himalaya publication

Magazines Referred

The Bullet.in – The Magazine for all Royal Enfield Enthusiasts

Royal Enfield Magazine, The BEAT.

Websites Referred

www.royalenfield.com

www.wikipedia.org

www.learnmarketing.com

www.enfieldmotorcycles.com

Page | 115
CHAPTER-9

ANNEXURE

Page | 116
CHAPTER-9

ANNEXURE

QUESTIONNAIRE

Respected sir/madam

We the student of BBM 6th sem of KLE COLLEGE, BANGALORE, doing a


project entitled ‘Consumer perception towards Royal Enfield bikes’.

I therefore request you to spare a few minute with me to fill up this questionnaire.
Any information collected during the course of survey will be kept confidential

Name :

Contact :

Email id :

Gender :

Age :

a)20-30 years b)30-50 years c)50 and above

Occupation :

a)Student b)professional c)Businessman d)others

Annual income :

Page | 117
a)Less than 1,20,000 b)1,20,000-3,60,000 c)3,60,000-7,20,000
d)7,20,000 & above

1) Which model of Royal Enfield do you presently own?

a)Classic 350 b)Classic 500 c)Electra d)Thunderbird


d)Others

2) What made you to buy this model?

a)Look b)Status Symbol c)Maintenance d)Power of bike

3) For what purpose you use your bike?

a)Collage b)Style c)Office d)Others(specify)

4) What do you like most in your bike?

a)Style b)Power of bike c)Mileage d)Maintenance d)Others

5) How do you rate your bike among other bikes which is available?

a)Excellent b)Good c)Average d)poor

6) Are you satisfied with the mileage of your bike?

a)Yes b)No

7) What do you say about the maintenance of your bike?

a)Expensive b)Affordable c)Cheap

8) Is Royal Enfield bike good on all road?

a)Yes b)No

9) How is the appearance of your bike?

a)Excellent b)good c)Average d)Poor

Page | 118
10) What is your comment on the price of your Royal Enfield bike?

a)Costly b)Standard c)Economical

11) Is there any variation in what you expected?

a)Price b)Service c)Quality d)Mileage

12) Are you comfortable with your bike?

a)Yes b)No

13) Will you recommend this product friends and parts?

a)Yes b)No

14) What do you think about the availability of spare parts?

a)Readily available b)Don’t get them readily

c)Don’t have good spares supply d)Major headache

Page | 119
Page | 120

S-ar putea să vă placă și