INTRODUCTION

HISTORY OF BIKES Through the years…

Bob Stark has been involved with Indian motorcycles throughout his

entire life. Bob's father became an Indian dealer in 1918, after

returning from military service during World War I. Bob still has a

photo of his mother riding in a sidecar in 1923. Since Bob was born in

1934, his parents were involved with Indian cycles long before that.

At the age of 10 Bob started staying around his fathers shop, and
developed quite an interest in the Indian cycles. The mechanic
considered him a pest, but allowed him to do minor items, such as
changing oil & polishing cycles.
By 1946 Bob was riding his own Whizzer motorbike, and in 1947
graduated to a Cushman scooter. By 1950, he had learned quite a bit
more about the cycles and got his first Indian, a 741 Scout with skirted
fenders. He bought the cycle for $50.00 without his father’s permission
and had it for 4 months before his father knew it was his. By 1951,
Bob purchased the '48 Chief, which he still rides. In addition, his father
deemed the $50.00 741 Scout to be unsafe. So he traded a new
Triumph 650cc even up for it. That was the best cycle deal in Bob's
life. 1951 also was high school graduation, and the start of college.
Some extra money was obtained during the next 3 summers by
working on cycles. Bobs father had sold the Indian shop in 1952, so
the work was done in the "ex" chicken coop at home. 1955 was the big
change, graduation from Case Institute of Technology, Akron Ohio
(Now called Case/Western) with a degree in mechanical engineering.
This was a year of working days at Goodyear Tire & Rubber and nights
on Indians.

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A short time was spent in the army during 1956 & 1957. The off hours
were spent at Herb Reiber’s Indian shop in Washington D.C. The '48
Chief (purchased in 1951) was kept about 2 miles from Fort Belvoir.
After an army discharge in the fall of 1957 Bob returned to Goodyear
Tire during the day and worked on Indians at home during the
evenings. By 1957 he reopened his fathers shop part time, selling the
Royal Enfield built Indians, servicing them, and servicing the older
Chiefs & Scouts. By 1958 Goodyear Tire was no longer in the picture
as Bob quit to spend full time at the cycle shop. In 1959 health
reasons mandated a move to Florida, and more building of cycles at
home, while working at Martin Marietta Corporation. 1961 was a move
to California, and the nominal home workshop for night work. Later 60'
s meant trips back to Florida as part of the launch crew on the first 2
moon shots from Cape Canaveral. Gary was born during this time
frame and started riding between Shorty & Bob by age 2. In 1970,
Starklite Cycle was formed and Bob was back to full time work on
Indians. Again, Starklite took on the Indian dealership, this time for
the Taiwan/Italian built models. This was different, but the main
business was restoring the older Indians and manufacturing parts for
them. By now Gary was riding. He got his first Indian at age 5, and his
second one at age 7. He was given a '47 Chief at age 5 and he finished
his restoration of it at age 16.
As the years have progressed, Indian parts have become increasingly
scarcer. This has led to the need to design and build increasing
amounts of Indian parts. In 1989, Gary graduated from California
State University of Long Beach with an Engineering degree in
Manufacturing Engineering. The engineering has helped both Bob and
Gary in the production of what we believe to be the best quality of
Indian parts available.
The line now stands at over 3000 items. Shortly has done her part by
putting up with all of this for nearly 30 years, as well as handling most
of the work in connection with the Indian Motorcycle Club. Gary has

2
started helping her last couple or years with much of the mailing and
typesetting, as he has become very proficient on the computer.

In the fall of 1988, Starklite moved from Fullerton to Perris. The shop
in Fullerton was left in the hands of Wilson Plank, who was employed
there for 14 years. He is currently operating it under the name of
American Indian Specialists and is running it very successfully working
on Indians.
As you can see from this brief background, The Stark Family has been
involved in Indians from 1918 to the present with virtually no
interruptions. Starklite is a family owned business involving Bob,
Shorty, and Gary, as well as others. Gary is the third generation to be
involved.
The most gratifying part of the business has been the amount of nice
people we have met. We consider them friends, not just a customer.

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 INDIAN AUTOMOBILE INDUSTRY
2-WHEELERS

2-Wheelers
India is the second largest manufacturer and producer of two-wheelers
in the world. It stands next only to Japan and China in terms of the
number of two-wheelers produced and domestic sales respectively.
This distinction was achieved due to variety of reasons like restrictive
policy followed by the Government of India towards the passenger car
industry, rising demand for personal transport, inefficiency in the
public transportation system etc.

