Harsh Customer Satisfaction

Customer satisfaction
INDEX
Chapter I : Introduction
Objectives of the study
Scope of the study
Need for the study
Research Methodology
 Data Collection
 Sample size
 Sample Method
 Questionnaire
Limitations
Chapter II : Industry profile
Chapter III : Company profile
Chapter IV : Theoretical framework
Chapter V : Data analysis and Interpretation
Chapter VI : Findings, Suggestions and Conclusion
Appendix : Questionnaire, Bibliography
Chapter -1
Introduction
Chapter-1
Introduction
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INTRODUCTION
Marketing “is the process of planning and executing the conception, pricing, promotion, and
distribution of ideas, goods and services to create exchange that satisfy individual and
organizational goals” today marketing must be understood not in the old sense of making sale-
telling and selling. The marketing has changed from barter concept to new sense of satisfying
customer needs.
The objective of all marketing effort should to maximize customer satisfaction. An individual
firm’s success depends not only on how well it has performed, but also on how well its entire
supply chain and marketing channel competes with competitors’ channels. The customer is the
key. Therefore, the satisfaction of consumer is the prime objective of an enterprise.
Satisfaction is a person’s feeling of pleasure of disappointments resulting from comparing a
product’s perceived performance in relation to his or her expectations. Many companies are
aiming for high satisfaction because customers who are just satisfied still find it easy to switch
when better offer comes along.
Customer satisfaction is both a goal and a marketing tool. Customer’s first interaction with the
product occurs at the retail level. The availability of the product, their display, spacing etc,
influence the customers purchase decisions to a large extends. Retailers also act as an
important link between consumers and the company. They are closer to the customers to know
his wants needs better then the company. This information is highly useful to the company in
catering the consumer’s wants and needs.
The study on customer satisfaction of Bajaj two-wheeler is a step to understand the factors
which are effective for the success of the product. 100 samples are taken for this study to
understand the satisfaction level of the customers.
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CUTOMER SATISFACTION:
Organizations are increasingly interested retaining existing customers while targeting non-
customers. Measuring satisfaction provides an indication of how successful the organization is
at providing products and/or services to the market place.
Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the
state of satisfaction will vary from person to person and the 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 recommended rate. The level of
satisfaction can also very depending on other options the customer may have and other
products against which the customer can compare the organizations products.
CUSTOMER SWITCHING:
The switching path is triggered by a factor that changes the present relationship between
customer and supplier by somehow making the customer aware of different reasons for
switching. This initiating factor affects the entire switching path. There are three different
triggers: external, internal, and situational. In the trigger, the company that the customer has
switched to has served as some kind of comparative object vis-a-vis the company with which he
has broken the relationship. The new company has perhaps changed or improved its business
concept, is a new competitor, or simply can offer something that the former company could
not. During the process, the customer begins to consider a change and becomes sensitive to the
various factors that finally lead to a switch. The time span can vary and is here termed process
duration.
The main reason for switching, according to the customer, is called the push factor. There are
also tip factors, which alone cannot speed up or extend the switching process but which can
expedite or delay the path that the customer goes through while considering a change. Even
other factors could be classified as causes for switching, since the alone could lead to switching
and not only be considered trip factors. These factors are not classified as switching causes but
as sub-push factors because the respondents do not consider them to be the main reason for
switching. Even if a customer has switched, there can be reasons
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why he could consider returning to the first company, by the force of a pull factor. Even if a
customer breaks the relationship with a company, it is important to stress that the break should
be handled professionally and end on friendly terms. The former customer is otherwise likely to
spread negative word-of-mouth.
CUSTOMER EXPECTATIONS:
Customer satisfaction is largely a reflection of the expectations and experiences that the
customer has with a product or service. However expectations also reflect that influences the
evaluation of the product or service. When we make major purchases, we research the product
or service and gain information from the advertising, salespersons, and word-of-mouth from
friends and associates. This information influences our expectations and ability to evaluate
quality, value, and the ability of the product or service to meet our needs.
In meeting customers' requirements and measuring customers' satisfaction indexes, customer
perception should be definitely a key consideration. Qualified services in the operation
execution layer, technical management layer and business development layer are necessary.
However, it is even more important to efficiently understand customer expectations and make
efforts to exceed their expectations. Therefore, customer perception management becomes a
central topic. Frankly speaking, among all indexes in customer satisfaction management, the
biggest challenge is customer perception management, or customer perception satisfaction .
NECESSITY OF CUSTOMER SATISFACTION:
The emerging consumer movement necessities markets to understand consumer behavior their
needs, expectations and problems. It will be easier in exploiting marketing opportunities
meeting the challenges of the market. Thus, marketers must try to offer the product wanted by
the customers at the price he is prepared to pay, through distribution channel convenient to
him and with a proper promotional activity. A consumer by nature is extrovert, a study of
consumer behavior helps to formulate marketing program mix and policies
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FACTORS:
To understand consumer behavior on the eventual buying decisions, the major factors have to
be clearly understood and analyzed.
They are:
1. Buyer characteristics.
2. Personal characteristics.
3. Seller characteristics.
4. Situational characteristics.
1. Buyer characteristics:
It deals with the individuals, personal, psychological, cultural and social characteristics.
2. Personal characteristics:
It deals with the factors like age, sex, occupation, lifestyles, economic and financial conditions,
culture which affects the consumers purchase behavior.
3. Seller characteristics:
Influences the buying decision factor lies in the image of the facilities offered by the companies
or retail out lets etc affects the choice of the buyers. The buyer’s decision will be based on the
attitudes, behaviors’ and characteristics of the seller or sales person .
4. Situational characteristics:
This also plays an important role in influencing the decision of the buyer. The aspects such as
time, day, season, financial conditions, marketing situations, demand for the products etc.
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Methods of tracking and measuring customer satisfaction:

A company tools for tracking and measuring customer satisfaction range from primitive to
sophisticate. The following methods are used to measure customer satisfaction.
1. Complaints and suggestion system:
A customer centered organization would make it easy for its customer to deliver suggestions
and complaints. Many customers maximize the ease with telephone numbers, customer can
inquire, make suggestion on complaint. These information flows provide these companies with
many good ideas and enable them to act more rapidly to resolve the problems.
2. Lost customer analysis:
Companies should contact customers who have stopped buying or switched to another
supplier. It is important to conduct exit interview and monitor the customer loss rate.
3. Customer satisfaction survey:
A company must not conclude that it can get a full picture of customer satisfaction and
dissatisfaction by simply running a complaint and suggestion system. Studies show that
customer4s are dissatisfied with one out of every ten purchases and less than 2% dissatisfied
customers will complain customers may feel that their complaints are minor.
PURCHASING AND CONSUMING:
It is important to distinguish between purchase and consumption for three reasons. Firstly, the
product may be purchased by 1% and consumed by another. Secondly the purchase depends
on consumer expectation of the degree to which brands are likely to satisfy needs. Thirdly a
consumer post purchase evolution determines whether the brand is likely to be repurchased.
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SATISFACTION V/S DISSATISFACTION:

