PART 2

A

RESEARCH METHODOLOGY
PART – II OF PROJECT IN MBA IV SEMESTER

CUSTOMER SATISFACTION OF HONDA

SUBMITED FOR SEMINOR PRESENTATION
BY
B.SAI PRASANNA KUMAR
HT.NO.13QP1E0006
DEPARTMENT OF MANAGEMENT STUDIES
MASTER OF BUSINESS ADMINISTRATION

KHAMMAM INSTITUTE OF TECHNOLOGY & SCIENCES
PONNEKAL (VILLAGE), KHAMMAM (RURAL), KHAMMAM DIST-507170
(APPROVED BY A.I.C.T.E., NEW DELHI & AFFILIATED TO J.N.T.U HYDERABAD)

(2013-2015)
1

CHAPTER – II
INDUSTRY PROFILE
&
COMPANY PROFILE

2

INDUSTRY PROFILE
Motorcycles have made their debut around the 1950s; this section looks at the two
wheelers which have over the years caught the imagination of the country. It was in the year
1954 that the Indian government ordered for totaling number of 800 motorcycles to man the
Pakistani borders. The bullets which were initially launched in England as a 350cc bike and it
was upgraded to 500cc a year or so later. These bikes have remained unaltered, barring some
cosmetic changes which have undergone over the years. Thus one can say without much of the
doubt that the 1955 Bullet was one of the initial hits of the Indian two wheeler industries and till
today it continues to be a darling of the motorcycle enthusiasts. Enfield Bullet had a close
competition with another study bike named Rajdoot; as the bike was strong enough to handle the
rough Indian roads.
The company had roped in Indian He-Man Dharmendra for the promotion of the Bike.
With more than 1.6 million vehicles on the road the Rajdoot motorcycle was one of the initial
hits of the earlier years of two wheeler industry in the country. When heavy motorcycles were the
order of the day a relatively lighter bike had caught on the imagination of the Indian 2 wheeler
user. Ind-Suzukia bike launched by the then TVS Suzuki group was an instant hit. However the
bike could not sustain its initial success due to the high import content in the vehicle and less of
the localization. In Scooters Bajaj Chetak has been hugely responsible for adding momentum, to
the transport system of the country, till today it remains one of the most successful brands to
have come out of the Bajaj Stable.
The scooter is named after the Horse of Legendry Rana Pratap Singh; these sets of two
wheels have become a part of the Indian milieu and are often considered a representative of the
Indian middle class operation. Very few 2 wheelers have been able to emulate the success, which
Bajaj Chetak has achieved over the years. Similarly LML Motors enjoyed a reasonable success
with the launch of LML select which came with new age technology and improved performance.
Today newer models of 2 wheeler are entering the market every day, slowly pushing
these names down the memory lane. However names like Chetak, Rajdoot and Bullet will always
find a mention in the history of 2 wheelers in the country.

3

About 2 wheelers:
The motorcycle has entered its third century, and the two wheeler has come a long way
from its origins as a bicycle with an engine. Its new celebrated in the museums and is revered as
a symbol of rebellion and freedom. With the meteoric rise in gas prices in the first decade of 21 st
century, many former riders are returning to motorcycles to save on gas and to create less impact
on the environment.
History:
The first motorized two wheeler was built by SYLVESTER HOWARD ROPER of
Massachusetts in 1867. The inventor demonstrated his steam powers motorbike at fairs along the
east coast. It featured hand grip twist throttle and a 2 cylinder engine fired by coal. It did not
catch on. The German inventors Gottlieb Daimler and Wilhelm May Bach produced the
Reitwagen (“Riding Car”), the first gas powered bike in 1885. The German Company Hildebrand
& wolfmuller debuted the first bikes for sale to the public in 1894. All the major motorcycle
brands that are still around today. Were founded in the period of 1902 to 1955. Triumph (1902),
Harley-Davidson (1903), Honda (1946), Suzuki (1952) Kawasaki (1954) and Yamaha (1955).
Types:
Motorcycles are classified as either street or off-road. Off-road Bikes are built to with
stand the vagaries of travelling over unpaved terrain. There are 3 basic types of Street
motorcycles. A standard bike usually doesn’t have the room of lots of luggage or accessories and
the rider is positioned upright with his knees below his waist. Cruisers are larger, with lots of
room for baggage and other extras. The cruiser rider usually sits low in the saddle, reclined back
a little, arms extended farther to the handle bars. The third category, the Sport Bike usually has
plastic fairing and is much lighter faster and more maneuverable than standards and cruisers, the
riding profile is a lean towards the handle bars. Each of these categories has sub categories of
specialized motorbikes, including the sport tourer, which has more room for luggage and a more
upright rider profile.

Popularity:
4

Motorcycle sales worldwide grew by 6.5 percent during the economic downturn of 2008.
According to Bloomberg.com. The insurance institute for Highway safety estimates that
motorcycle registrations in the United States grew by 51 percent between 2000 & 2005.
Safety:
Fatal accidents involving motorcycles are far higher than cars. Data from the U.S
department of Transportation’s 2005 Fatality Analysis Reporting System report (the latest
available of this writing) indicates there were 25.32 car crashes resulting in a fatality per 100, 00
passenger cars in that year, compared to 85.93 fatalities per 100,00 re4gistered motorcycles. The
biggest causes of motorcycle rider fatalities are passenger vehicles making an illegal turn into the
rider and riders taking turns too wide and going off the road.
Fuel Efficiency:
The United States govt. does not require fuel emissions standards for motorcycles and the
industry does not have a standardized method for computing miles per gallon. Modern
motorcycles average around 50 miles per gallon.
Two Wheeler Models:
The two wheelers have played a pivotal role in the surging growth of the Indian
automobile industry. Over the years domestic sale of various brands of 2 wheelers has grown in
large numbers. Even, in exports, the 2 wheelers have been able to maximize the profit margin of
various 2 wheelers manufacturers. There are mainly 3 models of 2 wheelers namely, Scooter &
motorcycles & mopeds. In recent years, the 2 wheeler industry has witnessed a sea change.
During the yesteryears the scooters used to have about 50 % of the Market share and the rest
were divided between the motorcycles and mopeds. But now the trend indicates the people are
referring motorcycles more than the scooters. At present there is a huge demand for the
motorcycle models in India.

Two Wheeler Companies:
5

There are a number of 2 wheeler companies in India. The produced vehicles of extremely
high standard. Some of the leading 2 wheeler manufactures in India are Bajaj Auto, TVS motors,
Kinetic Motors, Suzuki Motor Corporation, Royal Enfield Motors India, Yamaha motor India,
LML India & Honda Motor Cycle & Scooters India Pvt Ltd. Many of 2 wheelers manufactured
by these companies are exported to countries in South East Asia, Africa & South America.
Motorcycles are as usually priced higher than that of the scooters and mopeds.
There are even equipped with more features for faster travel based upon the engine
displacements and power capacity motor cycles are further classified as ; Road Bikes , Trial
Bikes, Racing Bikes, & Touring Bikes. Most of the motorcycles in India come with engine
capacity of about 100cc to 250cc.
The engine capacity of Scooters as usually varies between 100cc to 150cc. Mopeds have
small engine capacity ranging between 50cc to 100cc. most of the automobile companies in this
segment are always coming up with newer variants of different models of 2 wheelers.
To be in the long run these companies are even adding more number of features to these
vehicles. Bike models become popular when they are as good in appearance as in the
performance. Two wheeler bike models in India also get popular when they are in good price
range along with other attractive features.
Two wheelers in India:
India is the second largest producer of two wheelers in the world. In the last few years the
Indian 2 wheeler industry has seen spectacular growth. The country stands next to China & Japan
in terms of production and sales respectively.
Majority of Indians, especially the youngsters prefer motorbikes rather than cars.
Capturing a large share in 2 wheeler industries, bikes and scooters cover a major segment. Bikes
are considered to be the favorite among the youth generation, as they help in easy
communication. Large varieties of 2 wheelers are available in the market. known for their latest
technology and enhanced mileage. Indian bikes, scooters and mopeds represent style and class
for both men and women in India.
Benefits of 2 wheelers:
6

