Project Report

On
A STUDY OF CUSTOMER SATISFACTION LEVEL
TOWARDS ROYAL ENFIELD, NEW DELHI

Submitted to

Maharshi Dayanand University, Rohtak

Submitted to partial fulfillment of the Requirement for the Degree of

BACHELOR OF BUSINESS ADMINISTRATION (BBA)

Under Supervision of: Submitted By:

Dr. Abhimanyu Upadhyay Sandeep Singh
Faculty of Management Reg. No. 1412720123

Session 2014-2017
WORLD COLLEGE OF TECHNOLOGY & MANAGEMENT,
Gurgaon
 DECLARATION

I hereby declare that the project entitled A STUDY OF

CUSTOMER SATISFACTION LEVEL TOWARDS ROYAL
ENFIELD, NEW DELHI submitted for the BBA Degree is my
original work and the project has not formed the basis for the award
of any degree, associate ship, fellowship or any other similar titles.

Signature of the Student:

Place:

Date:
 CERTIFICATE

This is to certify that the project entitled A STUDY OF CUSTOMER

SATISFACTION LEVEL TOWARDS ROYAL ENFIELD, NEW DELHI
is the original work carried out by SANDEEP SINGH student of BBA
MAHARSHI DAYANAND UNIVERSITY, ROHTAK during the year 2014-
2017 in partial fulfillment of the requirements for the award of the Degree of
BBA and that the project has not formed the basis for the award previously of
any degree, diploma, associate ship, fellowship or any other similar title.

Signature of the Guide:

Place:
Date:
 ACKNOWLEDGEMENT

As a result of teaching system that promotes cramming up of facts I looked upon my research

guide as a source of free flowing information source who will just hand me down the

information as I take down notes. This way I had learnt to learn. This was fortunately not the

case with me. I thank my summer training guide Dr. Abhimanyu Upadhyay (Faculty in

Management Department, World College of Technology & Management, Gurgaon) who

helped me learn the meaning of true research and who brought me out of the paradigm and

helped me to think. The knowledge gained from independent thinking is something we do not

experience in our way of education. As a result of this research and interaction with my guide

it seems that the real meaning of research is just beginning to show.

Finally, I express my deep sense of gratitude to all those who have helped me directly or

indirectly in completing my project.

Sandeep Singh
 EXECUTIVE SUMMARY

Royal Enfield is a motorcycle manufacturer, having its current base in India. The company is
the currently leading the 350 c.c. bike segment with their flagship product Bullet. This
report is an outcome of a study conducted to boost their sales, as part of our Marketing
Practices Course assignment.

There are several forces at work in every sector and every industry of an economy. The
dynamic nature of every industry keeps the pulses of the companies operating in each sector
racing. Our strategic analysis report is focussed on marketing and sales of Royal Enfield as a
company. It also delves at all those forces at work that could potentially change the fortunes
of a company.

Be it a company that wants to enter a new market segment or a company that wishes to
strategically position its products, this report is an invaluable tool for all. The report analyses
the performance of the leading players in the motorcycle industry which are competitors of
Royal Enfield or potentially can be one.

This report outlines the study conducted for investigating the lean areas for Royal Enfield
from a marketing and sales perspective. Also analyses have been mentioned at appropriate
places in support of the same. To conclude, it provides a broad map of various strategies to
boost Royal Enfield sales.
 TABLE OF CONTENETS
1 INTRODUCTION 1- 15

2 COMPANY PROFILE 16-24

3 OBJECTIVE OF THE REPORT 25-26

4 LITERATURE REVIEW 27-32

5 RESEARCH METHODOLOGY 33-35

6 DATA ANALYSIS AND INTERPRETATIONS 36-50

7 FINDINGS 51-53

8 CONCLUSION 54-55

9 LIMITATIONS 56-57

10 SUGGESTION 58-59

ANNEXURE 60-63

BIBLIOGRAPHY 64-67
INTRODUCTION

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 INTRODUCTION

This market survey report is based on the survey, which has been done in the Moradabad city.

The main objective of the survey is to study the customer satisfaction towards Royal Enfield.

The data used for the analysis is primary data and collected through the use of questionnaire.

The respondents were the customer of Royal Enfield. The sample size of my research is 50,

and the respondents are customers, a questionnaire consisting of 14 questions has been used

to make this market survey report. The data have been tabulated and shown in the form of a

pie chart. Then it is interpreted and analyzed and further the conclusion of the study is drawn.

And I have asked some questions to customers through which I am avail to conduct this

market survey report. I believe that this market survey report will help to the reader for better

understanding of the attitude of the customer.

Royal Enfield one of the popular brand and highest selling bike in India and outside India

(USA, Europe, Australia etc). Royal Enfield motorcycles had been sold in India from 1949.

In 1955, the Indian government looked for a suitable motorcycle for its police and army, for

use patrolling the country's border. As far as the motorcycle brand goes, though, it would

appear that Royal Enfield is the only motorcycle brand to span three centuries, and still

going, with continuous production. Product range has widened and the customer has evolved.

Customer satisfaction plays a crucial role in enabling an organization to change and develop

with customers. Keeping the existing customer contended is generally much easier, takes less

time and involves less expense. The reason for this is that it takes more time to find new

prospective customer. In this context study is conducted with special reference to customer

satisfaction. A company can earn more profits only when it has strong customer care towards

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product and services offered by the company. So to have strong customer care it has to

provide a competitive price further advertising to increase.

The automobile industry is one of the biggest industries in the world. Being a major revenue

and job generating sector it drives the economies of some of the superpowers of the world. In

India the automobile industry has grown by leaps and bounds since the advent of the

liberalization era the automobile industry and especially the two wheeler segment has grown

by leaps and bounds.

The liberalization has done away with primitive and prohibitive practices of licensing and

restricted foreign investment have been done away with. The result of which was the entry of

foreign players into the Indian market. The two wheeler segment was largely dominated by

Automobile Products of India (API) and Enfield in the 50s. Later on towards the end of the

50s Bajaj Autos began importing Vespa scooters from Italian company Piaggio. In the

following decades the automobile industry in India was mainly dominated by scooters with

API and later Bajaj dominating the market. There were very few products and choices

available as far as motorcycle is concerned and Enfield bullet and Rajdoot dominated the

market. The 80s saw the entry of Japanese companies in the Indian market with the opening

up of the market to foreign companies. Hero Honda and TVS Suzuki are companies formed

in this era of market reform. The market was still predominantly scooter dominated and Bajaj

and LML were the leading brands producing the products at that time.