Satisfaction occurs when customer’s expectations met to exceed and the purchase decision is
reinforced. Satisfaction reinforces positive attitudes towards the brand leading to a greater
likelihood that the customer will re purchase the same brand, dissatisfaction results when
consumer expectation is not met.
Thus, we assert that the buyers forms a judgment of value acts on it whether the buyers are
satisfied after purchase depends upon the offer performance in relation to the buyers
expectation. Here is our definition of customer satisfaction, thus the satisfaction level is a
function of the difference between perceived performance and expectations. A customer could
experience on their board level of satisfaction. If the performance matches the expectations the
customer is satisfied if the performance exceeds expectations, a customer is highly satisfied,
pleased or delighted. But how do buyers form their expectations? Expectations are formed on
the basis of the buyers past buying experience, statements made by friends and associates and
market and competitor information and promises etc. if marketers raise expectations to high
the buyers are likely to be disappointed, some of today’s most successful company is raising
expectations and delivering performance to match. Thus, companies are aiming for total
consumer satisfaction.
CUSTOMER RELATIONSHIP MARKETING:
It refers to developing stronger bonds with customers. It is the process of managing detailed
information about individual customers and carefully managing all customers to maximize
customer loyalty.
A customer touch point is any occasion on which a customer encounters the brand and the
product from actual experience to personal or mass communications to casual observations.
Customer relationship marketing enables companies to provide excellent real time customer
service through the effective use of individual accounting information. Based on what they
know about each valued customer, companies can customize market offerings, services,
messages and media, and also it is important because it is a major driver of company
profitability is the aggregate value of the company’s customer base.
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Some customers will inevitable become inactive or drop out for reasons, moves to other
location, dissatisfaction so on. Here the companies challenge is to reactive dissatisfied
customers through customers backing strategies. It is often easier to re attract the ex-
customers because the company knows their names and histories.
Developing more loyal customer’s increases revenue. However the company has to spend more
to build greater customer loyalty. How much should company invest relationship building, so
that the cost does not exceed the gains, we need to distinguish 5 different levels of investment
n customer relationship building.
1. Basic marketing:
The salesman simply sells the product.
2. Reactive marketing:
The salesman sells the product and encourages the customer to call if he or she has question,
comments or complaints.
3. Accounting marketing:
The sales person phones the customers a short time after the sale to check whether the
product is meeting expectation. The sales person also asks for any product service
improvement suggestion and any specific disappointments. This information helps their
company to continue to improving its performance.
4. Proactive marketing:
The company sales person contacts the customer from time to time with suggestion about
improved product uses or helpful new products.
5. Partnership marketing:
The company works continues with the customer to discover ways to perform better.
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Customer Satisfaction in 7 Steps:

It's a well-known fact that no business can exist without customers. In the business of Website
design, it's important to work closely with your customers to make sure the site or system you
create for them is as close to their requirements as you can manage. Because it's critical that
you form a close working relationship with your client, customer service is of vital importance.
What follows are a selection of tips that will make your clients feel valued, wanted and loved .
1. Encourage Face-to-Face Dealings
This is the most daunting and downright scary part of interacting with a customer. If you're not
used to this sort of thing it can be a pretty nerve-wracking experience. Rest assured, though, it
does get easier over time. It's important to meet your customers face to face at least once or
even twice during the course of a project.
My experience has shown that a client finds it easier to relate to and work with someone
they've actually met in person, rather than a voice on the phone or someone typing into an
email or messenger program. When you do meet them, be calm, confident and above all, take
time to ask them what they need. I believe that if a potential client spends over half the
meeting doing the talking, you're well on your way to a sale.
2. Respond to Messages Promptly & Keep Your Clients Informed
This goes without saying really. We all know how annoying it is to wait days for a response to an email or
phone call. It might not always be practical to deal with all customers' queries within the space of a few
hours, but at least email or call them back and let them know you've received their message and you'll
contact them about it as soon as possible. Even if you're not able to solve a problem right away, let the
customer know you're working on it.
A good example of this is my Web host. They've had some trouble with server hardware which has
caused a fair bit of downtime lately. At every step along the way I was emailed and told exactly what
was going on, why things were going wrong, and how long it would be before they were working again.
They also apologies repeatedly, which was nice. Now if they server had just
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gone down with no explanation; I think I'd have been pretty annoyed and may have moved my
business elsewhere. But because they took time to keep me informed, it didn't seem so bad,
and I at least knew they were doing something about the problems. That to me is a prime
example of customer service.
3. Be Friendly and Approachable
A fellow Site Pointer once told me that you can hear a smile through the phone. This is very
true. It's very important to be friendly, courteous and to make your clients feel like you're their
friend and you're there to help them out. There will be times when you want to beat your
clients over the head repeatedly with a blunt object - it happens to all of us. It's vital that you
keep a clear head, respond to your clients' wishes as best you can, and at all times remain polite
and courteous.
4. Have a Clearly Defined Customer Service Policy
This may not be too important when you're just starting out, but a clearly defined customer
service policy is going to save you a lot of time and effort in the long run. If a customer has a
problem, what should they do? If the first option doesn't work, then what? Should they contact
different people for billing and technical enquiries? If they're not satisfied with any aspect of
your customer service, whom should they tell?
There's nothing more annoying for a client than being passed from person to person, or not
knowing who to turn to. Making sure they know exactly what to do at each stage of their
enquiry should be of utmost importance. So make sure your customer service policy is present
on your site -- and anywhere else it may be useful.
5. Attention to Detail (also known as 'The Little Niceties')
Have you ever received a Happy Birthday email or card from a company you were a client of?
Have you ever had a personalized sign-up confirmation email for a service that you could tell
was typed from scratch? These little niceties can be time consuming and aren't always cost
effective, but remember to do them.
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Even if it's as small as sending a Happy Holidays email to all your customers, it's something. It
shows you care; it shows there are real people on the other end of that screen or telephone;
and most importantly, it makes the customer feel welcomed, wanted and valued .
6. Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out
Sometimes this is easier said than done! However, achieving this supreme level of
understanding with your clients will do wonders for your working relationship.
Take this as an example: you're working on the front-end for your client's exciting new
ecommerce endeavor. You have all the images, originals and files backed up on your desktop
computer and the site is going really well. During a meeting with your client he/she happens to
mention a hard-copy brochure their internal marketing people are developing. As if by magic, a
couple of weeks later a CD-ROM arrives on their doorstep complete with high-resolution
versions of all the images you've used on the site. A note accompanies it, which reads:
"Hi, you mentioned a hard-copy brochure you were working on and I wanted to provide you
with large-scale copies of the graphics I've used on the site. Hopefully you'll be able to make
use of some in your brochure."
Your client is heartily impressed, and remarks to his colleagues and friends how very helpful
and considerate his Web designers are. Meanwhile, in your office, you lay back in your chair
drinking your 7th cup of coffee that morning, safe in the knowledge this happy customer will
send several referrals your way.
7. Honor Your Promises
It's possible this is the most important point in this article. The simple message: when you
promise something, deliver. The most common example here is project delivery dates.
Clients don't like to be disappointed. Sometimes, something may not get done, or you might
miss a deadline through no fault of your own. Projects can be late, technology can fail and sub-
contractors don't always deliver on time. In this case a quick apology and assurance it'll be
ready ASAP wouldn't go amiss.
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Handling Customer Complaints:

Whether your customer's complaint is legitimate or not, follow it up with a service call.
Whenever possible, do it personally instead of sending someone from the customer service
department. It provides the personal service that your customer appreciates and it may obviate
the need for a technician or serviceman to call. As an alternative, both of you can go together
to handle customer complaints. Keep the following guidelines in mind:
1. Don't procrastinate making the call.
Often the problem is not as serious as it sounds. Some customers "read the riot act" when they
call about a complaint. A delay in responding will only irritate your client more.
2. Admit mistakes and apologize.
Just because you made the sale does not mean you can become defensive about your
company, product or service. Even the most reputable companies make mistakes and have
problems with their products. You may want to restate the customer's complaint to show that
you are listening and have an understanding of the problem.
3. Show compassion for your customer.
Whether the complaint proves to be true or false, show your customer that you are concerned
and will investigate the problem immediately. Help the customer calm down by saying, "I can
understand why you feel the way you do."
4. Actively listen to your customer's complaint.
Talking will make him feel less anxious about it. Let your customer "vent" his feelings before
you react to the situation. Be sympathetic and encourage the customer to "blow up."
Afterward, he'll feel better; this means he'll be in a better frame of mind.
5. Don't pass the buck to your company or someone else within it.
This may take the blame off you, but it undermines the integrity and organization of the
company, and your customer will lose confidence in your firm.
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15 Ways to Keep Your Customer Satisfied