Two wheelers are the most popular and highly sought out medium of transport in India.
The trend of owning 2 wheelers is due to its:
Economical price.
Safety.
Fuel-efficient.
Comfort level.
However, few Indian bike enthusiasts prefer high performance imported bikes. Some of
the most popular high speed bikes are Suzuki Hayabusa, Kawasaki Ninja, Suzuki Zeus, Hero
Honda Karizma, and Bajaj Pulsar & Honda Unicorn. These super bikes are specially designed
for those who have a zeal for speedy drive. Browse through the pages and catch all the details of
high performance 2 wheelers in India. Know more about latest launches and happenings in 2
wheelers industry.
Two wheeler sales maintain scorching growth.
The 2 wheeler industry has reported robust sales for the month of May. Major companies
reported improved sales year over year (YOY).
Bajaj auto’s sale including the sale of 3 wheelers rose to 62 % at 300000 units vs.
185000units (YOY) while TVS motors registered a sale of 154667 units and increase of 30%.
Hero Honda, the country’s largest 2 wheeler maker, saw sales jump 14% to 4,35,933 units.
Bajaj auto’s exports were up 60% at 96000 units vs. 60000 unitsYOY. The company’s
motorcycles sale grew 63 % at 27000 units while its 3 wheeler sales were at 30000 units to
20000 units last year. up 52%the company’s new Discover 150cc sold 12000 units in May and
the target for June is 25000 units. Bajaj auto expects its exports to go up to 100000 units in June.
Hero Honda motors senior vice president marketing & Sales Anil Dua said the 14%
growth in May is very satisfying, coming as it does over the high base of our sales last year. We
had significant contributions from segments resulting in this achievement. The company’s
scooter Pleasure recorded sales of over 24000 units last month, he added.
TVS’s sales for motorcycle rose 26.94% to 67906 units from 53495 units in the year ago
period. The Company said its exports in May surged 62.07 % to 18046 units against 11135 units
7

in May 2009. Company’s 3 wheeler sales soared over three fold to 2313 units in May from 707
units in the same month of last year.
Two wheelers by brands:
BAJAJ AUTO
HONDA MOTORCYCLE AND SCOOTERS INDIA PVT LTD
LML INDIA
SUZUKI MOTOR
MAHINDRA 2 WHEELERS
HERO ELECTRIC MONTO MOTORS
TVS MOTORS
HERO HONDA
KINETIC
ROYAL ENFIELD
YAMAHA MOTORS

COMPANY PROFILE
8

About Us
Honda has been the world's largest motorcycle manufacturer since 1959, as well as the world's
largest manufacturer of internal combustion engines measured by volume, producing more than
14 million internal combustion engines each year. Honda became the second-largest Japanese
automobile manufacturer in 2001. Honda was the eighth largest automobile manufacturer in the
world behind General Motors, Volkswagen Group, Toyota, Hyundai Motor Group, Ford, Nissan,
and PSA in 2011.
Honda was the first Japanese automobile manufacturer to release a dedicated luxury brand,
Acura, in 1986. Aside from their core automobile and motorcycle businesses, Honda also
manufactures garden equipment, marine engines, personal watercraft and power generators,
amongst others. Since 1986, Honda has been involved with artificial intelligence/robotics
research and released their ASIMO robot in 2000. They have also ventured into aerospace with
the establishment of GE Honda Aero Engines in 2004 and the Honda HA-420 Honda Jet, which
began production in 2012. Honda invests about 5% of its revenues in research and development.

“Because the water raises rice and the fishes live in the water, I don’t want to contaminate
it.”

9

Soichiro Honda (1906 – 1991), the founder and president of the Honda Motor Company, got his
start at his father's bicycle repair shop. As a child, he spent hours fixing bikes and learning from
his father, who was also a blacksmith.
Honda was born on November 17, 1906, in Japan's Shizuoka prefecture, where, given that
bicycles were only just starting to become popular, Honda's glimpse of a Model T one day
became a life-changing event: "I could not understand how it could move under its own power.
And when it had driven past me, without even thinking why, I found myself chasing it down the
road as far as I could run." In 1922, that love of automobiles inspired him to leave home at age
15 to apprentice at Art Shokai, an automobile repair shop in Tokyo. The shop's owner saw in
Honda a hard worker processing technical expertise unusual in one with only an elementary
school education.
Sochiro Honda has more than 100 patents to his name, including new engine designs for
both motorcycles and automobiles.
"At Art Shokai...the Old Man learned so much by doing real work with real machines," said
Kihachiro Kawashima, who succeeded Honda at the Honda Motor Company upon his 1973
retirement. "He didn't just have theoretical knowledge—he was an expert at all sorts of practical
tasks like welding and forging. Those of us who had only studied the subject on paper from an
academic standpoint just couldn't compete."
In 1928, Honda completed his apprenticeship and opened a branch of
Art Shokai in Hamamatsu, with his new wife Sachi serving as
bookkeeper and cook for the staff. Honda began building everything
from dump trucks and a repair lift for cars to racing cars using old
airplane engines, and began to dream of expanding into
manufacturing. But his investors, loathe to tamper with a profitable
business

model,

refused

to

back

him.

Undeterred, in 1936, Honda started a separate company, Tokai Seiki Heavy Industry, where after
putting in a full day at Art Shokai, he made piston rings at night. Though his first order of piston
rings, made for Toyota, was rejected, Honda refined the process—one of the 100 patents he
10

would receive would be for piston design—and his business, which became a 2,000-employee
supplier of parts for Toyota and Nakajima Aircraft, among other companies.
Honda was a maverick whose best ideas emerged from the most pressing constraints. During
World War II, when the Ministry of Munitions took control of Tokai Seiki, he developed a
technique for mass-producing wooden airplane propellers for the war effort that turned out two
propellers every half hour as opposed to the week it previously took for one propeller to be hand
carved manually. And after the war, with gasoline scarce, Honda, opened the Honda Technical
Research Institute, where he built small2-stroke, 50-cc modified engines that could be attached
to bicycles, like the one he used to get around post-war Tokyo.
In 1949, the Honda Motor Company, Ltd., released the first "Dream Type-D" motorized bicycle,
made of pressed steel, because quality steel pipe was hard to come by, and painted maroon, a
stylistic departure from the black paint of other motorcycles on the road. It was an immediate hit
with the Japanese public. In 1953, the Honda C-100, followed, and it was that fuel-efficient
diminutive bike that in 1959 became the world's biggest selling motorcycle.
But profit wasn't Honda's only motive. In March 1954, he informed employees that he had his
sights on the Isle of Man Tourist Trophy, the most prestigious motorcycle race in the world:
"Since I was a small child, one of my dreams has been to compete in motor vehicle races all over
the world with a vehicle of my own making. " Noting that never before had a Japanese entered
the race with a made-in-Japan motorcycle, Honda enlisted his workers in the creation of a 250-cc
(medium class) racer capable of clocking 180 km/hr, a project that would "bring together the full
strength of Honda Motor Co. . The future of Honda Motor Co. depends on this, and the burden
rests on your shoulders."
Five years later, Honda and his workers made headway, when a team of Honda 250 ccs finished
6th, 7th, 8th and 11th in the Isle of Man 125-cc light-weight class, and won the Manufacturers'
Team Award. In Germany in 1961, a 250-cc Honda became the first Japanese bike to come in
first in a World GP event.

11

Honda introduced the Honda Dream in 1959.
In September 1959, an American Honda Motor Company storefront in Los Angles introduced the
Honda Dream, the first of several small bikes that, by 1964, were selling 100,000 a month
globally. But Honda, never one to rest on his laurels, shifted gears again and jumped into the
Japanese auto industry—despite a Japanese Ministry of International Trade and Industry ban on
new

car

companies.