The Japanese companies not only collaborated with Indian companies to produce the already

existing products but also brought in new technology as a result of which the ever conquering

100cc bikes which were extremely fuel efficient with 4 stroke engines were launched in

India. These proved to be highly successful as they provided a cheap and affordable means of

personal transport to all those who could not buy a car. The flourishing middle class took a

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great liking for these bikes and the bike sales in India began to grow exponentially year on

year leading to Hero Honda becoming the leader in the two wheeler industry in India and the

largest producer of two wheelers in the world. The post 90s era was the era of liberalization

and weakening of restrictive measures. The government went on an overdrive to support the

industry and all FDI regulations and licensing was abolished. 100% FDI was allowed in the

automobile industry and the excise duty was also considerably reduced to its current level of

12% on two wheelers. All these factors combined with the rising fuel prices, the increasing

dispensable incomes of households, easy access to finance, etc. have led to two wheeler

industry becoming the backbone of the automobile industry in India. The two wheeler

industry in India forms a major chunk of the automobiles produced in India. According to

Society of Indian Automobile Manufacturers statistics for the year 2009 2010, two

wheelers comprise 76.49% of market share among the vehicles produced in India. The

production share of two wheelers is quite similar to the market share. The two wheeler

industry comprises around 74% of the total automobiles produced in India. The SIAM data

for the year 2009-10 states that 8,418,626 two wheelers were produced during the year

against a total of 11,175,479vehicles produced during the year.

India emerged as Asia's fourth largest exporter of automobiles, behind Japan, South Korea

and Thailand. Indias automobile sector consists of the passenger cars and utility vehicles,

commercial vehicle, two wheelers and tractors segment. The total market size of the auto

sector in India is approximately Rs 540 billion and has been growing at around 8 percent per

annum for the last few years. Since the last four to five years, the two wheelers segment has

driven the overall volume growth on account of the spurt in the sales of motorcycles.

However, lately the passenger cars and commercial vehicles segment has also seen a good

growth due to high discounts, lower financing rates and a pickup in industrial activity

respectively. Major automobile manufacturers in India include Maruti Udyog Ltd., General

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Motors India, Ford India Ltd., Eicher Motors, Bajaj Auto, Daewoo Motors India, Hero Honda

Motors, Hindustan Motors, Hyundai Motor India Ltd., Royal Enfield Motors, TVS Motors

and Swaraj Mazda Ltd.

With the economy growing at 9% per annum and increasing purchasing power there has been

a continuous increase in demand for automobiles. This, along with being the second largest

populated country, makes the automobile industry in India a very promising one.

INDIAN TWO WHEELER MARKET

Ever since the old Lambretta scooter was replaced with the flurry of vibrant two wheeler

models, Indian two wheeler industry has seen a phenomenal change in the way they perceive

the Indian market. Two wheeler manufacturers are now competing in an ever growing

consumer market by bringing out new products and features. The country has now grown into

the second largest producer of two wheelers in the world. Currently there are around 10 two-

wheeler manufacturers in the country, and they are Bajaj, Hero, Hero Honda, Honda,

Mahindra/Kinetic, Royal Enfield, Suzuki, TVS, and Yamaha. There have been various

reasons behind this growth. Because of poor public transport system, the citizens found

convenience in two wheelers. Added to this is the fact that the average Indian still does not

have the purchasing capacity for a more expensive, four wheeler. The story of Mr. Ratan

Tata inspired by a family of four members travelling in Indian roads, not concerned about

safety and the evolution of the idea of TATA Nano has been quite famous globally. The Indian

two wheeler industries can be divided into motorcycles, scooters and mopeds. The consumer

has changed his preference from mopeds to scooters and then to motorcycles. The trends seen

in the past few years include females increasingly using two-wheelers for their personal

commutation and various two wheeler manufacturers designing vehicles specially to cater to

needs of this segment. One of the earliest revolutions in this industry was Kinetics

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introduction of the concept of electronic/self-start and automatic gears which made two

wheelers comfortable and useable by women, when compared to old Bajaj Chetak

advertisements which showed middle aged females riding a Bajaj Chetak scooter.

A recent trend in the industry has been electric vehicles, which mostly leverage on their eco-

friendliness and low operating costs, but is still not accepted well due to the lack of reputation

of the manufacturers and lack of trust on technology, which is still being perceived in the

nascent stages, especially battery and inverters which prove to be very expensive

components. TVS recently leveraged this opportunity by launching a hybrid model of their

non geared scooter TVS Scooty. The end of the last decade saw Bajaj taking a radical

decision to do away with the Scooter range and completely concentrate on motorcycles,

especially stating change in customers preference as the main reason. The customers are left

without a choice in most cases than to migrate from the traditional scooters of the Indian

family to the all youthful bikes.

TOP EXPORT DESTINATIONS:

The Indian Automobile industry has attained new heights in the last ten years. It has seen the

vehicle production growing rapidly and industry has been making significant contribution to

the employment, directly and indirectly, and also to kitty of indirect taxes. Today, all major

OEMs are in India and many of them have made India a hub for their small cars and exports.

In December 2006, Government had formulated a ten-year Automotive Mission Plan with an

aim to achieve domestic vehicle market of $82-119bn by 2016 and $12bn export of vehicles.

It also aimed at making India 7th largest vehicle producing country in the world by 2016. And,

we have already achieved this milestone in 2010, which is good six years ahead of the target.

In this category, SAARC countries have been one of the key destinations for Indian exports

with three of the SAARC countries, Sri Lanka, Bangladesh and Nepal featuring in the top 6

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 export destinations for Indian two wheelers segment. However, exports to Sri Lanka, which

used to be the largest importer of two wheelers from India in 2006-07, have fallen by

almost 20% since 2006-07 to reach a level of $ 63mn of exports in 2009-10.

The top most destinations for exports in this segment is Nigeria which imported two

wheelers worth $ 103mn in the year 2009-10 up from $ 85mn in 2008-09, a growth of 21%

approximate. In fact, Nigeria has emerged as one of the fastest growing destination for

Indian two wheeler exports over past 4 years. India exported two wheelers worth merely $

6mn in Nigeria in 2006-07 which has grown by 15 times to reach an export level of $

103mn in 2009-10. Amongst the top 5 export destinations in this segment, Colombia

experienced the highest increase in growth of imports from India in 2009-10. Exports of

two wheelers to Colombia increased by 45% in 2009-10 over 2008-09.

FUTURE PROJECTIONS

The Indian automobile industry is expected to grow to US$ 40bn by 2015 from the

current level of US$ 10bn in 2009. By the year 2016 the industry is expected to

contribute 10% of the nations GDP. The industry manufacturers over 11mn vehicles a

year employing more than three million people.