1. Show them that you think of them.
Send them helpful newspaper clippings or articles, cartoons related to their business and
"Here's an idea I thought you'd enjoy" notes. Send your clients Christmas/New Year's cards,
birthday cards, and thank you notes.
2. Drop by to show them new products and brochures and offer additional services.
Always make an appointment before making your call! Respect your clients' time as you do
your own.
3. Offer a sample gift to enhance the use of your product.
See how they are utilizing your product or service and suggest other ways that they can benefit
from it. They may not be realizing its full potential.
4. Offer "customer discounts" on new products or services to encourage additional business.
5. When new employees are hired, offer to train them free of charge in the use of your product.
6. Repay or compensate them for lost time or money caused by problems encountered with
your product.
If you pinch pennies, your customer may do the same.
7. Be personal.
Record details about your client's life and enter these in your file. It's so much nicer to say to
someone, "How is Bob?" rather than, "How's your husband?"
8. Tell the truth.
Lies have a way of coming back to haunt you.
9. Accept returns without batting an eyelash.
In the long run, they are much less expensive than finding a new customer.
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10. Be ethical.
Keep all your information about the account confidential.
11. Be certain that your company follows through on its commitment.
This includes delivery, installation, packaging, and so on.
12. Show your appreciation for their referrals by reporting back to them on the outcome.
13. If your company has a newsletter, obtain permission from your successful clients to write
about them in it.
Naturally, you would send them a copy.
14. Keep track of their results with your product and meet periodically to review the entire
picture (their business, industry, trends, competition, etc.)
15. Keep the lines of communication forever open.
As in any relationship, you must be able to exchange grievances, ideas praises, losses, and
victories.
What all of this comes down to is that you should be willing to "go the extra mile" for your
accounts. They extra effort you expend now will be repaid handsomely in the future.
The bottom line in maintaining your clients is service, service and more service. Be there for
your customers and they'll want to stick with you. If you meet their needs, they'll think twice
before switching to another company, even if they've voiced some serious concerns. "Make
new clients, but keep the old. One is silver and the other gold." Develop the "gold" you have
and the silver may take care of itself.
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1.2 OBJECTIVE OF THE STUDY

1. To find out reasons for the purchase of Bajaj bike
2. To find out the features that are attracted by the purchaser of Bajaj bike
3. To investigate the level of satisfaction with the service rendered by the dealer
4. To know the level of satisfaction by the performance of Bajaj bike
5. To trace out the problems in Bajaj bike
1.3 Scope of the study

Goods are produced to satisfy consumer wants. Therefore study is done to identify
consumer needs and wants. These needs and wants motivates consumer to purchase.
Marketers perform study of consumer behavior. Analysis of buyer behavior helps marketer
in market segmentation and targeting. Product planning and development starts with the
generation of product idea and ends with the product development and commercialization.
Product planning includes everything from branding and packaging to product line
expansion and contraction
1.4 Need for the study

To understand the likes and dislikes of the consumer, extensive consumer research studies
are being conducted. These researches try to find out. What the consumer thinks of the
company’s products and those of its Competitors? How can the product be improved in their
opinion? How the customers use the product? What is the customer’s attitude towards the
product and its advertisement.
1.5 Research methodology

RESEARCH METHODLOGY:
Research methodology is the systematic approach to the given problem. In other words, it is
the way in which we go for collection of data. Therefore, the better way of collecting data is
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very important than the data collected because ultimately the data collected is depended upon
how we approach towards the data. The data has been collected by using the following tools.
TOOLS OF DATA COLLECTION:
The information relevant for study was drawn from primary data collected through survey
method, which alone was not sufficient. Hence secondary data was collected successfully.
1) Primary data - Primary data was collected through Questionnaire by distributing

questionnaires to the respondents. Questionnaire consist of personal details and core
details. Seven personal details were included in the question which consisted of name,
age, income, sex, occupation, etc. Core details include questions relating to Bajaj
vehicles and the responses given by the respondents, which has formed a basis for
giving suggestions.
2) Secondary data – The secondary data collection involved internet search, browsing
magazines, newspapers and articles and papers related to the two-wheeler industry in
India. Numerous journals and books related to the topic were also browsed to
understand the dynamics of the industry.
Sample Design
:: Primary Data - From questionnaire and personal
Data Source interaction
Secondary data - Website, Magazine, Newspapers

and articles
:: Survey method
Research approach
Research Instrument :: Questionnaire
Sample plan : Personal Interview
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Sample unit : Motorcycles owners esp. Bajaj motorcycle

owners
Sampling method : Convenient random sampling method
Sample Size : 100
Area of survey : The area selected for survey yemmiganur
1.6 Limitations of the study