"Government officials ... become an obstacle when you try to do something new," he once said.
Nevertheless, in 1963, Honda began producing the lightweight fuel-efficient cars in Japan that
were the precursors to the 2-cylinder N600 sedan that would hit American shores in 1969. 1971's
Z600 coupe followed and then in 1973, the Honda Motor Company introduced the Honda Civic
hatchback.
But it was with the Compound Vortex Controlled Combustion Engine (CVCC)—and the energy
crisis of the mid-1970s—that Honda made history. An inventive technical response to market
conditions, the CVCC–loaded Civic complied with new stringent U.S. exhaust emission
standards without a catalytic converter, something other car companies said couldn't be done.
The Civic was an immediate hit, and from 1972 to 1974 it won the Car of the Year Japan award.
In 1979, Honda opened its first U.S. plant.
By then, Honda was all but retired, largely devoting himself to
public service. He received the Order of the Sacred Treasure, first
class, the highest honor bestowed by Japan's emperor. In 1980, the
year Honda Motor Company became the world's third largest
automaker, ASME established the Soichiro Honda Medal "in recognition of Mr. Honda's
exemplary achievements in the field of personal transportation." He was inducted into the
Automotive Hall of Fame in 1989, taking his place beside Henry Ford, Walter Chrysler, Alfred
Sloane of General Motors and Karl Benz. Honda died on August 5, 1991 from liver failure, at
age 84. His wife, Sachi, and three children survived him.
Objective
The Honda Young Engineer and Scientist Award in India (“YES Award in India”) program is
designed to strengthen Japanese ties with India through provision of financial aid to young
12

engineers to encourage specialized study in ecotechnology as well as provide an opportunity to
acquire higher professional education in Japan.
This is part of the Honda Foundation (HOF) efforts to strive for a more environmentally
balanced development of the industrial and science-based modern civilization including India,
which has enjoyed fast-paced growth in economy since its liberalization in 1991.
Honda Motor India Pvt. Ltd.
Honda Motor India Pvt Ltd (HMI), the wholly owned subsidiary of Honda Motor Co. Ltd.,
Japan, formally began its operations on 1st December 2006 from its corporate office in Greater
Noida (Uttar Pradesh).
HMI’s business objective is to strengthen, integrate and create operational synergy amongst
Honda subsidiaries in India especially in areas like Spare Parts Operations, Information
Technology & General Administration with a view to serve Honda’s customers efficiently &
improve their satisfaction.
HMI has already synergized the spare parts operation of Honda Siel Power Products Ltd., Honda
Siel Car India Ltd. & Honda Motorcycle & Scooter India Pvt Ltd.
The regional parts centers established by HMI across India result in delivery of Spare Parts to the
customers at the right time at the right place & at the right cost. HMI is also focusing on Honda
CSR initiatives in India & in YES Award is one such initiative of HMI.
As the Only Honda in Indian Two-wheeler industry, Honda Motorcycle & Scooter India Pvt. Ltd.
(HMSI) is the 100% owned subsidiary of Honda Motor Company Ltd. Japan. It started Indian
operations in May, 2001 at IMT Manesar (Haryana) and has acquired over 12 Million happy
customers in its 12th year of successful operations. Today, HMSI is recognized as the fastest
growing 2 wheeler company in India.
Growth: During FY 2012-13, HMSI achieved record breaking sales of 27.54 lac units and
became the 2nd largest 2Wheeler Company in Indian two-wheeler market with a significant 31%
growth. Overall, in current fiscal 2013-14, HMSI aims to sell 39.3 lac units and register a
phenomenal 43% growth over previous year.
13

Expansion: HMSI reached its peak production level of 16 lac units at its Manesar (Haryana)
facility in 2010. To serve customers faster, HMSI added fresh 12 lac unit annual production
capacity at its second plant in Tapukara (Rajasthan) in FY’11-12. To further meet increasing
customer demand, Honda has inaugurated its third plant of 12 lac unit production capacity at
Narsapuram (Dist. Kolar, Karnataka) on May 28, 2013 and production commenced starting
June’13. Overall, HMSI cumulative production capacity from its 3 plants is 40 lac units annually.
An additional 6 lac unit capacity expansion announced at 3rd plant will take production capacity
to 46 lac units by FY’14 end.
Network: In the end of FY 2012-13, HMSI Sales & Service network stood at over 1950 outlets
(includes 654 Dealers, 670 Branches/Sub dealers, 565 service set-ups) across India. Further, New
Zonal offices were inaugurated at Ahmedabad, Chennai, Bhopal, Mohali and Bhubaneswar for
amassing local market intelligence, strategizing and implementing regional approach faster. In
current FY’2013-14, we target to add a total of 500 more outlets and provide service closer to
customer with a network of 2500 sales and service outlets.
Fun Expansion: Honda is proud to be the Industry First to promote Fun, Safety and
Environment in India. Since 5 years, Honda has been expanding popular Fun initiatives like
Honda One Make Race, Gymkhana, Asia Cup and the unique Honda Racing Training by Moto
GP riders from Japan. In addition, Honda has introduced its global performance fun bikes in
India.
Safety Promotion: As a responsible manufacturer, Safety is a priority for Honda. Honda has
been regularly conducting safety riding activity for females, CRF 50 and Primary training for
kids, riding trainer simulation at dealerships. Till date, HMSI has trained more than 2 lac
customers, 41630 children and 8100 women on road safety.
Environment Conservation: On the environmental front, Honda wants that tomorrow be
greener than today. To ensure Joy for next Generation, Honda implements environmental
management at its premises. It various efforts include reducing and reusing waste to achieve zero
emissions, resource conservation, improved efficiency and promotion of Green Factory, Green
Supplier, Green Dealer initiatives.

14

Awards: Honda Motorcycle & Scooter India has been recognized by 15 prestigious awards for
both Brand and products. These include the “Most Preferred Scooter Brand in North-East’, two
awards for ‘Best Manufacturer to Support Indian Racing” and three “Manufacturer of the Year”
awards.
On the product front too, Honda’s first truly mass motorcycle for India – ‘Dream Yuga’ has been
the proud recipient of 6 key awards including “Viewer’s Choice of the Year”, “Motorcycle up to
110cc”, & “AAA Creative TV Commercial of the Year” at the NDTV Car & Bike Awards 2013
and “Motorcycle of the Year upto 115cc” at Bike India Awards, “Compact Bike of the Year” at
CNBC Tv18 Overdrive Awards and “Motorcycle of the Year upto 110cc” at the ET ZigWheels
Awards. CBR 150R too has received the “Enthusiast Motorcycle of the year upto 180cc” at the
ET ZigWheels Awards 2012.

15

ORGANIZATION PROFILE
The KATKAM HONDA is at Wyra Road at Khammam It is being maintained by
K.Chinna Hanumantha Rao, who is the Manager who looks after the entire business and he the
Sri. Chinna Hanumantha Rao has desired to become the Honda Dealer. He worked hard
spending all his resources to get dealership under the name of Katkam Honda in 29-04-2004 it
was established .
The dealer is assisted by energetic, dynamic, enthusiastic & hard wording employees.
When the employees were asked whether the dealer is always helps in solving their problems.
Even compensation point of view they are fair & proper. The dealer of Katkam Honda discusses
the problems connected with the business with their employees also.When potential customer
step in to the show room, the dealer & the employees receives them, well, even if person steps
out the show room without placing an order, the dealer & the employees still give the person the
same respect which they had given live when he entered the show room.
They provide free services to “Honda Unicorn” customers. In case of “Honda
Unicorn” they provide total 6 services to the customer. All the 4 services are free. The
organization itself gives dates for servicing if the date of servicing is completed they remember
the customers through a phone call. Their service towards consumers is very bikeing. The
warranty of Honda Unicorn is two years. They also provide paid charge services with a little
amount after free services. In the competitive world of business for every product there is lot of
competition in 2 wheelers.
Most of the people prefer two wheelers, which gives more mileage vehicles are ready to
spend at a time loans amount & prefer to spend was money in day-to-day maintenance act also.
Some segments of companies are offering more mileage vehicles with lightweight.
But is very completing to manufacture should have to maintain more mileage,
lightweight, good looking & soon. Hence “Honda Unicorn” has introduced the “Unicorn” for a
unique people. It is very convenient to drive on rugged roads even for a long journey. It we see
“Honda Unicorn” at a glance we will feel very proudly.