The greatest challenge and competition would be from the Chinese automobile industry.

It has been able to give stiff competition to India in terms of productivity, cost of

manufacturing and technology. Again the present trend of excess manufacturing

capability, reduced margins put additional pressure on the industry.

On the positive side, Indias strength in software sector, combined with skilled labor

and low cost of manufacturing should place it in a favorable position globally.

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 Two wheeler industry gains more profit Considering the scenario of traffic and roads in

India, and the rate at which infrastructure is growing in comparison with the market,

any fool will prefer to travel in a two wheeler (for regular use, not for picnic or time

pass or once in a while trips). For the simple reason that, with a two wheeler, sneaking

anywhere is far easier than a four wheeler. And definitely faster too. And then comes the

bigger problem of parking. Two wheelers can be parked anywhere on the road, but

thats not the case with a four wheeler. So, the whole point is unless there is some way

where these two issues are addressed, I dont think anything significant is going to

happen.

It gives the optimistic view about the industry and the overall industry shows positive

growths which recommend the investors to keep a good watch on the majors players to

benefit in terms of returns on their investments.

RECENT TRENDS IN TWO WHEELER SECTOR

The international trends suggest that the growth of the two-wheeler markets will

continue unabated for some time. In value terms, the BRIC motorcycles market grew

by 14.7% between 2006 and 2010 to reach a value of $32.4 billion (Brazil alone

growing by 32% pa). By 2013, the market is forecast to have a value of $54.7 billion.

The global motorcycle demand has been growing at 6-7% pa and is estimated to be

about 80-85 million units per annum. India has emerged as one of the key players

with a domestic market that is nearly about 11% of the global market and growing

significantly faster. The high base implies that India and Indian companies are set to

enter a stage where they are likely to be the preferred suppliers for motorcycles. This

is likely to lead to further innovations and efficiency gains.

8
 Of course, the Indian market is significantly different with the segment below 150 cc

being the dominant segment. This is unlike the developed world, where it is the larger

bikes that dominate the market volumes. Indian consumption is also likely to shift

significantly toward international trends, but in the foreseeable future, it is the smaller

bikes that will remain the mainstay.

At present as many as 72% of the bikes are in the entry segment (defined as 75 to 125

cc), and 27% are in the executive segment (defined as 125-250 cc). Only 1% of the

bikes are in the premium segment.

The premium segment is expected to continue to be a niche segment and its share is

not expected to grow beyond 2-2.5% over the next decade. However, that itself

implies that it will be a market of about 200,000 to 250,000 annual units, which is

substantial and attractive. (As a comparison, the declining Japanese market currently

consumes only about 350,000 motorcycles annually in the above-250 cc category,

having fallen sharply over the past few years).

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Customer satisfaction, a business term, 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." It is seen as a

key performance indicator within business and is part of the four 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. 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 moteleven though its facilities and service would

be deemed superior in absolute terms.

CUSTOMER SATISFACTION IN 7 STEPS

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.

2. Respond to Messages Promptly & Keep Your Clients Informed

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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.

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, who

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. So make sure your customer service policy is present

on your site -- and anywhere else it may be useful.

5. Attention to Detail

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

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tell was typed from scratch? These little niceties can be time consuming and aren't always

cost effective, but remember to do them.

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.

7. Honor Your Promises

It's possible this is the most important point in this article. The simple message: when you

promise something, deliver. 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 a miss.

OBJECTIVES OF CUSTOMER SATISFACTION PROGRAMME

Our Programs are research based, built on the three corner stones of customer satisfaction:

product quality, process and procedural quality, and relationship quality. Our typical program

assesses specific issues under each component, for example:

Product Quality

meets or exceeds expectations

state-of-the-art technology

validated, tested, & simulated to client specifications

competitive pricing

enhance customer value

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Procedural Quality

ease of ordering

accurate fulfillment

inventory meets needs

on time delivery

environmentally friendly packing

packaged to prevent damage in shipment

ease of tracking

appropriate adjustment/return policy

order-through-delivery process bests competition

Relationship Quality

product knowledgeable contacts

knowledgeable about client needs

communicates at client knowledge level

one-stop problem resolution

problems solved at the root cause

legendary customer service benchmarks competition

The tailored Programs provide direct, statistically valid, comparison data of you to your

competition on the following actionable areas:

Responsiveness

Competitiveness

Innovativeness

Quality

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 Customer Service

Long Term Partnering

It accurately quantifies your competitive strengths and weaknesses from your customers'

perspective. Using the data, it will help you focus strategic efforts to retain and increase

market share. The programs also provide direct measure of the effectiveness of initiatives

your organization has implemented during prior year (after first year's participation). That is,

you will have quantifiable internal benchmarks (in addition to the external competitive

benchmarks) on the repeat annual surveys to judge progress based on actions you have taken

during the previous 12 months.

TABLE SHOWING KEY FACTORS FOR CUSTOMER SATISFACTION

COMPANY FUNCTION QUALITY FACTORS

Product
Sales Knowledge

Brochure detail
Marketing Mailing frequently

Order Delivery time

Distribution Order Completeness

Problem Response Time

After Sales Time to Resolve

Accuracy
Accounts Problem Response
Courtesy

SIX STEPS TO DEALING WITH DIS-SATISFIED CUSTOMERS

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1. Listen carefully to what the customer has to say, and let them finish-Don't get

defensive. The customer is not attacking you personally; he or she has a problem and is upset.

Repeat back what you are hearing to show that you have listened.

2. Ask questions in a caring and concerned manner-The more information you can get

from the customer, the better you will understand his or her perspective. Ive learned its

easier to ask questions than to jump to conclusions.

3. Put yourself in their shoes-As a business owner, your goal is to solve the problem, not

argue. The customer needs to feel like youre on his or her side and that you empathize with

the situation.

4. Apologize without blaming-When a customer senses that you are sincerely sorry, it

usually diffuses the situation. Don't blame another person or department. Just say, "I'm sorry

about that.

5. Ask the customer, "What would be an acceptable solution to you?"-Whether or not the

customer knows what a good solution would be, Ive found its best to propose one or more

solutions to alleviate his or her pain. Become a partner with the customer in solving the

problem.

6. Solve the problem, or find someone who can solve it quickly!-Research indicates that

customers prefer the person they are speaking with to instantly solve their problem. When

complaints are moved up the chain of command, they become more expensive to handle and

only add to the customer's frustration.