 The survey was restricted to YEMMIGANNUR only.
 The primary data so collected is restricted to questionnaire.
 The survey is conducted in a limited time span of two months.
 Findings are applicable to YEMMIGANNUR only.
 Sample size is only 100 members selected at random.
 The sampling method used includes mostly those customers who own are aware of bikes.
 It is difficult to know that willing respondents are truly representative
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Chapter -2
Industry profile
INDUSTRY PROFILE
PROFILE OF TWO-WHEELER INDUSTRY
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The two-wheeler industry in India has been in existence since 1955. It consists of three
segments
 Scooters
 Motorcycles
 Mopeds
The increase in sales volume of this industry is proof of its high growth. In 1971, sales were
around 0.1 million units per annum. But by 1998, this figure had risen to 3 million units per
annum.
Similarly, capacities of production have also increased from about 0.2 million units of annual
capacity in the seventies to more than 4 million units in the late nineties.
The two-wheeler only industry in India began operations within the framework of the national
industrial policy as espoused by the Industrial Policy Resolution of 1956.
This resolution divided the entire industrial sector into three groups, of which one contained
industries whose development was the exclusive responsibility of the State, another included
those industries in which both the State and the private sector could participate and the last set
of industries that could be developed exclusively under private initiative within the guidelines
and objectives laid out by the Five Year Plans.
Private investment was channelized and regulated through the extensive use of licensing giving
the State comprehensive control over the direction and pattern of investment
Entry of firms, capacity expansion, choice of product and capacity mix and technology, were all
effectively controlled by the State in a bid to prevent the concentration of economic power.
However due to lapses in the system, fresh policies were brought in at the end of the sixties.
These consisted of MRTP of 1969 and FERA of 1973, which were aimed at regulating monopoly
and foreign investment respectively. Firms that came under the purview of these acts were
allowed to invest in a select set of industries. This net of controls on the economy in the
seventies caused several firms to
 Operate below the minimum scale of efficiency
 Under-utilize capacity and
 Use outdated technology.
While operating below the minimum scale of efficiency resulted from the fact that several
incentives were given to smaller firms, the capacity under-utilization was the result of the
capacity mix being determined independent of the market demand.
The policy of distributing imports based on capacity, causing firms to expand beyond levels
determined by demand so as to be eligible for more imports. Use of outdated technology
resulted from the restrictions placed on import of technology through the provisions of FERA.
Recognition of the deleterious effects of these policies led to the initiation of reforms. In 1975
which took on a more pronounced shape and acquired wider scope under the New Economic
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Policy (NEP) in 1985. As part of these reforms, several groups of industries were de licensed and
‘broad banding’ was permitted in select industries.
Controls over capacity expansion were relaxed through the specification of the operate below
the minimum scale of efficiency of production for several industries. Foreign investment was
allowed in select industries and norms under the MRTP Act were relaxed.
These reforms led to a rise in the trend rate of growth of real GDP from 3.7% in the seventies to
5.4% in the eighties. However the major set of reforms came in 1991 in response to a series of
macroeconomic crises that hit the Indian economy in 1990-91.
Several industries were deregulated, the Indian rupee was devalued and made convertible on
the current account and tariffs replaced quantitative restrictions in the area of trade.
The initiation of reforms led to a drop in the growth of real GDP between 1990 – 1992, but this
averaged at about 5.5% per annum after 1992. The decline in GDP in the years after reforms
was the outcome of devaluation and the contractionary fiscal and monetary policies taken in
1991 to address the foreign exchange crisis. Thus the Industrial Policy in India moved from a
position of regulation and tight control in the sixties and seventies, to a more liberalized one in
the eighties and nineties.
The two-wheeler industry in India has to a great extent been shaped by the evolution of the
industrial policy of the country. Regulatory policies like FERA and MRTP caused the growth of
some segments in the industry like motorcycles to stagnate.
These were later able to grow (both in terms of overall sales volumes and number of players)
once foreign investments were allowed in 1981.
The reforms in the eighties like “broad banding’ caused the entry of several new firms and
products which caused the existing technologically outdated products to lose sales volume
and/or exit the market. Finally, with liberalization in the nineties, the industry witnessed a
proliferation in brands Motorcycles have made their debut around the 1950s; this section looks
at the two wheelers which have over the years caught the imagination of country. It was in the
year 1954 that the Indian government ordered for total number of 800 motorcycles to man
Pakistani borders. In came 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.
Two Wheelers in India
The feeling of freedom and being one with the Nature comes only from riding a two wheeler.
Indians prefer the two wheelers because of their small manageable size, low maintenance, and
pricing and easy loan repayments. Indian streets are full of people of all age groups riding a two
wheeler. Motorized two wheelers are seen as a symbol of status by the populace. Thus, in
India, we would see swanky four wheels jostling with our ever reliable and study steed the two
wheeler.
Two Wheeler Manufacturers
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The two-wheeler manufacturers are especially encouraged by the enthusiasm of the young
riders who look for trendy products all the time. Some of the motorbike manufacturers are also
targeting young ladies and making bikes available that are comfortable.
The launch of the Mopeds has revolutionized the entire concept of transportation for the
women’s. Mopeds are light weight, easy to drive and cost effective. In a way- Mopeds are tailor
made keeping the needs of young girls and office going women’s in mind.
Such is the craze for bikes, that it comprises the major percentage of the two-wheeler industry,
followed by mopeds and scooters. Now, college going crowd and youths find bikes smarter and
better for transportation. The best part about a bike is that it provides quick and easy
transportation, and can be parked anywhere around.
Moreover, now-a-days getting finance or a loan has become a trouble free affair and the
numbers of bike riders are only growing with each passing day. Your two-wheeler also needs
your care and attention all the time. With automobile India, you need not worry about the
maintenance tips, statistics, insurance, finance and latest trends in the two wheeler industry. It
is all there at the click of your mouse.
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Chapter -3
Company-
profile
COMPANY PROFILE
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Introduction
Bajaj Auto Limited is an Indian global two-wheeler company and three-wheeler manufacturing
company based in Pune, Maharashtra.[2] It manufactures motorcycles, scooters and auto
rickshaws. Bajaj Auto is a part of the Bajaj Group. It was founded by Jamnalal Bajaj in Rajasthan
in the 1940s. It is based in Pune, Maharashtra, with plants in Chakan (Pune), Waluj (near
Aurangabad) and pantnagar in Uttarakhand. The oldest plant at Akurdi (Pune) now houses the
R&D centre 'Ahead'.
Bajaj Auto Ltd.

Type Public
Traded as
 BSE: 532977
 NSE: BAJAJ-
AUTO
 BSE SENSEX
Constituent
 CNX
NiftyConstitue
nt
Industry Automotive
Founded November 29, 1945;
75 years ago,
Founder Jamnalal Bajaj
Headquarters Pune, Maharashtra,
India
Key people
 Rahul Bajaj
(Chairman)
 Rajiv Bajaj
(CEO)
Products Motorcycles, three-

wheeler vehicles and
cars
Production output 6,330,000 units
(2019)
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Revenue 31,804 crore (US$4.6

billion) (2019)
Operating income 6,613 crore (US$960
million) (2019)
Net income 4,927 crore (US$710
million) (2019)
Total assets 28,834 crore (US$4.2
billion) (2019)
Total equity 23,233 crore (US$3.4
billion) (2019)
Number of 10,258 (2019)
employees
Parent Bajaj Group
Website www.bajajauto.com
Bajaj Auto is the world's third-largest manufacturer of motorcycles and the second-largest in
India. It is the world's largest three-wheeler manufacturer.
On May 2015, its market capitalisation was ₹640 billion (US$9.3 billion), making it India's 23rd
largest publicly traded company by market value. The Forbes Global 2000 list for the year 2012
ranked Bajaj Auto at 1,416. Bajaj Auto readying to plug into EV market
Bajaj Auto Ltd (BAL) is one of the leading two & three-wheeler manufacturers in India. The
company is well known for its R&D product development process engineering and low-cost
manufacturing skills. The company is the largest exporter of two and three-wheelers in the
country. The company has two subsidiaries namely Bajaj Auto International Holdings BV and PT
Bajaj Indonesia. On 29 November 1945 Bajaj Auto came into being under the name M/s Bachraj
Trading Corporation Private Limited. In 1948 Bajaj Auto started selling imported two- and three-
wheelers in India. In 1959 Bajaj Auto obtained license from the Government of India to
manufacture two- and three-wheelers. In the year 1960 Bajaj Auto became a public limited
company. In the year 1970 Bajaj Auto rolled out its 100000th vehicle. In 1971 Bajaj Auto
launched three-wheeler goods carrier. In 1977 the company launched Rear Engine
Autorickshaw. On 19 January 1984 the foundation stone was laid for Bajaj Auto's new plant at
Waluj Aurangabad. On 5 November 1985 Bajaj Auto commenced production at Waluj plant. In
1998 Bajaj Auto commenced production at its Chakan Pune plant. In November 2001 Bajaj Auto
launched its premium bike 'Pulsar'. In February 2003 Bajaj Auto launched Caliber115 in the
executive motorcycle segment. Pursuant to the Scheme of Arrangement of Demerger Bajaj
Holdings & Investments Ltd (BHIL erstwhile BAL) was demerged into three undertakings with
effect from the effective date viz. 20 February 2008. The holding company operated in the
segments such as automotive insurance and investment and others. Considering the growth
opportunities in the auto wind-energy insurance and finance sectors the holding company de-
merged its activities into three separate entities each of which can focus on their core
businesses and strengthen competencies. The auto business of the holding company along with
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all assets and liabilities pertaining thereto including investments in PT Bajaj Auto Indonesia and
in a few vendor companies transferred to Bajaj Investment & Holding Ltd (BHIL). In addition, a
total of Rs 15000 million in cash and cash equivalents also transferred to Bajaj Investment &
Holding Ltd. As the part of the scheme Bajaj Holdings and Investment Ltd was renamed as Bajaj
Auto Ltd (BAL). The appointed date of this de-merger was closing hours of business on March
31 2007.In April 9 2007 the company inaugurated their green field plant at Pantnagar in
Uttarakhand. In the first year of operations the plant produced over 275000 vehicles. The
company's vehicle assembly plant at Akurdi was shut down from September 3 2007 due to
higher cost of production. In November 2007 Bajaj Auto International Holdings BV a wholly
owned subsidiary company acquired 14.51% equity stake in KTM Power Sports AG of Austria
Europe's second largest sport motorcycle manufacturer for Rs 345 crore. During the year 2007-
08 the company launched XCD 125 DTS-Si and the Three-wheeler Direct Injected auto rickshaw.
The Chakan plant completed the cumulative production of over 2 million Pulsar. During the year
2009-10 the company expanded the production capacity of Motorized Two & Three Wheelers
by 300000 Nos to 4260000 Nos. The company launched Pulsar 220 F Pulsar 180 UG Pulsar 150
UG Pulsar 135 LS and Discover DTS-si in the market. During the year 2010-11 the company
expanded the production capacity of Motorized Two & Three Wheelers by 780000 Nos to
5040000 Nos. The company launched Avenger 220 DTS-i KTM Duke 125 Discover 150 and
Discover 125 in the market. The company plans to maintain the capacity of two and three-
wheelers at the current level of 5040000 numbers per annum during the year ending 31 March
2012. The 4-wheel vehicle development work is under progress and commercial launch of the
first product from this platform is scheduled for 2012.In 2012 Bajaj Auto tied up with Japan's
Kawasaki in Indonesia. In 2013 the Company has introduced another variant of premium
motorcycles under the Bajaj-KTM joint venture namely Duke 390cc for a price of Rs 1.83 lakh.
The company also received 'CII Design Excellence Award ‘In 2014 Bajaj Auto bagged order in Sri
Lanka -People's Choice Bike of the Year - CNBC TV18 Overdrive Awards. The Company has also
received Bike of the Year BBC Top gear Awards. In 2015 Bajaj Auto has introduced the all-new
Platina electric start 100 cc bike to the long-distance commuter. On 8 August 2017 Bajaj Auto
and Triumph Motorcycles UK announced global partnership whereby Bajaj will gain access to
the iconic Triumph brand and its great motorcycles enabling it to offer a wider range of
motorcycles within its domestic market and other international markets.
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BAJAJ AUTO MANUFACTURING VEHICLES