16

DUTIES OF MANAGER:
1

Day to day administration of business.

2

Overall inspection of business.

3

To place over for new vehicles.

4

Company correspondence.

DUTIES OF RECEPTIONIST: To receive the customers
 Answering the phone calls.
 Making enquiry about customers.
 Follow up new customers by phone, personally in remembers.
DUTIES OF COMPUTER OPERATOR:A To gather & collect the information.
B To kept the data in the system.
C To maintain the different files in system.
DUTIES OF CASHIER:I

To maintain cash book.

II

To receive cash.

III

To pay cash.

IV

Maintenance of the cash & daily activities

V

Maintenance of the prepare records for cash activities.

DUTIES OF SPARE SALESMAN:a

To assist cashier.

b

To assist to the customers.

a

To maintain spare parts properly as per needs of the Customers.

b

To maintain relevant information of spare parts.

c

Advising customers.

DUTIES OF MOTOR CYCLE SALESMAN:A To assist to cashier for sales information.
B To assist to the customers & explains to the potential customers.
C To maintain the vehicles in an attractive way display of posters for attracting customers.

17

To show the specialties & systems of vehicles to potential customers.
DUTIES OF WORKSHOP SUPERVISOR:1

Maintenance of register for vehicles.

2

Maintenance of service registers of vehicles.

3

Supervision of service shop.

4

Supervision of his subordinates.

5

Making job bikeds giving them to mechanics for repairing the vehicles.

Duties of spares manager: Verifying of mechanics, assistant mechanics and helper’s works.
HONDA MODELS:

HONDA MOTORCYCLES
s.no

MODEL

CUBIC CAPACITY

1

Honda CBR 250R new

250CC

2
3
4

Honda CB Unicorn Dazzler
Honda CB Twister
Honda CB Shine

150CC
110CC
125CC

5
6
7

Honda CB Unicorn
Honda CBF Stunner
Honda CBF Stunner PGMFI

150CC
125CC
125CC

HONDA SCOOTERS
s.no

MODEL

CUBIC CAPACITY

1

Honda Activa

110CC

2

Honda Dio

102CC

3

Honda Aviator

110CC

4

Honda Eterno only in North

147.7CC

18

CHAPTER – III
CONCEPTUAL FRAME WORK

19

CUSTOMER SATISFACTION
A term frequently used in marketing, is a measure of how products and services supplied
by a company meet or surpass customer expectation. 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." In a survey of nearly
200 senior marketing managers, 71 percent responded that they found a customer satisfaction
metric very useful in managing and monitoring their businesses. It is seen as a key performance
indicator within business and is often part of a Balanced Scorebiked. In a competitive
marketplace where businesses compete for customers, customer satisfaction is seen as a key
differentiator and increasingly has become a key element of business strategy.
Within organizations, customer satisfaction ratings can have powerful effects. They focus
employees on the importance of fulfilling customers’ expectations. Furthermore, when these
ratings dip, they warn of problems that can affect sales and profitability. . . . These metrics
quantify an important dynamic. When a brand has loyal customers, it gains positive word-ofmouth marketing, which is both free and highly effective." Therefore, it is essential for
businesses to effectively manage customer satisfaction. To be able do this, firms need reliable
and representative measures of satisfaction.
In researching satisfaction, firms generally ask customers whether their product or service
has met or exceeded expectations. Thus, expectations are a key factor behind satisfaction. When
customers have high expectations and the reality falls short, they will be disappointed and will
likely rate their experience as less than satisfying. For this reason, a luxury resort, for example,
might receive a lower satisfaction rating than a budget motel—even though its facilities and
service would be deemed superior in 'absolute' terms." The importance of customer satisfaction
diminishes when a firm has increased bargaining power. For example, cell phone plan providers,
such as AT&T and Verizon, participate in an industry that is an oligopoly, where only a few
suppliers of a certain product or service exist.

20

As such, many cell phone plan contracts have a lot of fine print with provisions that they
would never get away if there were, say, a hundred cell phone plan providers, because customer
satisfaction would be way too low, and customers would easily have the option of leaving for a
better contract offer.
PURPOSE
Customer satisfaction provides a leading indicator of consumer purchase intentions and
loyalty." "Customer satisfaction data are among the most frequently collected indicators of
market perceptions. Their principal use is twofold:"
1

"Within organizations, the collection, analysis and dissemination of these data send a
message about the importance of tending to customers and ensuring that they have a
positive experience with the company’s goods and services."

2

"Although sales or market share can indicate how well a firm is performing currently,
satisfaction is perhaps the best indicator of how likely it is that the firm’s customers will
make further purchases in the future. Much research has focused on the relationship
between customer satisfaction and retention. Studies indicate that the ramifications of
satisfaction are most strongly realized at the extremes." On a five-point scale,
"individuals who rate their satisfaction level as '5' are likely to become return customers
and might even evangelize for the firm.
"Individuals who rate their satisfaction level as '1,' by contrast, are unlikely to return.

Further, they can hurt the firm by making negative comments about it to prospective

21

customers.Willingness to recommend is a key metric relating tocustomer satisfaction."

CONSTRUCTION
Organizations need to retain existing customers while targeting non-customers.
Measuring customer satisfaction provides an indication of how successful the organization is at
providing products and/or services to the marketplace.
"Customer satisfaction is measured at the individual level, but it is almost always
reported at an aggregate level. It can be, and often is, measured along various dimensions. A
hotel, for example, might ask customers to rate their experience with its front desk and check-in
service, with the room, with the amenities in the room, with the restaurants, and so on.
Additionally, in a holistic sense, the hotel might ask about overall satisfaction 'with your stay.'"
As research on consumption experiences grows, evidence suggests that consumers
purchase goods and services for a combination of two types of benefits: hedonic and utilitarian.
Hedonic benefits are associated with the sensory and experiential attributes of the product.
Utilitarian benefits of a product are associated with the more instrumental and functional
attributes of the product (Batra and Athola 1990)

22

Customer satisfaction is an ambiguous and abstract concept and the actual manifestation
of the state of satisfaction will vary from person to person and product/service to product/service.
The state of satisfaction depends on a number of both psychological and physical variables
which correlate with satisfaction behaviors such as return and recommend rate. The level of
satisfaction can also vary depending on other options the customer may have and other products
against which the customer can compare the organization's products.
Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988
provides the basis for the measurement of customer satisfaction with a service by using the gap
between the customer's expectation of performance and their perceived experience of
performance. This provides the measurer with a satisfaction "gap" which is objective and
quantitative

in

nature.

Work

done

by

Cronin

and

Taylor

propose

the

"confirmation/disconfirmation" theory of combining the "gap" described by Parasuraman,
Zeithaml and Berry as two different measures (perception and expectation of performance) into a
single measurement of performance according to expectation.