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COMPANY PROFILE

16
 COMPANY PROFILE

Royal Enfield India was set up in 1955 when it started receiving 350cc bikes in kits from the

UK and assembling them in Chennai, India. But, eventually the entire bike was manufactured

in India and a couple of years later the Company started manufacturing the 500cc Bullet. By

its sheer power, unmatched stability, superior riding comfort and rugged good looks, the

Bullet dominated and continues to dominate the Indian roads. It is the dream choice of every

motorcyclist in India with even the Indian Army and Police endorsing the Bike.

In 1990, Royal Enfield entered into a strategic alliance with the Eicher Group, - a Rs.10

billion conglomerate and later merged with Eicher Group in 1994. The Eicher Group is one

of India's leading automotive groups with diversified interests in the manufacture of Tractors,

Commercial Vehicles, Automotive Gears, Exports, Garments, Management Consultancy and

Motorcycles.

Since then, the Company has made considerable investments in modernizing its

manufacturing technology and systems and in 1996, when the Government decided to impose

stringent norms for emission, Royal Enfield was the first motorcycle manufacturer to comply.

Royal Enfield is amongst the first few Indian companies to obtain the WVTA (Whole Vehicle

Type Approval) for meeting the European Community norms.

Marketing Network

To feel the pulse of the customers, Royal Enfield has set up a wide network of 13 marketing

offices, 223 dealers in all major cities and towns, 25 spare parts distributors and stockists and

150 Authorized Service Centers. The Company also exports motorcycles to over 30 countries

like the USA, Japan, Bahrain, UK, Germany and many European countries through 5

international offices, 25 importers and over 200 dealers across the globe.

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Collaborations

Royal Enfield has existing technical tie-ups with :

- AVL, Austria for new engines.

- FW Egli for high power engines for 535cc and 624cc.

- Criterion Engineers, UK for a new 5 speed transmission system.

- DB Designs, UK for styling.

The headquarters of Royal Enfield Motors is situated at Thiruvottiyur, Chennai, Tamil Nadu,

and India.

Manufacturing

Royal Enfield's manufacturing operations go through a series of modernization and

improvement efforts, with a number of automated processes. The Company has put in place

modern manufacturing practices like Cellular layouts, Statistical process controls and

Flexible manufacturing systems. The Chennai manufacturing facility has received the ISO

9001 certification and for managing its operations in a clean and safe environment, it has

obtained the ISO 14001-quality certification.

Royal Enfield ensures that all the components used in the bikes are sourced from the best

vendors in the Indian automotive industry, who are geared to supply according to the

Companys stringent quality standards. The company works closely with all of its suppliers,

giving them technical and managerial support while maintaining practices like Direct-On-

Line and Vendor Self-Certification.

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Infrastructure and Technology Collaborations

To manufacture quality bikes that are well known worldwide for their reliability and

toughness state-of-the-art infrastructure is required, and that is just what Royal Enfield has

done at their Chennai manufacturing facility.

An active in-house Research & Development wing is constantly at work to meet changing

customer preferences and the challenges of Indian and International environment standards.

When introducing a new product, this team undertakes all related planning which includes a

rigorous customer contact program, design, concurrent engineering and testing processes. The

bike Design team at Royal Enfield is well equipped with high-end CAD/CAM workstations

and the latest modeling software. Top-notch designers work continuously to come up with

innovative bikes designs to meet the markets expectations.

Royal Enfield was also amongst the first Indian companies to introduce Enterprise Resource

Planning (ERP) systems to manage its operations. It also has an online supply chain

management system in operation.

Profile of the Organization

Royal Enfield are the makers of the famous Bullet brand

in India. Established in 1955, Royal Enfield (India) is

among the oldest bike companies. It stems from the

British manufacturer, Royal Enfield at Redditch. Royal

Enfield has its headquarters at Chennai in India. Bullet

bikes are famous for their power, stability and rugged looks.

It started in India for the Indian Army 350cc bikes were imported in kits from the UK and

assembled in Chennai. After a few years, on the insistence of Pandit Jawaharlal Nehru, the

19
company started producing the bikes in India and added the 500cc Bullet to its line. Within

no time, Bullet became popular in India.

Bullet became known for sheer power, matchless

stability, and rugged looks. It looked tailor-made

for Indian roads. Motorcyclists in the country

dreamt to drive it. It was particularly a favorite of

the Army and Police personnel.

In 1990, Royal Enfield ventured into collaboration with the Eicher Group, a leading

automotive group in India, in 1990, and merged with it in 1994. Apart from bikes, Eicher

Group is involved in the production and sales of Tractors, Commercial Vehicles, and

Automotive Gears.

Royal Enfield made continuously incorporating new technology and systems in its bikes. In

1996, when the Government of India imposed stringent norms for emission, Royal Enfield

was the first motorcycle manufacturer to comply. It was among the few companies in India to

obtain the WVTA (Whole Vehicle Type Approval) for meeting the European Community

norms. Today, Royal Enfield is considered the oldest motorcycle model in the world still in

production and Bullet is the longest production run model.

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Profile of the Products

Royal Enfield Bullet 350

One can be a part of classical prominence by having a

ride on Royal Enfield Bullet 350, a macho bike which is

stylish as well. The brawny is laden with plenty of

attention grabbing features like traditional designing,

astonishing power of 18 bhp from air cooled, 4 stroke

engine, large wheels, and better sitting for superior riding. This has been the classical offering

from Royal Enfield and the engineering and the design has remained unchanged over the

years. It has remained the flagship product with the other products being perceived more as

derivatives of this motorcycle rather than standalone products.

Royal Enfield Bullet 500 (Cast Iron)

Royal Enfield Bullet 500 is a classic bike having

vintage styling. The bike has hand-painted pin

stripes, a 4-speed transmission, double leading shoe

front brake and was touted as the powerhouse model with a whopping 27 bhp output. While

the bike looked mostly similar to the Standard 350cc offering, its bigger engine made it a

more potent vehicle to have on long rides.

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Royal Enfield Bullet Electra 4S

Royal Enfield motorcycles were renowned for having

problems starting because of their CB Point Ignition

systems. In an attempt to break this negative image, the

company came up with Electra. Electra was in effect a

Standard 350cc but had a CDI Ignition system.

This paved the way for the newer bikes from Royal Enfield which now have Digital TCI as a

a part of the standard package.

Royal Enfield Lightning 535

Looking for an image makeover back in 2001, Enfield came up with Lightning. It was a

Limited Edition 535cc motorcycle. The single-

cylinder, air-cooled 535cc engine was the largest

SCAC engine for any motorcycle in the world. The

bike received limited acceptance amongst users and

was discontinued after 2006 but it succeeded in rebuilding the power-bike image of Royal

Enfield amongst the enthusiasts.