TWO-WHEELERS
Bajaj Kristal Discover Platina
Avenger Bajaj Ninja Pulsar
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CT100 Bajaj chetak

THREE- WHEELERS
Plants of Bajaj Auto

Bajaj Auto’s has in all three plants, two at Waluj and Chakan in Maharashtra and one plant at
Pant Nagar in Uttaranchal, western India.
 Waluj – Bajaj range of Motorcycles and three-wheelers

 Chakan - Bajaj range of Motorcycles
 Pant Nagar - Bajaj range of Motorcycles
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Management Profile:
Rahul Bajaj Chairman
Madhur Bajaj Vice chairman
Rajiv Bajaj Managing Director
Pradeep Shrivastava Executive Director
Sanjiv Bajaj Director
Sekhar Bajaj Director
D.J. Balaji Rao Independent Director
DR. Omkar Goswami Independent Director
Rakesh Sharma Director
Niraj R. Bajaj Director
DR. Gita Piramal Independent Director
DR. Naushad Forbes Independent Director
Anami Roy Independent Director
MS. Lila Poonawalla Independent Director
Shri Pradip Shah Independent Director
Sanjiv Bajaj Executive Director
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The Business group and the Industry

Bajaj Group companies:
Bajaj Auto Ltd. – Manufacturers of Scooters, Motorcycles and Three-wheeler vehicles and spare
parts.
Bajaj Finance Ltd. – Deals in financial services including hire purchase, financing & leasing.
Bajaj Finserv Ltd – Financial Services.
Bajaj Holdings & Investment Ltd. – Investment Company focusing on new business opportunities.
Mukund Ltd. – Manufacturers of stainless, alloy and special steels including carbon and alloy steels.
Bajaj Electricals Ltd. - Manufacturers of electric fans, high masts, lattice closed towers and poles.
Bajaj Ventures Ltd. – involved in manufacturing and trading of power tools and manufacturing of
housewares and parts.
Maharashtra Scooters Ltd. k- Manufacturers of Scooters.
Bajaj Allianz General Insurance Company Ltd. – General insurance business.
Bajaj Allianz Life Insurance Co Ltd. – Life insurance business.
Bajaj Financial Solutions Ltd. – Distribution of financial products and services.
Bajaj Allianz Financial Distributors]] Ltd. – Distribution of financial products.
Bajaj Auto Holdings Ltd. – Investment Company.
PT Bajaj Auto Indonesia (PTBAI) - Bajaj Auto venture in Indonesia.
Bajaj Auto International Holdings BV – Bajaj Auto venture in Netherlands.
Hind Lamps Ltd. – Manufactures GLS, fluorescent, miniature lamps and major components,
such as glass shells, miniature and aluminum caps, lead glass.
Mukund Engineers Ltd. – Construction, fabrication and erection of industrial and infrastructural
projects and infotech business.
Mukund International Ltd. – Trading in metals, steel and ferro alloys.
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Bajaj Sevashram Pvt. Ltd. – Investment activities.
Jamnalal Sons Pvt. Ltd. – Investment and finance company.
Rahul Securities Pvt. Ltd.
Shekhar Holdings Pvt. Ltd.
Madhur Securities Pvt. Ltd.
Niraj Holdings Pvt. Ltd.
Rupa Equities Pvt. Ltd.
Kamalnayan Investments & Trading Pvt. Ltd.
Sanraj Nayan Investments Pvt. Ltd.
Hercules Hoists Ltd. – Manufactures ‘INDEF’ brand materials handling equipment such as triple
spur gear chain pulley blocks, chain electric hoists and wire rope.
Hind Musafir Agency Ltd. – Travel agency.
Bajaj International Pvt. Ltd. – Export electric fans, GLS lamps, fluorescent tubes, light fittings,
etc.
Bachhraj Factories Pvt. Ltd. – Ginning and pressing of cotton bales.
Baroda Industries Pvt. Ltd. – Investment Company.
Jeewan Ltd. – Investment company
Bachhraj & Co. Pvt. Ltd. – Investment Company.
The Hindusthan Housing Co. Ltd. – Services Company
Hospet Steels Ltd. – Steel plant consisting of Iron Making Division, Steel Making Division and
Rolling Mill Division.
 Models of Bajaj Motorcycle
 Bajaj CT
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 Bajaj PlatinaBajaj Discover
 Bajaj avenger
 Bajaj Pulsar
 Dominar
 Bajaj V
 Bajaj chetak
 KTM
Timeline of New Releases of Bajaj Auto
1961–1971 – Vespa 150 – under the licence of Piaggio of Italy
1971 – Three-wheeler goods carrier
1972 – Bajaj Chetak
1976 – Bajaj Super
1975 – Bajaj Priya
1977 – Rear engine auto rickshaw
1981 – Bajaj M-50
1986 – Bajaj M-80, Kawasaki Bajaj KB100,
1990 – Bajaj Sunny
1991 – Kawasaki Bajaj 4S Champion
1993 – Bajaj Stride
1994 – Bajaj Classic
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1995 – Bajaj Super Excel
1996 - Bajaj SX Enduro