"Customer satisfaction data can also be collected on a 10-point scale."
"Regardless of the scale used, the objective is to measure customers’ perceived
satisfaction with their experience of a firm’s offerings." It is essential for firms to effectively
manage customer satisfaction. To be able do this, we need accurate measurement of satisfaction.
The third best scale was single-item percentage measure, a one-item 7-point bipolar scale
(e.g., Westbrook 1980). Again, the respondents were asked to evaluate their experience on both
ATM services and ice cream restaurants, along seven points within “delighted to terrible”.
It seems that dependent on a trade-off between length of the questionnaire and quality of
satisfaction measure, these scales seem to be good options for measuring customer satisfaction in
academic and applied studies research alike. All other measures tested consistently performed
23

worse than the top three measures, and/or their performance varied significantly across the two
service contexts in their study. These results suggest that more bikeeful pretesting would be
prudent should these measures be used.
Finally, all measures captured both affective and cognitive aspects of satisfaction,
independent of their scale anchors. Affective measures capture a consumer’s attitude
(liking/disliking) towards a product, which can result from any product information or
experience. On the other hand, cognitive element is defined as an appraisal or conclusion on how
the product’s performance compared against expectations (or exceeded or fell short of
expectations), was useful (or not useful), fit the situation (or did not fit), exceeded the
requirements of the situation (or did not exceed)
METHODOLOGIES
American Customer Satisfaction Index (ACSI) is a scientific standard of customer
satisfaction. Academic research has shown that the national ACSI score is a strong predictor of
Gross Domestic Product (GDP) growth, and an even stronger predictor of Personal Consumption
Expenditure (PCE) growth. On the microeconomic level, academic studies have shown that
ACSI data is related to a firm's financial performance in terms of return on investment (ROI),
sales, long-term firm value (Tobin's q), cash flow, cash flow volatility, human capital
performance, portfolio returns, debt financing, risk, and consumer spending.
The Kano model is a theory of product development and customer satisfaction developed
in the 1980s by Professor Noriaki Kano that classifies customer preferences into five categories:
Attractive, One-Dimensional, Must-Be, Indifferent, Reverse. The Kano model offers some
insight into the product attributes which are perceived to be important to customers.
SERVQUAL or RATER is a service-quality framework that has been incorporated into
customer-satisfaction surveys to indicate the gap between customer expectations and experience.
J.D. Power and Associates provides another measure of customer satisfaction, known for its topbox approach and automotive industry rankings. J.D. Power and Associates' marketing research
consists primarily of consumer surveys and is publicly known for the value of its product awards.
Other research and consulting firms have customer satisfaction solutions as well. These include
24

A.T. Kearney's Customer Satisfaction Audit process, which incorporates the Stages of Excellence
framework and which helps define a company’s status against eight critically identified
dimensions.

CUSTOMER SATISFACTION INDEX
The Customer Satisfaction Index (CSI) is an economic indicator that measures the
satisfaction of consumers across the

economy. It is produced by the American Customer

Satisfaction Index, a private company based in Ann Arbor, Michigan.
The CSI interviews about 80,000 Americans annually and asks about their satisfaction
with the goods and services they have consumed. Potential respondents are screened prior to
interviewing to guarantee inclusion of customers of a wide range of business-to-consumer
products and services, including durable goods, services, non-durable goods, local government
services, federal government services, and so forth.

CUSTOMER SATISFACTION DIMENSIONS
One of the indicators of a company’s health, customer satisfaction, can be found through
market analysis. Satisfied customers usually lead to more sales and profit, making it a strong
indicator of company performance.
Kekre, Krishnan, and Srinivasan conducted as study with focus groups and over 2500
responses from a questionnaire to discover what factors customers drive their satisfaction for
software products. They analyzed the results to develop seven dimensions of customer
satisfaction for product software:
1

Capability

2

Usability

3

Performance

4

Reliability

5

Install ability
25

6

Maintainability

7

Documentation

CUSTOMER SATISFACTION RESEARCH
Customer satisfaction research is that area of marketing research which focuses on customers'
perceptions with their shopping or purchase experience.Many firms are interested in
understanding what their customers thought about their shopping or purchase experience,
because finding new customers is generally more costly and difficult than servicing existing or
repeat customers.
Many people are familiar with "business to customer" (B2C) or retail-level research, but
there are also many "business to business" (B2B) or wholesale-level projects commissioned as
well.
TYPES OF RESEARCH
Descriptive or documentary research
Many customer satisfaction studies are intentionally or unintentionally only "descriptive"
in nature because they simply provide a snapshot in time of customer attitudes. If the study
instrument is administered to groups of customers periodically, then a descriptive picture of
customer satisfaction through time can be developed (this is a type of "tracking" study).
INFERENTIAL OR MODELS-BASED RESEARCH
Beyond documentary types of work are studies that attempt to provide an understanding
of why customers have the perceptions they do and what may be done to change those
perceptions. While models-based studies also provide snapshots of customer attitudes, the results
of these studies are more powerful because they present the firm with recommendations on how
to improve customer satisfaction. Frequently, these studies also provide firms with a
prioritization of the various recommended actions. Inferential studies can also be conducted as
tracking studies. When this is done, the firm can gain insight into how the drivers of customer

26

satisfaction are changing in addition to documenting the levels and areas of customer
satisfaction.
METHODS
QUANTITATIVE RESEARCH STUDIES
Quantitative studies allow a firm to develop an understanding of the "big picture" of their
customers' experiences based upon a relatively small number of interviews. This "sample" of the
firm's customers must be bikeefully designed and drawn if the results of the study are to be
considered representative of the customer population as a whole. In most cases, the results of
quantitative studies are based upon the responses of a relatively "large" number of interviews.
Depending upon the size of the population and the amount of segmentation desired, "large" can
be as few as 50 responses or range from several hundred to thousands of interviews. Mail-based,
telephone-based, and (more recently) Internet-based surveys and related data collection.
QUALITATIVE RESEARCH STUDIES
Qualitative studies are used by firms to provide a more detailed and/or
unconstrained understanding of customer experiences. In most cases, the results of qualitative
studies are based upon dozens of interviews. Qualitative studies are not designed to provide
insights that are projectable to the customer population: qualitative studies are used for initial
exploration of experiences and topics or to probe more deeply the reasons behind customer
perceptions. Focus groups (group depth interviews) and "one-on-ones" (individual depth
interviews) are common examples of qualitative studies.

IMPORTANCE OF MARKETING RESEARCH IN CUSTOMER SATISFACTION
When we say marketing research this is the research where we can elaborate more about
the satisfaction of customer. Marketing research ultimately is satisfying the needs and wants of
the people in a certain community. The research is finding viable markets suitable for your
company's products to be distributed and in finding these markets where there is demand, you
satisfy a consumer need.

27

FUNCTIONALITY
With our Customer Service Tracking you can:


Track current customer attitudes 24/7 with advanced online reports



Discover the customer impact of your new technology, training or staffing



Reward customer bikee staff and teams based on customer satisfaction



Allocate CRM or other service investments according to customer priorities



Improve satisfaction by identifying previously unreported customer problems

BENEFITS OF OUR APPROACH


High quality actionable information from Survey Value, an independent third party
research firm



Statistical validity from properly sized and structured samples



Your choice of web or phone methodology



(If you choose phone) highly experienced Research Telephone Interviewers



Customized questionnaire provides information for your unique needs



Timely accurate customer feedback



Flexible online reporting allows interactive queries for filtering, crosstabs and charts



Quality controlled process assures accurate cost effective results
This customer satisfaction process diagram illustrates the satisfaction process and has tips

on process improvement. Click on each process step below for additional information about
that step. Our services include customersatisfaction and loyalty surveys and satisfaction process
consulting.