Royal Enfield Bullet Electra 5S

With Electra 4S receiving quite a lot of

acceptance, Royal Enfield decided to add a few

more features to align themselves with the more

contemporary manufacturers. From a right-hand

side 4-speed gear shift, they moved to a left-hand

22
side 5-speed gear shift. Disc brakes also made an entry, with the 280mm disc being the

largest in the country. This has been one of the most successful models from Royal Enfield

and was to a large extent responsible for the revival of the brand during the turn of the

millennium.

Royal Enfield Bullet Machismo

Machismo is Royal Enfields chrome monster. Resplendent with chrome, they are available

in both 350cc and 500cc variants. They were

the first bikes to have the now legendary Lean

Burn AVL Engines. These were the result of

Royal Enfields collaboration with an Austrian

Engine manufacturer, AVL.

Royal Enfield Thunderbird Bike

Royal Enfield Thunderbird is a powerful bike

which for the first time broke off from the

Bullet look. They were modeled similar to

the cruisers available worldwide and were

positioned as a tourers choice. It has

developed into a strong marquee itself and continues to remain a brand name despite

engineering changes that went into it. It started as a 350cc AVL Single-Spark Engine. Today

the Thunderbird Twin spark is a 350cc Unit Construction Twin-spark Engine with about 20

bhp output.

Royal Enfield Classic

23
In 2008, Royal Enfield unveiled its latest offerings the Classic 350 and the Classic

500.Styled in the vintage 50s look, they

came with 18 inch tires, Unit

Construction engines and the look and

feel of a vintage. Priced at 1.3 lakhs and 1.7

lakhs respectively, the 350cc and the

500cc variants are slowly gaining

popularity amongst users for the lower ride height, the greater power and above all, the

vintage feel of the bike.

24
OBJECTIVES OF THE
RESEARCH

25
 OBJECTIVES OF THE MARKET SURVEY REPORT

To understand the reasons for purchasing Royal Enfield bikes.

To know about the experience after purchase relating various parameters

(Service, bike performance, mileage etc.).

To ascertain the factors that affects the choice of a Bullet as a motorcycle for

common man.

26
27
 LITERATURE
REVIEW LITERATURE REVIEW

(Preusser et al., 1995) Motorcycles, which are a small subset of all motor vehicle, are greatly

overrepresented in fatal motor vehicle accidents. In the United States, the death rate per

registered motorcycle (59 per 100,000) is approximately three times the death rate per

registered passenger car (17 per 100,000). Death rate calculated per vehicle, however, do not

take into account the substantially lower mileage travelled by motorcyclists. Per mile

travelled, the death rate for motorcycles is estimated to be 22 times higher than the

comparable death rate for passenger cars.

In an earlier study, Wulf et al. (1989) estimated the death rate for motorcycle riders of about

35 per 100 million miles of travel compared with an overall vehicle death rate of 2.57 per 100

million miles. In Great Britain in 2002, the Killed or Seriously Injured (KSI) casualty rate

was 147 per 100 million vehicle kilometer for two wheeled motor vehicle, whilst for car users

the rate was 5 per 100 million vehicle kilometers (DfT, 2003a). Besides the higher death rate,

motorcyclists are more likely to be injured when involved in an accident.

Horswill and Helman (2001a) looked at 399 injury accidents in the UK (1999 data) in

which either a motorcycle or car was involved in a head on collision with a car (that is, both

types of vehicle collided with the same type of object in the same way). Around 97% of

motorcyclists were injured or killed in these collisions compared with 50.5% of car drivers

(in accidents where the car driver or motorcyclists was not injured, the injured parties were

either passengers or the occupants of the other vehicle). To take into account the possibility

28
that motorcycle/car collisions may occur at higher speeds than car/car collisions, they

assessed a sample of 109 motorcycle/car head on collisions (that is, the impact speed was the

same for the car and the motorcycle) from the same dataset, and found that the motorcyclists

involved were 95.4% likely to be injured while the car drivers were 0.9% likely to be injured.

The much higher injury rate confirmed that motorcyclists are more physically vulnerable than

car drivers. Overall, the casualty rate (all injury types) is 556 per 100 million vehicle

kilometer for two wheeled motor vehicle, compared to 50 for car users in Britain 2002. The

number of active motorcyclists could be estimated in principle from DVLA information on

the number of motorcyclist licences. The age and sex of the rider is also given.

However, Broughton (1987) found that this significantly overestimated the number of active

motorcyclists since large proportions of those with licences do not ride regularly. A better

measure of the number of active motorcyclists therefore is the number of motorcycles

licensed, as discussed in the previous section. One significant drawback of this measure is

that no demographic information of the motorcyclists (age, sex, area, etc.) is available.

Another problem of this measure is that some owners fail to license their vehicle to avoid

paying Vehicle Excise Duty and some owners may own more than one bike. An alternative

source of information is the National Travel Survey, which collects data on the travel habits

of around 3,200 households (around 8,000 individuals) per year. Individuals complete a

seven-day (consecutive days) travel diary recording details of travel such as the purpose of

the journey, the method, the distance traveled and the time of day as well as personal

information. This information is invaluable in linking the motorcyclist demographics,

motorcycle information (such as engine size) with motorcycle use. Its major drawback is the

small sample of the respondents who ride motorcycles (in line with the small number of

29
active motorcyclists). To get the necessary level of details, several years of data has to be

aggregated and thus mask changes over time (Elliott et al., 2003).

(Thomson 1980; Wulf et al., 1989; RSC, 1992) One comprehensive study of motorcyclist

and motorcycle use based on the NTS data is reported in DfT (2001). The period of 1992 to

1999 is covered in the analysis, as the sample sizes are too small for a shorter period of time.

The key results cover motorcycle travel by area, journey purpose, age and sex as well as

motorcycle size. Motorcycle crash studies provide ample evidence that motorcyclists are not

easily seen by drivers of other vehicle, particularly when traffic is heavy and the visual field

is complex. A common claim of motor-vehicle drivers involved in crashes is that they did not

see the motorcycles and their riders at all, or did not see them in time to avoid the crash. In

roughly half of the cases in which motor-vehicle drivers failed to detect a motorcycle in time

to avoid a crash, other obstacles were present, either within the vehicle, as part of the

landscape, or in passing traffic, that interfered with the drivers line of sight (Hurt et al.,

1981; Bednar et al. 2000). The ability of other road users to see and notice the motorcycle is

termed conspicuity. Because motorcycles are less conspicuous than passenger cars or trucks,

they are more difficult to detect and their approaching speed is more difficult to determine,

and this largely contributes to the high accident rate of motorcycles.