1997 – (Bajaj KB125) Kawasaki Bajaj Boxer, rear engine diesel autorickshaw.
1998 – Kawasaki Bajaj Caliber, Bajaj Super 99,
1999 – Bajaj Legend, Bajaj Bravo, Bajaj Chetak 99, Bajaj Spirit
2000 – Bajaj Saffire, Bajaj Prowler
2001 – Eliminator, Bajaj Pulsar, Kawasaki Bajaj Aspire, Caliber Croma
2003 – Caliber 115, Kawasaki Bajaj Wind 125, Bajaj Pulsar DTS-i
2004 – Bajaj CT 100, New Bajaj Chetak 4-stroke with Wonder Gear, Bajaj Discover DTS-i
2005 – Bajaj Wave, Bajaj Avenger, Bajaj Discover 112
2006 – Bajaj Platina
2007 – Bajaj Pulsar-200 (Oil Cooled), Bajaj Kristal, Bajaj Pulsar 220 DTS-Fi (Fuel Injection), XCD
125 DTS-Si
2008 – Bajaj Discover 135 DTS-i
2009 – Bajaj Pulsar 135, Bajaj XCD 135 cc, Bajaj Pulsar 150 DTS-i UG IV, Bajaj Pulsar 180 DTS-i
UG IV, Bajaj Pulsar 220 DTS-i, Bajaj Discover 100 DTS-Si, Kawasaki Ninja 250R
2010 – Bajaj Discover 150
2011 – Bajaj Discover 125
2012 – Bajaj RE 60, mini car for intra-city urban transportation
2012 – Bajaj Pulsar 200 NS, launch of 200 cc bike, Discover 125ST
2013 - Bajaj Discover 125ST discover 100T
2014 - Bajaj Discover 150F, 150S
2015 - Bajaj Platina 100 ES, Bajaj CT 100 (Re introduced), Pulsar RS 200, Pulsar AS200 & AS150,
Pulsar NS150……….
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VISSION, MISSION, OBJECTIVE & GOAL:

Vision
 To attain the world class excellency by demonstrating value added products to
customers.
MISSION
 Focus on value-based manufacturing.
 Continual improvement.
 Total elimination of wastes.
 Pollution free and safe environment.
Objective
Bajaj limited is to cater the market needs of transportation by providing 2-wheeler and 3-
wheeler vehicles. BALW has been producing the catalogue products to cater to the changing
market requirements. Based on the customers feedback, improvements are being made
continuously in the existing products.
Goal
To catapult Bajaj auto as the country’s largest automobile company………
 Strengths
 Highly experienced management.
 Widespread distribution network.
 Good experience workers.
 Excellent marketing.
 Excellent reputation in market.
 Weaknesses
 After sales services is very poor.
 Lag in the distribution of products or payment delays.
 Opportunities
 Cheaper variants for tapping more in the rural segment.
 Premium sport bikes for urban areas.
 Constant growth in the two-wheeler segment.
Threats
 Cheaper imports from countries like China.
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 Entry of international brands.
 Other motorcycle players have a strong brand presenc

Corporate social responsibility (CSR)
Education
• Shiksha Mandal, Wardha
• Jamnalal Bajaj institute of management studies etc.
Health
• Kamalnayan Bajaj hospital – Aurangabad
• Bajaj – YCM hospital A.R.T. centre for HIV/Aids – Pimpri
• Jankidevi Bajaj gram Vikas sanstha etc
Women Empowerment
• Jankidevi Bajaj gram Vikas sanstha
• IIMC Ladies Wing Jankidevi Bajaj puraskar for rural Entrepreneurship
Self - reliance
• Jamnalal Bajaj Sva trust
• Institute of Gandhian studies
Rural Development
• Distribution of solar lantern and solar cookers
• Installation of bio gas plants
• Widening of drinking water schemes
Environment & Natural Resources
• Water conservation projects for improving agriculture productivity
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• Construction of latrines
• Family size bio gas plants

Competitors:
Chapter - 4
Theorectical
frame work
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THEORYTICAL FRAMEWORK
Customer satisfaction is a term frequently used in marketing. While it's often abbreviated as
CSAT, it is more correct to abbreviate it as CSAT. It 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
Scorecard. 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-of-
mouth 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
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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. 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, 100
cell phone plan providers, because customer satisfaction would be far too low, and customers
would easily have the option of leaving for a better contract offer.
A business ideally is continually seeking feedback to improve customer satisfaction.
"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:"
"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."
"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. (A second important metric related to
satisfaction is willingness to recommend. This metric is defined as "The percentage of surveyed
customers who indicate that they would recommend a brand to friends."
When a customer is satisfied with a product, he or she might recommend it to friends, relatives
and colleagues. This can be a powerful marketing advantage.) "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 customers. Willingness to recommend is a
key metric relating to customer satisfaction." "In literature antecedents of satisfaction are
studied from different aspects. The considerations extend from psychological to physical and
from normative to positive aspects. However, in most of the cases the consideration is focused
on two basic constructs as customers expectations prior to purchase or use of a product and
his relative perception of the performance of that product after using it.
Expectations of a customer on a product tell us his anticipated performance for that product. As
it is suggested in the literature, consumers may have various "types" of expectations when
forming opinions about a product's anticipated performance. For example, four types of
expectations are identified by Miller (1977): ideal, expected, minimum tolerable, and desirable.
While, Day (1977) indicated among expectations, the ones that are about the costs, the product
nature, the efforts in obtaining benefits and lastly expectations of social values. Perceived
product performance is considered as an important construct due to its ability to allow making
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comparisons with the expectations. It is considered that customers judge products on a limited
set of norms and attributes. Olshav sky and Miller (1972) and Olson and Dover (1976) designed
their researches as to manipulate actual product performance, and their aim was to find out
how perceived performance ratings were influenced by expectations. These studies took out
the discussions about explaining the differences between expectations and perceived
performance."
In some research studies, scholars have been able to establish that customer satisfaction has a
strong emotional (i.e., affective component). Still others show that the cognitive and affective
components of customer satisfaction reciprocally influence each other over time to determine
overall satisfaction.
Especially for durable goods that are consumed over time, there is value to taking a dynamic
perspective on customer satisfaction. Within a dynamic perspective, customer satisfaction can
evolve over time as customers repeatedly use a product or interact with a service. The
satisfaction experienced with each interaction (transactional satisfaction) can influence the
overall, cumulative satisfaction. Scholars showed that it is not just overall customer satisfaction,
but also customer loyalty that evolves over time.
The Disconfirmation Model
"The Disconfirmation Model is based on the comparison of customers’ [expectations] and their
[perceived performance] ratings. Specifically, an individual’s expectations are confirmed when a
product performs as expected. It is negatively confirmed when a product performs more poorly
than expected. The disconfirmation is positive when a product performs over the expectations
(Churchill & Suprenant 1982). There are four constructs to describe the traditional
disconfirmation paradigm mentioned as expectations, performance, disconfirmation and
satisfaction." "Satisfaction is considered as an outcome of purchase and use, resulting from the
buyers’ comparison of expected rewards and incurred costs of the purchase in relation to the
anticipated consequences. In operation, satisfaction is somehow similar to attitude as it can be
evaluated as the sum of satisfactions with some features of product." "In the literature,
cognitive and affective models of satisfaction are also developed and considered as alternatives
(Pfaff, 1977). Churchill and Suprenant in 1982, evaluated various studies in the literature and
formed an overview of Disconfirmation process in the following figure:"
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 yo ur 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
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a product are associated with the more instrumental and functional attributes of the product
(Batra and Athola 1990).
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.
The usual measures of customer satisfaction involve a survey using a Like at scale. The
customer is asked to evaluate each statement in terms of their perceptions and expectations of
performance of the organization being measured.
Good quality measures need to have high satisfaction loadings, good reliability, and low error
variances. In an empirical study comparing commonly used satisfaction measures it was found
that two multi-item semantic differential scales performed best across both hedonic and
utilitarian service consumption contexts. A study by Wirtz & Lee (2003), found that a six-item 7-
point semantic differential scale (for example, Oliver and Swan 1983), which is a six-item 7-
point bipolar scale, consistently performed best across both hedonic and utilitarian services. It
loaded most highly on satisfaction, had the highest item reliability, and had by far the lowest
error variance across both studies. In the study, the six items asked respondents’ evaluation of
their most recent experience with ATM services and ice cream restaurant, along seven points
within these six items: “pleased me to displeased me”, “contented with to disgusted with”,
“very satisfied with to very dissatisfied with”, “did a good job for me to did a poor job for me”,
“wise choice to poor choice” and “happy with to unhappy with”. A semantic differential (4
items) scale (e.g., Eroglu and Machleit 1990), which is a four-item 7-point bipolar scale, was the
second best performing measure, which was again consistent across both contexts. In the
study, respondents were asked to evaluate their experience with both products, along seven
points within these four items: “satisfied to dissatisfied”, “favorable to unfavorable”, “pleasant
to unpleasant” and “I like it very much to I didn’t like it at all”. 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”.
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
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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).
Recent research shows that in most commercial applications, such as firms conducting
customer surveys, a single-item overall satisfaction scale performs just as well as a multi- item
scale. Especially in larger scale studies where a researcher needs to gather data from a large
number of customers, a single-item scale may be preferred because it can reduce total survey
error.
Chapter -5
Data analysis
&
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Interpretation
1.Number of persons using the bikes?
Customer Number of persons Percentage
STUDENTS 20 59%
EMPLOYEES 14 23%
BUSINESS MAN 10 10%
FARMER 06 8%
Total 50 100%
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8%
10%
Students
Employees
Business men
Former
23% 59%
Interpretation
From the above graph we conclude that, 59% of the students , 23% of the employees , 10% of
the business men , and 8% of the Formers are using the bikes.
2.TABLE SHOWING- THE PROFILE OF THE RESPONDENTS BASED ON GENDER