28

CUSTOMER SATISFACTION PROCESS ITEM 1: BE PRACTICAL
Create a flourishing customer satisfaction process by fitting it into the way your company
actually operates and by recognizing what types of customer information your company can
assimilate. Connect the satisfaction process to your company's existing customer oriented
programs. Configure your satisfaction process to discover why customers buy your product and
what improvements they would appreciate. Connect to Your Existing Customer Oriented
Programs
Among the many popular programs that require or benefit from customer satisfaction
measurements are Balanced Scorebiked, quality, lean management, strategic planning, customer
service initiatives, and new product programs. Balanced Scorebiked
QUALITY
Modern quality management systems nearly always require input about customer
satisfaction. From the Baldrige National Quality Program to ISO 9001:2000, quality is being
increasingly defined through "the eyes of the customer."
The customer satisfaction process can be connected to quality by being mindful of the
types of information quality managers need. In addition to "how satisfied are you" questions,
quality systems may require tracking of:

29



Customer Perceived Problems (PP100)



Voice of Customer (verbatim comments)



Total Product Offering (all customer touchpoints, not just product)

MARKETING PLANNING, PRODUCT PLANNING, STRATEGIC PLANNING
Don't overlook the annual planning and product planning methodologies your company
practices. These planning processes can always benefit from the right kinds of input about
customer attitudes. Most business problems addressed by these plans ultimately come down to
creating or protecting sales, and sales revenue is always driven by customer attitudes.
Other Popular Customer-Oriented Programs


Lean Management



Customer Value (Customer Value Analysis)



Customer Service (Improving customer service)



Customer Retention (Customer loyalty programs)



New Products (All types of new product programs and product design efforts)

CUSTOMER SATISFACTION PROCESS ITEM 2: INVOLVE MANAGERS
IDENTIFY MANAGERS
Your customer satisfaction process will be robust when the right people are involved.
Ultimately, the process must help managers do their jobs better, so involve the managers who can
benefit most from satisfaction information and improvement. These are the managers of
processes that "touch" customers.
Managers of customer touchpoint processes include, for example, managers of customer
service, tech support, sales, engineering and product design, marketing and advertising, and
quality. Customer service people spend all day trying to keep customers happy, but in what
ways do the other functions relate?


Tech support is in the problem solving business - customers are happy when problems
are solved. Track problem resolution.
30



Sales people retain their customers by keeping them happy - they need information on
likelihood of repurchase.



Engineering and product design people create successful products only if customers
like the new products. They need information on what improvements customers want.



Marketing and advertising people create more convincing communications if they
know what customers like about the current product and what customers view as
important.



Quality managers seek to improve processes by reducing variation and raising customer
satisfaction. They manage process improvement in part by tracking key metrics. Many
types of customer satisfaction information can be useful to them. Quality managers may
be especially interested in tracking customer perceived problems.

CUSTOMER SATISFACTION PROCESS ITEM 3: DO CUSTOMER RESEARCH
MAKE RESEARCH ACTIONABLE
In the customer satisfaction process, actionable research is valued because it helps
improve the company's products, services or brands, leading to greater sales and profits. Here are
some things to look for in customer satisfaction research that will make it come to life as a
management tool. This is market research 101, that's why it needs to be done. Without it the
information may not be useful or actionable.
Collect customer information that is appropriate to the decision at hand. Understand what
business problem the information is intended to help solve. Clarify the research problem(s)
associated with the business problem. Be sure the chosen research solution is appropriate and
cost effective in solving the specified research problem.
Make sure information is collected in an appropriate way, and that the customers selected
for the study are appropriate for the problem at hand. Develop questionnaires bikeefully so they
flow well, are of proper length and are not subject to misinterpretation. Manage data accurately.
Analyze Results Statistically
If your customer satisfaction information is derived from a sample of customers, follow
accepted sampling procedures so statistical conclusions can be drawn about your customer

31

population. Determine margins of sampling error and identify statistically significant differences
among results. These practices will help managers interpret the findings and decide how much
weight to give them in business decisions.
REPORT RESULTS CLEARLY AND QUICKLY
When customer satisfaction information is "on stage" with managers, be sure it is
presented in a manner that can be quickly grasped. Use charts and bullet points to highlight
methodologies, key findings and conclusions. Present the answers to the questions key manager
raised earlier in the customer satisfaction process. Present reports to the managers of customer
touch point processes, since it is these managers who will benefit most from better customer
satisfaction.
CUSTOMER SATISFACTION PROCESS ITEM 4: SELECT LEVERAGE POINTS
LEVERAGE POINTS
There is an old story about a plumber who came to unclog a sink. He crawled under the
sink, hit a pipe once with his hammer, and the clog washed away. He immediately wrote up an
invoice for $150. When the homeowner asked how he could possibly charge $150 for a five
minute house call the plumber said, "The house call was only $50. The other $100 was for
knowing where to hit."
Strategy Matrix :-Customer satisfaction systems often report findings in a "quadrant
chart" based on the following type of strategic matrix. In the chart below, satisfaction has been
measured on a ten point scale, but none of the items averaged less than 5.0. The horizontal axis,
"Impact on Satisfaction," is quantified in various ways that go beyond the scope of this
document.

The

strategy

matrix

can

be

related

to

a

SWOT

analysis

Strength/Weakness/Opportunity/Threat) in this manner:


Strengths are in the upper left quadrant



Weaknesses are in the lower left quadrant



Opportunities are in the upper right quadrant



Threats are in the lower right quadrant
32

Also, even though it says "don't waste resources," items that fall in the lower left
quadrant may require some improving if they appear to be causing some degree of customer
defection.

CUSTOMER SATISFACTION PROCESS ITEM 5: INITIATE PROJECTS
PROJECT MANAGEMENT
After selecting "leverage points" (item 4), the satisfaction satisfaction process must lead
to action or it will short-circuit and fail. PROJECTS keep the customer satisfaction process
flowing rather than short-circuiting. Learn more about project management at Project
Management Institute (PMI) website.
A PORTFOLIO OF PROJECTS
Each leverage point can lead to one or more satisfaction projects. The successful
satisfaction process assures that these projects are coordinated, producing coherent, ongoing,
customer-driven improvement in the company's product, service or brand.
SELECT TEAMS
After root causes are identified one or more projects are selected for initiation. Team
members are selected, budgets and time-lines are drawn up, project milestones are identified, and
authority to proceed is sought.
33

FUND PROJECTS
When project authority is granted, and the project is funded, the satisfaction process is
also proceeding. The company is now doing something positive, designed to increase customer
satisfaction.
TRACK PROGRESS
The successful satisfaction process collects and reports expenditures, progress and results
of the various satisfaction projects. A uniform system is utilized so projects can be efficiently
monitored. The satisfaction process collects satisfaction project progress data so the entire
satisfaction effort can be understood.
CUSTOMER SATISFACTION PROCESS ITEM 7: MANAGE PROGRAM
FROM PROJECTS TO PROGRAM
The process monitors satisfaction project data so the ongoing satisfaction effort can be
understood. Use a uniform reporting system for all projects as this helps organize a collection of
projects into a managed PROGRAM, also referred to as "portfolio management." In becoming
customer-driven, a program or portfolio approach is beneficial because it coordinates efforts.
DASHBOARD REPORTS
Dashboard reports help executives, product managers, brand managers, engineers and
others in understanding the evolution of the entire product offering as perceived by the customer.
Dashboard reports show at a glance the satisfaction metrics and trends, the leverage points, the
teams assigned for corrective action, the status of current projects and the benefits that have been
achieved in the past year or two as a result of action on customer perceptions. It is important that
changes are coordinated, so the character and continuity of the product offering or brand are
managed coherently.