Hancock et al. (1990) described two factors that lead to drivers failing to detect

motorcyclists in the first place: sensory conspicuity (the physical qualities of the approaching

vehicle that distinguish it from its background) and cognitive conspicuity (the degree to

which the observers experience or intentions affects the salience of the approaching vehicle).

Motorcycles have poor sensory conspicuity (due to the smaller size of the motorcycle) but

30
they also have poor cognitive conspicuity (they are less frequent and hence less expected than

cars).

According to RSC (1992), size is one of the important factors influencing conspicuity. The

face-on silhouette area of motorcycle is 30-40% of a passenger car but this is enlarged, on the

one hand, by fairings or, on the other, by changing the angle of approach. Under daytime

ambient light conditions, even motorcycles are big enough to be seen far enough away to

allow execution of avoidance manoeuvres when they are in a driver's visual field. However,

motorcycles small size increases the likelihood that motorcycles will be obscured by traffic

and their detection may rely on their being seen in a gap a long distance away.

Horswill and Helman (2001) Moreover, people identify objects on the basis of their size,

shape, colour and motion. At a distance motorcycles are similar to pedestrians or bicycles

except for their speed. Size is related to judgment of speed and distance so that the speed

difference between motorcycles and other road users may not always be enough to enable

drivers to discriminate between them at long distances. These findings are supported by him.

They found that people waiting to pull out at a junction have problems detecting when a

motorcycle will Literature Review on Motorcycle Collision reach them. People judged an

oncoming motorcycle would reach them later than an oncoming car despite the actual time

to arrival being exactly the same. This is likely to be due to the smaller size of motorcycles,

since the increase in their size as they approach their rate of looming - is less easy to detect.

Brooks and Guppy (1990), The lower frequency of motorcycles on the road is another

factor that causes drivers of other vehicle to overlook motorcyclists and subsequently violate

31
their right-of way. Many drivers do not anticipate routine encounters with motorcyclists in

traffic (NHTSA and MSF, 2000).

Hurt et al. (1981) found that drivers involved in crashes with motorcycles were more likely

to be unfamiliar with motorcycles. they shows drivers who also ride motorcycles and those

with family members or close friends who ride are more likely to observe motorcyclists and

less likely to collide with them. This indicates that drivers can see motorcyclists, whom they

might otherwise overlook, if they mentally train themselves to do so. Some experts adduce an

"expectancy" phenomenon. They follow research on vigilance and say that road users become

conditioned to respond more to the visual cues provided by other vehicle than those of

motorcycles because of their greater size and frequency on the road.

32
33
 RESEARCH
METHODOLOGY RESEARCH
METHODOLOGY

Research in a common parlance refers to a search for knowledge. One can also define

research as a scientific and systematic search for pertinent information on a specific topic.

Research is an art of scientific investigation. Research is an academic activity and as such the

term should be used in a technical sense. the term research refers to systematic method

consist of enunciating the problem , formulating a hypothesis, collecting the data, analysis the

facts and reaching certain conclusion either in a form of solution towards the concerned

problem or in certain generalization for some theoretical formulation. The system of

collecting data for research projects is known as research methodology. Research

Methodology represents the design of the research work.

Data sources : Primary and Secondary.

Data approaches : Questionnaire.

Sample size : 50

Sample procedure : Convenience sampling.

Area of survey : Saket

Data analysis method: Pie chart

Sampling design:

I. Sample Unit:

34
 Sample unit of Market survey report are Customers of Royal Enfield bike

II. Sample size:

The sample size of the report is 50 in numbers.

Data collection method:

Primary data:

The primary data are those which are collected a fresh and for the first time, and thus

happened to be original in character. There are several methods of collecting primary data

particularly in surveys.

For the study: Questionnaire method is used for collecting the data while conducting the

research.

Secondary data:

The secondary data are those which have already been collected by someone and which have

already been passed through the statistical process. Secondary data may either be published

data or un- published data.

For the study: Internet & Books are used for collecting the data while conducting the

research.

35
 DATA ANALYSIS
&
INTERPRETATION

36
 DATA ANALYSIS & INTERPRETATIONS

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

Option Percentage No. of Respondents

Bullet 500 20% 10
Thunder Bird 20% 10
Bullet Electra 16% 8
Machismo 500 8% 4
Bullet350 16% 8
Classic 500/350 12% 6
Other 8% 4
Table No.01

Graph No.01

Interpretation

This chart shown that out of 50 respondents, 20% respondents said Bullet 500 model of
Royal Enfield do they presently own, 20% respondents said thunder brid, 16% respondents
said bullet electra, 8% respondents said machismo, 16% respondents said bullet 350, 12%
respondents said classic 500/350 and 8% respondents said other.

37
 2. How did you purchase the bike?

Option Percentage No. of Respondents

Cash 64% 32
Loan 36% 18
Table No.02

Graph No.02

Interpretation

This chart shown that out of 50 respondents, 64% respondents said they purchase bike from
cash and 36% respondents from loan.

38
 3. Please specify your source of awareness of Royal Enfield while buying your bike?

Option Percentage No. of Respondents

Newspapers 20% 10
Magazines 20% 10
Friends 8% 4
Road shows 8% 4
6TV Adds 12% 6
Website/blogs 16% 8
Showroom 8% 4
Others 8% 4
Table No.03

Graph No.03

Interpretation

This chart shown that out of 50 respondents, 20% respondents said newspaper is the source of
awareness of Royal Enfield while buying their bike, 20% respondents said magazines, 8%
respondents said friends, 8% respondents said road shows, 12% respondents said 6TV adds,
16% respondents said website/blogs, 8% respondents said showroom and 8% respondents
said other.

39
 4. Please specify your bikes mileage?

Option Percentage No. of Respondents

45km/lit & above 8% 4
40-45 16% 8
35-40 12% 6
30-35 4% 2
Below 30 60% 30
Table No.04

Graph No.04

Interpretation

This chart shown that out of 50 respondents, 8% respondents said their bikes mieage is
45km/lit.& above, 16% respondents said 40-45, 12% respondents said 35-40, 4%
respondents said 30-35 and 60% respondents said below 30.

40
 5. Are you satisfied with the bikes mileage?

Option Percentage No. of Respondents

Yes 30% 15
No 70% 35
Table No.05

Graph No.05

Interpretation

This chart shown that out of 50 respondents, 30% respondents said yes, they are satisfied
with the bikes mileage and 70% respondents said no, that they are not.