GENDER NO OF RESPONDENTS PERCENTAGE
MALE 83 83%
FEMALE 17 17%
TOTAL 100 100
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17%
Male
Female
83%
Interpretation
From the above table it is clear that 83% of respondents were male and female
respondents constituted just 17% of total respondents.
3.TABLE SHOWING THE ANNUAL INCOME GROUP OF RESPONDENTS

INCOME GROUP NO OF RESPONDENTS PERCENTAGE
BELOW 50,000 19 19%
50,001-1,00,000 37 37%
1,00,001-2,00,000 26 26%
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2,00,001-3,00,000 7 7%
ABOVE 3,00,000 11 11%
TOTAL 100 100%
40
35
30
25
20
15
10
0
Below 50000 50001-100000 100001-200000 200001-300000 Above 300000
INTERPRETATION
From the above analysis we conclude that, 37% of respondents having income
range between 50,000-1,00,000/- are using Bajaj bikes mostly
4.TABLE SHOWING THE MODELS OF BAJAJ BIKES, THE RESPONDENTS

CURRENTLY OWN
MODEL NO OF RESPONDENTS PERCENTAGE
PLATINA 14 14%
PULSAR 33 33%
DISCOVER 17 17%
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AVENGER 9 9%
OTHERS 27 27%
TOTAL 100 100%
Platina Pulsar Discover Avenger other

27% 14%
33%
9%
17%
INTERPRETATION
It is clearly showing that customers are not attracted to only one particular model
due to variants available. Most of the respondents are using Pulsar bikes may be
because of reasonable price, attractive look, nice pickup etc,
5.TABLE SHOWING FACTORS AFFECTING PURCHASE DECISION

FACTORS NO OF RESPONDENTS PERCENTAGE
PRICE 10 10
BRAND IMAGE 11 11
MILEAGE 36 36
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STYLE 29 29
ADVERTISEMENT 14 14
TOTAL 100 100
40
35
30
25
20
15
10
0
Price Brand image Millage Style Advertisment
INTERPRETATION
It is clearly showing that the purchase decisions of the customers were mainly influenced by the
mileage and style of the bike.
6.TABLE SHOWING THE SOURCE OF AWARENESS ABOUT THE PRODUCT

SOURCE OF AWARENESS NO OF RESPONDENTS PERCENTAGE
FRIENDS 28 28%
RELATIVES 20 20%
TV ADDS 16 16%
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NEWS PAPERS & 20 20%

MAGAZINS
OTHERS 16 16%
TOTAL 100 100%
Friends Relatives Tv adds

News papers & Magazings Others
16%
28%
20%
20%
16%
INTERPRETATION
From the above analysis we observed that major part of the customers came to know about the
product through friends and relatives. The other source of awareness is media
7.TABLE SHOWING THAT FREQUENCY OF PROBLEM FACING WHILE USING

VEHICLE
PROBLEMS NO OF RESPONDENTS PERCENTAGE
STARTING PROBLEM 18 18%
PICKUP 8 8%
MILEAGE 13 13%
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BATTERY PROBLEM 31 31%
OTHERS 30 30%
TOTAL 100 100%
35
30
25
20
15
10
0
Starting problem Pickup Mileage Battery problem other
INTERPRETATION
It is clear that most of the respondents who are using Bajaj bikes are facing battery problems
8.TABLE SHOWING PURCHASING WAY OF CUSTOMERS

PURCHASED BY NO OF RESPONDENTS PERCENTAGE
CASH 73 73%
LOAN 27 27%
TOTAL 100 100%
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Cash Loan
27%
73%
INTERPRETATION
It is clear that customers are easily affording the price of Bajaj bikes and they are not feeling much
problem with the amount
9.TABLE SHOWS THAT HOW RESPONENTS FEELS ABOUT THE MODEL OF BAJAJ
BIKE, WHILE COMPARING WITH OTHER BIKES
CRITERIA NO OF RESPONDENTS PERCENTAGE
EXCELLENT 14 14%
GOOD 57 57%
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AVERAGE 16 16%
NEED TO IMPROVE 9 9%
CAN’T SAY 4 4%
TOTAL 100 100%
4%
9% 14%
16% EXCELLENT
Good
Average
Need to improve
Cant say
57%
INTERPRETATION
Out of 100% respondents, it shows that nearly 70% of the respondents are satisfactory about the
model of Bajaj bike while comparing with other Bikes.
10.TABLE SHOWS THAT OPINION OF RESPONDENTS TOWARDS PRICE OF
VEHICLE
OPINION OF CUSTOMERS NO OF REPONDENTS PERCENTAGE
AFFORDABLE 51 51%
COMPETETIVE 26 26%
COMPARITIVELY HIGH 17 17%
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COMPARITIVELY LOW 3 3%
LOW 3 3%
TOTAL 100 100%
60
50
40
30
51
20
26
10 17
0 0 0 0 0
3 3
0
Affordable Comptatve comp high comp low low
INTERPRETATION
From the above analysis we conclude that the price of bajaj bike is satisfactory.
11.TABLE SHOWING RECOMMENDATION OF BAJAJ TWO-WHEELERS PRODUCTS

TO OTHERS
RECOMMEND NO OF RESPONDENTS PERCENTAGE
YES 76 76%
NO 24 24%
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TOTAL 100 100%
No
yes
INTERPRETATION
It is clearly showing that most of the respondents are interested to recommend Bajaj bikes to
others.
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Chapter -6
Findings
,suggestions
Conclusion
FINDINGS
 It is revealed that majority of the respondents are between 20 and 30 years. From this we
can conclude younger generation and middle age are more interested in Bajaj bikes may be
because this is the age where they start earning.
 The important factors which effect the buying decision of the customer is the Mileage and
Style of the bike.
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 Majority of the respondents were aware about the product through the Friends, Relatives
and TV adds.
 From the analysis we came to know that the present brand image of Bajaj two-wheeler is
good.
 The study reveals that majority of respondents are dissatisfied with resale value of Bajaj.
 Customers are easily affording the price of Bajaj bikes and they are not feeling much
problem with the amount and purchasing way of most of the customers is leading in cash
sector.
 Students and business persons are the most of the users of Bajaj bikes.
 Nearly 51% of respondents are feeling the price of Bajaj bike is affordable.
 Customers are not attracted to only one particular model due to variants available. Most of
the respondents are using Pulsar bikes may be because of reasonable price, attractive look,
Nice pickup etc,
 This study reveals that most of the respondents who own Bajaj bike earn from 50,000-
1,00,000/-
 The study reveals that majority of the respondents are said average and majority of the
respondents are satisfied with the mileage, look & style, pickup, colors, maintenance cost,
and brand image of Bajaj bikes
 Majority of the respondents are facing battery problem while using Bajaj bike.
 Majority of the respondents are satisfied with after sales service and few respondents are
not at all satisfied. This shows that Bajaj bikes has a good satisfaction level within the
customers.
SUGGESTIONS
 More attention should be kept on complaints given by customers and serve them well.
 Feedback should be taken by after the service of the vehicle and try to deliver the
better service next time.
 More authorized service station should be opened in the city.
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 Management should try to reduce service charges as much as possible by keeping in