34

CUSTOMER SATISFACTION PROCESS ITEM 8: CONTINUE
EVOLUTION OF THE PRODUCT OR BRAND
When the successful customer satisfaction process is unleashed, the product offering and
brand begin to evolve in ways customers appreciate. This leads in new directions. Successful
change typically means greater sales and greater market share. These come about through
improved customer retention, which in turn is the direct result of customer-driven innovation.
MOVING TARGET
The need for a successful customer satisfaction process never stops, because progress is
only temporary. Changing market conditions, tougher competition and escalating customer
expectations are unavoidable. The satisfaction process must be managed in order to maintain and
grow market share and profitability.
MANAGE LOYALTY
When a successful satisfaction process is in place it may be beneficial to make a
concerted effort at managing customer loyalty. Loyalty efforts can be out of place if the
price/value relationship is not attractive, if the product does not have high quality, or if the brand
is not being well managed.
After the customer satisfaction process is being well managed, loyalty can be addressed
by adding it to the satisfaction process. First, include loyalty metrics in the measurement system.
Then look not only for leverage points that improve satisfaction but also loyalty. For example,
customers may be satisfied by a warranty, but made loyal by a lifetime guarantee. Loyalty often
comes from customer "delight" which can only be reached by passing through progressively
higher degrees of customer satisfaction.

35

CUSTOMER SATISFACTION PROCESS GUIDELINES
The properly operating customer satisfaction process creates value by adapting the
organization to its customers. This produces a prosperous win-win situation. Make your
customer satisfaction process operate at full strength by following these guidelines.
1. BE PRACTICAL – ADDRESS THE EXISTING SITUATION
a. Connect the customer satisfaction process to existing goals and priorities
i. Strategic plan, strategic marketing plan, brand or product plan
ii. Lean management
iii. Balanced scorebiked
iv. Total quality, customer driven quality, ISO quality, Baldrige quality
v. Customer value, customer focus, customer service, customer retention
vi. New products, product design, engineering, product usability
b. Learn what problem customers are expecting your product to solve for them
c. Learn what improvements customers would most appreciate
2. INVOLVE MANAGERS
a. Identify managers of each company process that touches your customers
b. Ask touchpoint managers what they want or need to know about customers
3. CONDUCT ACTIONABLE RESEARCH
a. Design and bikery out the study so it produces reliable, accurate information
b. Analyze results statistically so they can be relied upon
c. Report results clearly and quickly to the touchpoint managers

36

4. SELECT LEVERAGE POINTS
a. Protect (improve): important or strategic items that have low satisfaction
b. Differentiate (promote): important or strategic items with high satisfaction
5. INITIATE SATISFACTION PROJECTS
a. Develop project charters, missions and rationales
b. Compute benefit/cost estimates
c. Establish success metrics
d. Gain authorization to proceed with specific projects
6. COORDINATE SATISFACTION PROJECTS
a. Select teams and project managers
b. Fund projects
c. Bikery out projects and provide progress reports
7. MANAGE A SATISFACTION PROGRAM
a. Link projects using an overall Satisfaction Program Report or Dashboard
b. Track project benefits, costs and success metrics with post completion audits
c. Note the program’s overall effect on your product, service or brand
OVERVIEW: CUSTOMER FOCUS AND CUSTOMER RELATIONS
This paper summarizes the "customer focus" approach to business management, and has
links to various resources about customer focus. Other terms that mean about the same thing
as customer focus are “customer-centric,” “customer-driven,” “customer relations” and simply
“customer service.”
CONSUMER BEHAVIOR :
Consumer differ not only in the usual ways by age and gender, by education and
occupation, by marital status and living arrangements - but also in their activities and interest,
their preferences and opinions, the food they eat and the product they buy.
DEFINITION :
The term cosumer behaviour refers to the behaviour that consumers display in searching
for purchasing; using, Evaluating and disposing of products and services thet they expect wil
satisfy their needs.
37

The study of consumer behaviour is the study of how individuals make decisions to spend their
available resources (time, money, effort) on consumption related items. It includes the study of
What they buy,
Why they buy it,
When they buy it,
Where they buy it,
How often they use it
For Instance, we can take the simple product - Toothpaste.
What types of tooth paste do consumer buy -Regular, gel, Floride triped, herbal,
What brand

- National, Private, generic, Local, International.

Why they buy it

- To Prevent Cavities,
- To remove stains.
- To brighten or writen teeth mouthwash
- To attract romance

Where they buy it

- Super Market, Drug store, Convenience Store

How often they use it

- When they wake up,
- After each meal,
- When they go to bed or any combination

How often they buy it

- Weekly, Bi-weekly, monthly, daily,

IMPORTANCE OF CONSUMER BEHAVIOR FOR MARKETING
Consumer behavior is helpful in understanding the purchase behavior and preference or
different consumers. As consumer, we differ in terms of our sex education, occupation, income,
family set up, religion, nationality and social status. Because of these different background
factors we have different needs and we only buy those brands and services, which we think will
satisfy our needs. In today’s, work of rapidly changing technology - changing firms has to be
constantly innovating and understand he latest consumers trends and testes consumer behavior
provides invaluable clues and guidelines to marketing on new technological frontiers, which they
should explore.

38

A consumer decision to purchase a particular brand to services is the result is the
complex interplay of a consumer of variables. The starting point for the company provides of
decision process marketing, stimuli in the shape of brands, promotion, price, and distribution
strategy. The potential consumer along with the other stimuli already existing receives the
marketing stimuli in the environment. These stimuli may be social, economic, cultural,
psychological and political in nature. At the point of receiving the marketing stimuli, the
consumer already has a certain mental, emotional and psychological frame of mind developed
over the years by his cultural, religious, social, family and psychological background.
CONSUMER SATISFACTION
All Business firms have realized that marketing is a core element of management
philosophy and the key its success lies in focusing more and more on the customer. That is, it
will be the customer who will decide where the firm is headings. Thus the challenge before the
marketer is to ensure that they satisfy every customer. Adam smith in his, The Wealth of Nations,
has said “Consumption is the sole end purpose of all production and the interests of the product
ought to be attended to, only so far as it may be necessary for promoting those of the consumer”.
This quotation only reiterates that the purpose of production is consumption and one’s
own purpose will be served only if the consumer’s interests are attended to. Here then arises a
very vital question. How can a marketer ensure that his/her firm is able to respond to their
customer’s requirement quickly? The answer to this question lies in the quality of service it is
offering to its customers. This again will depend upon the consumer expectations from the
product or service. No doubt the quality of the product or service will decide whether it matches
the consumer expectations or not, but the firm and marketer must make all efforts to ensure that
consumer satisfaction is achieved.
CUSTOMERISATION
Today consumer is looking out for value for money. The challenge before the marketer to
identify what values would appeal and convince the consumer. Marketers are trying to enhance
the concept of value through unique delivery methods. They have realized that product service
characteristics, customer’s aspirations and perceptions and the availability of competing
alternatives can be used to enhance customer value.But the focus and challenge before every
39

firm is to rebuild itself around its customer. It should be able to perceive, interpret, serve and
satisfy the customer with the type of products and services he/she desires and arm itself so as to
gain a competitive edge of customerisation.
Customerisation refers to the process wherein all the employees of the firm are required
to interact directly with the customer and end user. They can have access to every person and
function within the organization, be involved in designing and fine turning key products and
processes, and turn every interaction with in customer in to a platform of interactive
communication – so as to add value and increase customer satisfaction.
Customerisation will help a firm in:


Providing the quality of services to match the customer requirement.



Help to focus on consumers needs so as to add value and offer benefits to the customer.



To identify new customers, new market segments and new application for existing
products.



Work towards total customer satisfaction maximum customer delight.

The above figure shows how a customerised chain could be formed by a firm so as to increase its
operational efficiency also add to its customer delight. Such an exercise will increase the
employee level of motivation and involvement and help them to work towards consumer
satisfaction. However, if may be noted that consumer satisfaction is a relative rather than an
absolute measure. Further, very often satisfaction after satisfaction after the purchase is
dependent on expectations held before the purchase of the product or service.