41
 6. Which place did you prefer to purchase your Royal Enfield bike?

Option Percentage No. of Respondents

Showroom 70% 35
Direct second hand 20% 10
Used vehicle dealership 10% 5
Table No.6

Graph No.06

Interpretation

This chart shown that out of 50 respondents, 70% respondents said that they prefer to
purchase their Royal Enfield bike from showroom, 20% respondents said Direct second
hand and 10% respondents said Used vehicle dealership.

42
 7. Availability of spare parts in market?

Option Percentage No. of Respondents

Readily available 40% 20
Dont get them readily 20% 10
Dont have good spares supply 20% 10
Major headache 20% 10
Table No.07

Graph No.07

Interpretation

This chart shown that out of 50 respondents, 40% respondents said their bikes spare are
parts Readily available 20% respondents said that they dont get them readily, 20%
respondents said Dont have good spares supply, 20% respondents said Major headache.

43
 8. Any major problems after purchasing Royal Enfield bike?

Option Percentage No. of Respondents

No problem 20% 10
High maintenance 40% 20
Poor after sales service 20% 10
High price 10% 5
Low mileage 6% 3
Noisy vehicle 4% 2
Table No.08

Graph No.08

Interpretation

This chart shown that out of 50 respondents, 20% respondents said they dont have any
problem after purchasing Royal Enfield bike, 40% respondents said High maintenance, 20%
respondents said Poor after sales service, 10% respondents said High price, 6% respondents
said Low mileage, 4% respondents said Noisy vehicle.

44
 9. How you rate for your satisfaction level with respect to power and pick up of
your Royal Enfield bike?

Option Percentage No. of Respondents

Poor 10% 5
Average 20% 10
Good 40% 20
Excellent 30% 15
Table No.09

Graph No.09

Interpretation

This chart shown that out of 50 respondents, 10% respondents said power and pick up of their
Royal Enfield bike is poor, 20% respondents said average, 40% respondents said good, 30%
respondents said excellent.

45
 10. How you rate for your satisfaction level with respect to comfort and safety of
your Royal Enfield bike?

Option Percentage No. of Respondents

Poor 10% 5
Average 16% 8
Good 44% 22
Excellent 30% 15
Table No.10

Graph No.10

Interpretation

This chart shown that out of 50 respondents, 10% respondents said comfort and safety of
their Royal Enfield bike is poor, 16% respondents said average, 44% respondents said good,
30% respondents said excellent.

46
 11. How you rate for your satisfaction level with respect to after sales service of your
Royal Enfield bike?

Option Percentage No. of Respondents

Poor 16% 8
Average 10% 5
Good 30% 15
Excellent 44 % 22
Table No.11

Graph No.11

Interpretation

This chart shown that out of 50 respondents, 16% respondents said after sales service of their
Royal Enfield bike is poor, 10% respondents said average, 30% respondents said good, 44%
respondents said excellent.

47
 12. What do you think is the major barrier for not purchasing Royal Enfield bikes by
non-bullet riders?

Option Percentage No. of Respondents

High maintenance 40% 20
Poor after sales service 20% 10
High price 20% 10
Low mileage 10% 5
Poor promotion 6% 3
Noisy vehicle 4% 2
Table No.12

Graph No.12

Interpretation

This chart shown that out of 50 respondents, 40% respondents said High maintenance
is the major barrier for not purchasing Royal Enfield bikes by non-bullet riders, 20%
respondents said Poor after sales service, 20% respondents said high price, 10% respondents
said low mileage, 6% respondents said poor promotion, 4% respondents said noisy vehicle.

48
 13. Where do you service your Royal Enfield bike?

Option Percentage No. of Respondents

Showroom 60% 30
Well known bullet mechanic 20% 10
Nearby garage 20% 10
Self service 0% 0
Table No.13

Graph NO.13

Interpretation

This chart shown that out of 50 respondents, 60% respondents said service your Royal
Enfield bike in showroom, 20% respondents said Well known bullet mechanic and 20%
respondents said Nearby garage.

49
 14. Do you agree that company takes action towards the complaints lodged by the
customers?

Option Percentage No. of Respondents

Yes 56% 28
No 44% 22
Table No.14

Graph No.14

Interpretation

This chart shown that out of 50 respondents, 56% respondents said yes, agree that company
takes action towards the complaints lodged by the customers and 44% respondents no they
do not agree.

50
FINDINGS

51
 FINDINGS

20% respondents said Bullet 500 model of Royal Enfield do they presently own, 20%

respondents said thunder bird, 16% respondents said bullet Electra, 8% respondents

said machismo, 16% respondents said bullet 350, 12% respondents said classic

500/350 and 8% respondents said other.

64% respondents said they purchase bike from cash and 36% respondents from loan.

20% respondents said newspaper is the source of awareness of Royal Enfield while

buying their bike, 20% respondents said magazines, 8% respondents said friends, 8%

respondents said road shows, 12% respondents said 6TV adds, 16% respondents said

website/blogs, 8% respondents said showroom and 8% respondents said other.

8% respondents said their bikes mileage is 45km/lit. & above, 16% respondents said

40-45, 12% respondents said 35-40, 4% respondents said 30-35 and 60% respondents

said below 30.

70% respondents said they are satisfied with the bikes mileage and 30% respondents

said that they are not.

, 70% respondents said that they prefer to purchase their Royal Enfield bike from

showroom, 20% respondents said direct second hand and 10% respondents said Used

vehicle dealership.

40% respondents said their bikes spare are parts Readily available 20% respondents

said that they dont get them readily, 20% respondents said Dont have good spares

supply, 20% respondents said Major headache.

20% respondents said they dont have any problem after purchasing Royal Enfield

bike, 40% respondents said High maintenance, 20% respondents said Poor after sales

52
 service, 10% respondents said High price, 6% respondents said Low mileage, 4%

respondents said Noisy vehicle.

10% respondents said power and pick up of their Royal Enfield bike is poor, 20%

respondents said average, 40% respondents said good, 30% respondents said

excellent.

10% respondents said comfort and safety of their Royal Enfield bike is poor, 16%

respondents said average, 44% respondents said good, 30% respondents said

excellent.

16% respondents said after sales service of their Royal Enfield bike is poor, 10%

respondents said average, 30% respondents said good, 44% respondents said

excellent.

40% respondents said High maintenance is the major barrier for not purchasing Royal

Enfield bikes by non-bullet riders, 20% respondents said Poor after sales service,

20% respondents said high price, 10% respondents said low mileage, 6% respondents

said poor promotion, 4% respondents said noisy vehicle.