mind other service centers charges.
 Display the latest version of bike to attract the customer and satisfy number or of
model released.
 By providing better service the resale value of the bike will be good.
 Management should make availability of sufficient motorcycle model and genuine spare
parts.
 Should improve the after sales service- During the survey it was found that Bajaj is not
satisfying all their customers.
 Increase in customer query response- During the it was found that dealers are not
satisfying the queries of customers and so suggested to increase customer query
response by dealers.
 Purchasing way of customers- Customers are easily affording the price of Bajaj and they
are not feeling much problem with the amount. But the company should also take some
steps towards making purchase easier through bank loans and EMI’S.
 This study also reveals that, most of the respondents are interested to suggest Bajaj bikes to
others.
 The overall performance of the Bajaj two-wheeler is good.
CONCLUSION
The project entitled “A study on customer satisfaction towards
Bajaj two-wheeler products” under taken by the researcher would help the dealer to
understand the whether the customers are satisfied or not. If not, what are the main reasons
for dissatisfaction of customers towards the dealer, services, products and what are the ways of
improving the satisfaction level of customers.
We can conclude that younger generation and middle generation are more
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interested in purchasing Bajaj bikes. It reveals that mileage effectiveness is mostly influences
the customer to buy the Bajaj two wheelers. Majority of the respondents were aware about the
product through the Friends, Relatives and TV adds.Bajaj need to improve on battery of their
bikes; because customers have facing this problem while using the Bajaj bikes. Bajaj doing very
well on its durability of bikes, comfortable ride, and after sales services for increases their sales.
Most of buyers are satisfied with the price, mileage, look & style provided by Bajaj. Look &
style of bike is associated with age of buyers; whereas there is no association between
occupation and Brand image of Bajaj bikes.The overall performance of the Bajaj two-wheeler is
good. In all the Bajaj two wheelers, pulsar is the most carved by customers.
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BIBLIOGRAPHY
Official websites
WWW.bajaj.com
Websites
WWW.Twowheeler.COM
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WWW.WIKIPEDIA.COM
WWW.GOOGLE.COM
BOOK:
Philip Kotler marketing management
Questionnaire:-
1.Number of persons using the bikes?
A)students B)Employees
c)Business man D)Farmer
2.THE PROFILE OF THE RESPONDENTS BASED ON GENDER

A)male B) female
3. THE ANNUAL INCOME GROUP OF RESPONDENTS

A)BELOW 50,000 B) 50,001-1,00,000
C) 1,00,001-2,00,000 D) 2,00,001-3,00,000
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E) ABOVE 3,00,000
4. THE MODELS OF BAJAJ BIKES, THE RESPONDENTS CURRENTLY OWN

A) PLATINA B) PULSAR C) DISCOVER
D) AVENGER E)OTHER
5.FACTORS AFFECTING PURCHASE DECISION

A)PRICE B)BRAND IMAGE C)MILAGE
D)STYLE E)ADVERTISMENT
6. THE SOURCE OF AWARENESS ABOUT THE PRODUCT

A)FRIENDS B)RELATIVES C)TV ADDS
D)NEWS PAPERS & MAGAZINS E)OTHER
7. THAT FREQUENCY OF PROBLEM FACING WHILE USING VEHICLE

A)STARTING PROBLEM B)PICKUP C)MILEAGE
D)BATTERY PROBLEM E)OTHER
8. PURCHASING WAY OF CUSTOMERS

A)CASH B)LOAN
9. HOW RESPONENTS FEELS ABOUT THE MODEL OF BAJAJ BIKE, WHILE

COMPARING WITH OTHER BIKES
A)EXCELLENT B)GOOD C)AVERAGE
E)NEED TO IMPROVE E)CAN’T SAY
10. OPINION OF RESPONDENTS TOWARDS PRICE OF VEHICLE

A)AFFORDABLE B)COMPETETIVE
C)COMPARATIVE HIGH D)COMPARATIVE LOW
E)LOW
11.RECOMMENDATION OF BAJAJ TWO-WHEELERS PRODUCTS TO OTHERS

A)YES B)NO
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Harsh Customer Satisfaction

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Harsh Customer Satisfaction

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Customer satisfaction

Methods of tracking and measuring customer satisfaction:

SATISFACTION V/S DISSATISFACTION:

Customer Satisfaction in 7 Steps:

Handling Customer Complaints:

15 Ways to Keep Your Customer Satisfied

1.2 OBJECTIVE OF THE STUDY

1.3 Scope of the study

1.4 Need for the study

1.5 Research methodology

TOOLS OF DATA COLLECTION:

1) Primary data - Primary data was collected through Questionnaire by distributing

Secondary data - Website, Magazine, Newspapers

Research Instrument :: Questionnaire

Sample plan : Personal Interview

Sample unit : Motorcycles owners esp. Bajaj motorcycle

Sampling method : Convenient random sampling method

Sample Size : 100

Area of survey : The area selected for survey yemmiganur

1.6 Limitations of the study

Bajaj Auto Ltd.

Products Motorcycles, three-

Revenue 31,804 crore (US$4.6

BAJAJ AUTO MANUFACTURING VEHICLES

Bajaj Kristal Discover Platina

Avenger Bajaj Ninja Pulsar

CT100 Bajaj chetak

Plants of Bajaj Auto

 Waluj – Bajaj range of Motorcycles and three-wheelers

Rahul Bajaj Chairman

Madhur Bajaj Vice chairman

Rajiv Bajaj Managing Director

Pradeep Shrivastava Executive Director

Sanjiv Bajaj Director

Sekhar Bajaj Director

D.J. Balaji Rao Independent Director

DR. Omkar Goswami Independent Director

Rakesh Sharma Director

Niraj R. Bajaj Director

DR. Gita Piramal Independent Director

DR. Naushad Forbes Independent Director

Anami Roy Independent Director

MS. Lila Poonawalla Independent Director

Shri Pradip Shah Independent Director

Sanjiv Bajaj Executive Director

The Business group and the Industry

Bajaj Finserv Ltd – Financial Services.

Maharashtra Scooters Ltd. k- Manufacturers of Scooters.

Bajaj Allianz General Insurance Company Ltd. – General insurance business.

Bajaj Allianz Life Insurance Co Ltd. – Life insurance business.

Bajaj Financial Solutions Ltd. – Distribution of financial products and services.

Bajaj Allianz Financial Distributors]] Ltd. – Distribution of financial products.

Bajaj Auto Holdings Ltd. – Investment Company.

PT Bajaj Auto Indonesia (PTBAI) - Bajaj Auto venture in Indonesia.

Bajaj Auto International Holdings BV – Bajaj Auto venture in Netherlands.

Mukund International Ltd. – Trading in metals, steel and ferro alloys.

Bajaj Sevashram Pvt. Ltd. – Investment activities.

Jamnalal Sons Pvt. Ltd. – Investment and finance company.

Rahul Securities Pvt. Ltd.

Shekhar Holdings Pvt. Ltd.

Madhur Securities Pvt. Ltd.

Niraj Holdings Pvt. Ltd.

Rupa Equities Pvt. Ltd.