40

CHAPTER – IV
DATA ANALYSIS
&
INTERPRETATION

41

DATA ANALYSIS AND INTERPRETATION
1

The table showing Income analysis of respondents

Table: 1
INCOME

NO.OF RESPONDENTS

PERCENTAGE

Less than 10,000

60

40%

10,000 – 20,000

90

60%

20,000 – 30,000

0

0%

More than 30,000

0

0%

150

100%

Total

The table showing Income analysis of respondents

Income analysis of respondents
70%
60%
50%
40%
30%
20%
10%
0%
PERCENTAGE

INCOME

INTERPRETATION:-The above table shows that has covered different group’s people having
different levels of income. 40% of respondents have an income of less than 10,000 p/m, while
60% respondents are in the income group of 10,000-20,000.

2) The table showing Location of respondents:42

Table: 2
Areas

No. of Respondents

Percentage

Rural

60

40%

Urban

90

60%

Total

150

100%

Location of respondents
70%
60%
50%
40%
Percentage

30%
20%
10%
0%

Rural

Urban
Areas

INTERPRETATION:The above table shows covered the rural, semi-Urban and urban areas. In the nature of
customers 100 respondents belongs to rural area, 40% respondents are belongs to semi-urban and
remaining 60% respondents are belongs to urban area. Over all we can conclude that irrespective
of the area the people gives response to Honda Unicorn

3. The table showing using the bike since?
Table: 3

43

YEARS

NO.OF RESPONDENTS

PERCENTAGE

2 years & above

24

16%

1 year

51

34%

Less than 1 year

75

50%

TOTAL

150

100%

Using the bike since
60%
50%
40%
PERCENTAGE

30%
20%
10%
0%
2 years & above

1 year

Less than 1 year

YEARS

INTERPRETATION:The above table shows that 50% of respondents using the bike less than 1 year, while
34% people are using one year and other remaining 16% people using the bike since 2 years &
above .

4. You satisfied with their existing feature?
Table: 10
44

OPINION

NO.OF RESPONDENTS

PERCENTAGE

YES

120

80%

NO

30

20%

TOTAL

150

100%

You satisfied with their existing feature

Satisfied with their existing feature
100%
80%
60%
PERCENTAGE

40%
20%
0%

YES

NO
OPINION

INTERPRETATION:The above table shows that 80% of respondents satisfied their existing features, 20% of
respondents are not satisfied their existing features.

5. The table showing mileage factor of the bike?
Table: 12

45

OPINION

NO.OF RESPONDENTS

PERCENTAGE

Yes

105

70%

No

45

30%

Total

150

100%

The table showing mileage factor of the bike

mileage factor of the bike

PERCENTAGE

80%
70%
60%
50%
40%
30%
20%
10%
0%

Yes

No
OPINION

INTERPRETATION
The above showing the opinion about the mileage of Unicorn 70% of respondents were
satisfied with the mileage of Unicorn and 30% of respondents were not satisfied.

6.What prompted you to buy HONDA among all other brands (please rank)?
Table - 6

46

Options

No of respondents

Percentage

Brand Image

90

60%

Service

24

16%

Maintenance

18

12%

Price

9

6%

Promotion

9

6%

Total

150

100%

Chart - 6

Buy HONDA among all other brands (please rank)?

percentage

70%
60%
50%
40%
30%
20%
10%
0%
Brand Image

Service

Maintenance

Price

Promotion

Options

INTERPRETATION:
The above graph indicates that the numbers of people who buy HONDA among other
brands are 60% Brand Image, 16% Service, 12% Maintenance, 6% Price and 6% Promotion.
7. Rank the features attracted you to buy the bike you own?
Table – 7
Options

No of respondents

Percentage
47

Service
Power
Fuel Efficiency
Safety
Style
Maintenance
Totals

15
9
9
6
90
31
150

10%
6%
6%
4%
60%
14%
100%

Chart Title
80%
60%
Percentage

40%
20%
0%
Service

Power Fuel Efficiency Safety

Style

Maintenance

Options

Ch
art – 7

INTREPRETATION:
The above chart indicates that the number of people who got attracted to buy HONDA is
60% for Style, 10% for Service, 14% for Maintenance and 6% for Fuel Efficiency, 4% for Safety
and 6% Power.
8.Who is the main influencer in the decision making process?
Table – 8

48

Options

No of respondents

Percentage

Father

90

60%

Mother

15

10%

Wife

6

4%

Dealers

9

6%

Friends

9

6%

Myself

31

14%

Total

150

100%

Chart - 8

The main influencer in the decision making process
70%
60%
50%
40%
Percentage 30%
20%
10%
0%
Father

Mother

Wife

Dealers

Friends

Myself

Options

INTREPRETATION:
The above graph indicates that number of persons influence to purchase HONDA – Father
60%, Mother 10%, Wife 4%, Dealers 6%, Friends 6% and myself 14%.

9. How do you feel when you drive HONDA?
Table - 9
Options
Delighted
Relaxed

No of respondents
75
33

Percentage
50%
22%
49

Comfortable
Uncomfortable
Confused
Total

12
24
6
150

8%
16%
4%
100%

Chart - 9

Feel when you drive HONDA
60%
50%
40%
30%
20%
Percentage

10%
0%

Options

INTREPRETATION:
The above chart indicates the percentage of satisfaction while driving HONDA, the people
feel – 50% Delighted, 22% Relaxed, 8% Comfortable, 16% Uncomfortable and 4% Confused.

10. How long has you been associated with HONDA Motors...?
From 1 year
From 1 – 3 years
From 3 – 5 years
From 5 – 7 years
Above 7 years

10%
40%
20%
20%
10%

50

10%

10%
From 1 year

20%

From 1 – 3 years

40%

From 3 – 5 years

20%

From 5 – 7 years
Above 7 years

INTREPRETATION:
10% are people associate of 1 year, 40% people are associated with 1-3 year, 20% people
are associated with 3-5 year, 20% people are associated with 5-7 year and 10% people are
associated with above 7 years.

11. how would you rate HONDA motors on the following parameter…?
Agree

50%

Strongly Agree

20%

Disagree

20%

Strongly disagree

10%

51

10%

20%

20%

Strongly disagree
Agree
Disagree

50%

Strongly Agree

INTREPRETATION:
10% people are Strongly agree with parameter, 50% people are agree with parameter,
20% people are disagree with parameter, 20% people are strongly disagree with the parameters.

12. What is your overall opinion about HONDA Motors?
1.Very Bad

05%

2.Neither Bad Nor Good

10%

3.Good

35%

52

4.Very Good

50%

5%

10%
Very Bad

50%

Neither Bad Nor Good

35%

Good
Very Good

INTREPRETATION:
05% people are said that very bad, 10% people are said that neither bad nor good, 35%
people are said that good and 50% people are said that Very good.

13. How likely would you recommend HONDA Motors?
1.Very Unlikely

20%

2.Likely

35%

53

3.Very Likely

45%

20%
45%
Very Unlikely
Likely
Very likely

35%

INTREPRETATION:
20% people are very unlikely, 35% people are likely and 45% people are very likely.

14. Do you like the promotions and ad campaigns of HONDA Motors?
Very Unlikely

15%

Likely

30%

Very Likely

55%
54

15%

55%

30%

Very Unlikely
Likely
Very likely

INTREPRETATION:
15% people are very unlikely, 30% people are likely and 55% people are very likely.

55

CHAPTER - V
FINDINGS & SUGGESTIONS

FINDINGS
56



In this study some of the respondents are not satisfied with the customer services
provides by the dealers.



Some of respondents feel that the price of unicorn is high



The Honda company customers are not satisfied with the mileage.



Some of the respondent expressed that the of spare parts are high



The above chart indicates that the number of people who got attracted to buy HONDA is
60% for Style, 10% for Service, 14% for Maintenance and 6% for Fuel Efficiency,4% for
Safety and Power.

SUGGESTIONS
57



The dealer has to maintain good relations with the customer.



The company needs to take steps to improve the mileage of the vehicles.



The company has to reduce the price of spare parts so as to make the bike more
economical.



If possible the co need to the price of the bike so that middle class people can also buy it.



It is suggested to the manufacture that the spare be made available at responsible price.

58