60% respondents said service your Royal Enfield bike in showroom, 20% respondents

said well-known bullet mechanic and 20% respondents said Nearby garage.

56% respondents said yes, agree that company takes action towards the complaints

lodged by the customers and 44% respondents no they do not agree.

53
CONCLUSION

54
 CONCLUSION

The study has helped Royal Enfield dealers to understand whether the customers are

satisfied or not. If not what are main reasons for dissatisfaction of customer towards

the dealer and what are the ways of improving the satisfaction level of customer

towards dealer.

We can conclude younger generation and middle age are more interested in Royal

Enfield, the buying behavior is governed predominantly by the need for Power and

respect for the iconic Brand and users are mostly Professional Males, 20-35 years of

age, including some students. Most of the customers are attracted to newly released

Classic 350/500, also customers are easily affording the price of Royal Enfield bikes

and customers are very loyal towards the brand Royal Enfield.

Royal Enfield should concentrate on its advertising campaign to reach the customers,

mileage of the Royal Enfield bikes is very economical and most of them prefer to buy

their bike brand new from showroom with the spare parts available in market easily.

Royal Enfield has an excellent satisfaction level within the customer for its power,

pick up, comfort, safety.

It is clear that Royal Enfield checks at the complaints registered by their customers on

regular basis to maintain its brand value and entire Royal Enfield owner are

passionate Royal Enfield fans.

55
LIMITATIONS

56
 LIMITATIONS

Although the study was carried out with extreme enthusiasm and careful planning there are

several limitations, which handicapped the research via,

1. Time Constraints: The time stipulated for the project to be completed is less and thus

there are chances that some information might have been left out, however due care is

taken to include all the relevant information needed.

2. Sample size: Due to time constraints the sample size was relatively small and would

definitely have been more representative if I had collected information from more

respondents.

3. Accuracy: It is difficult to know if all the respondents gave accurate information; some

respondents tend to give misleading information.

4. Availability: It was difficult to find respondents as they were busy in their schedule,

and collection of data was very difficult.

57
SUGGESTIONS

58
 SUGGESTIONS

Aggressive selling- The Company should follow an aggressive selling concept. A

non-aggressive selling concept which is clearly visible in its advertising campaign
which does not hit on the customer rather aims to provide information in a subtle
manner.
Promotional campaign- The Royal Enfield ads seen on electronic and print media
are absolutely out of touch with the Indian culture and thought process. An Indian
consumer irrespective of their income level has a soft corner for traditions and culture
of India. Hence, all companies including market leaders like Hero Honda and Bajaj
capitalize on this behavior of customers and design their ad campaigns keeping India
in mind.
Should improve the after sales service- During the survey it was found that Royal
Enfield is not satisfying all their customers in after sales services, employees at
dealership sometimes use harsh words and become rude to the customers, parts of the
bike are not easily available in the market. This is the major drawback in capturing the
market share so Royal Enfield should take some better steps to satisfy and retain their
customers.
Increase in customer query response- During the study it was found that dealers are
not satisfying the queries of customers and so suggested to increase customer query
response by dealers.
Youth oriented promotion- Company should focus more on younger generation as it
can increase sales.
Marketing communication- It should focus on satisfying the needs for Respect,
Power, Safety and Comfort.
Brand ambassador- A non-flamboyant well-built brand ambassador may be chosen
to represent the Brand. It is necessary for Royal Enfield to have a brand ambassador
from India to connect with the Indian customer.

59
ANNEXURE

60
 QUESTIONNAIRE
Dear respondent,

I am the student of World College of Technology & Management, Gurgaon, conducting a

market survey report on A STUDY ON CUSTOMER SATISFACTION LEVEL
TOWARDS ROYAL ENFIELD, NEW DELHI Kindly spare few minutes to fill up this
questionnaire. Any information provided by you will be used for academic purpose only.

RESPONDENT PROFILE

Name of the respondent: ................................................................................................

Residential/ office address: ............................................................................................
........................................................................................................................................
Contact no. :..................................................................................................................
Age group of the respondent : 18-25 ( ) 25-35 ( ) 35-45 ( ) 45 or More( )
Education/ qualification: .............................................................................................
Occupation: .................................................................................................................

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

o Bullet 500
o Thunder Bird
o Bullet Electra
o Machismo 500
o Bullet 350
o Classic 500/350
o others

2. How did you purchase the bike?

o Cash
o Loan

3. Please specify your source of awareness of Royal Enfield while buying your bike?
o Newspapers
o Magazines
o Friends
o Road shows
o TV Adds
o Website/blogs
o Showroom
o Others

61
4. Please specify your bikes mileage?
o 45km/lit & above
o 40-45
o 35-40
o 30-35
o Below 30

5. Are you satisfied with the bikes mileage?

o Yes
o No

6. Which place did you prefer to purchase your Royal Enfield bike?
o Showroom
o Direct second hand
o Used vehicles dealership

7. Availability of spare parts in market?

o Readily available
o dont get them readily
o Dont have good spares supply
o Major headache

8. Any major problems after purchasing Royal Enfield bike?

o No problem
o High maintenance
o Poor after sales service
o High price
o Low mileage
o Noisy vehicle

9. How you rate for your satisfaction level with respect to power and pick up of your
Royal Enfield bike?
o Poor
o Average
o Good
o Excellent

10. How you rate for your satisfaction level with respect to comfort and safety of your
Royal Enfield bike?
o Poor
o Average

62
 o Good
o Excellent

11. How you rate for your satisfaction level with respect to after sales service of your
Royal Enfield bike?
o Poor
o Average
o Good
o Excellent

12. What do you think is the major barrier for not purchasing Royal Enfield bikes by
non-bullet riders?
o High Maintenance
o Poor after sales service
o High price
o Low mileage
o Poor promotion
o Noisy vehicle

13. Where do you service your Royal Enfield bike?

o Showroom
o Well known bullet mechanic
o Nearby garage
o self service

14. Do you agree that company takes action towards the complaints lodged by the
customers?
o Yes
o No

63
BIBLIOGRAPHY

64
 BIBLIOGRAPHY

Books:

Kothari C.R. (2007) Research Methodology - Methods and

techniques, New age international publishers, 2nd edition, pp. 26, 95, 111.

Malhotra & Naresh K. (2005) Marketing Research An Applied

Orientation, Fourth Edition, Pearson Prentice Hall, Part II, pp. 71-340.

Websites:

www.royalenfield.com

65