The Indian two-wheeler industry made a small beginning in the early

50s when Automobile Products of India (API) started manufacturing
scooters in the country. Until 1958, API and Enfield were the sole
producers. In 1948, Bajaj Auto began trading in imported Vespa
scooters and three-wheelers. Finally, in 1960, it set up a shop to
manufacture them in technical collaboration with Piaggio of Italy.
Although various government and private enterprises entered the fray
for scooters, the only new player that has lasted till today is LML.
Under the regulated regime, foreign companies were not allowed to
operate in India. It was a complete sellers market with the waiting
period for getting a scooter from Bajaj Auto being as high as 12 years.

The motorcycles segment was no different, with only three

manufacturers viz Enfield, Ideal Jawa and Escorts. While Enfield bullet
was a four-stroke bike, Jawa and the Rajdoot were two-stroke bikes.
The motorcycle segment was initially dominated by Enfield 350cc bikes
and Escorts 175cc bike. The two-wheeler market was opened to
foreign competition in the mid-80s. Moreover, the then market leaders
-Escorts and Enfield - were caught unaware by the onslaught of the
100cc bikes of the four Indo-Japanese joint ventures. With the
availability of fuel-efficient low power bikes, demand swelled, resulting

4
in Hero Honda - then the only producer of four stroke bikes (100cc
category), gaining a top slot. The first Japanese motorcycles were
introduced in the early eighties. TVS Suzuki and Hero Honda brought
in the first two-stroke and four-stroke engine motorcycles respectively.
These two players initially started with assembly of CKD kits, and later
on progressed to indigenous manufacturing. In the 90s the major
growth for motorcycle segment was brought in by Japanese
motorcycles, which grew at a rate of nearly 25% CAGR in the last five
years. The industry had a smooth ride in the 50s, 60s and 70s when
the Government prohibited new entries and strictly controlled capacity
expansion. The industry saw a sudden growth in the 80s. The industry
witnessed a steady growth of 14% leading to a peak volume of 1.9mn
vehicles in 1990. The entry of Kinetic Honda in mid-eighties with a
variometric scooter helped in providing ease of use to the scooter
owners. This helped in inducing youngsters and working women,
towards buying scooters, who were earlier inclined towards moped
purchases. In the 90s, this trend was reversed with the introduction of
scooterettes. In line with this, the scooter segment has consistently
lost its part of the market share in the two-wheeler market.

In 1990, the entire automobile industry saw a drastic fall in demand.

This resulted in a decline of 15% in 1991 and 8% in 1992, resulting in
a production loss of 0.4mn vehicles. Barring Hero Honda, all the major
producers suffered from recession in FY93 and FY94. Hero Honda
showed a marginal decline in 1992. The reasons for recession in the
sector were the incessant rise in fuel prices, high input costs and
reduced purchasing power due to significant rise in general price level
and credit crunch in consumer financing. Factors like increased
production in 1992, due to new entrants coupled with the recession in
the industry resulted in companies either reporting losses or a fall in
profit

5
Rise of a Product: The Motorcycles

Motorcycles are the most expensive of all two-wheelers. They are more
powerful than scooters and mopeds, have the highest load carrying
capacity (which is essential for rural areas), are fuel-efficient, have
better road grip, and are the most expensive. Besides, motorcycles are
viewed as “trendy” in the urban areas as compared with scooters and
mopeds.

Motorcycle production in India began in 1952, when Enfield India

Limited commenced manufacture at its plant in Tamil Nadu. It was the
only motorcycle producer in the country until the early 1960s when
Ideal Jawa (India) Private Limited and Escorts Limited entered the
market. By 1970-71, production of motorcycles had reached 39,000
units per annum.

The fortunes of the motorcycle industry changed after the

announcement of the liberal licensing policy in 1982 whereby foreign
collaboration was allowed. In 1982, the Government allowed foreign
players to enter the industry through joint ventures. Within four years,
the TVS Group tied up with Suzuki, the Hero Group with Honda, the
Escorts Group with Yamaha, and Bajaj Auto Limited (Bajaj Auto) with
Kawasaki. TVS Suzuki introduced in 1984, Hero Honda Motors Limited
(HHML) launched CD100 in 1985, and both Escorts and Bajaj Auto
launched their models in 1986-87. These models catered for the
upwardly mobile, middle-to-upper income group consumers who
preferred a stylish, powerful vehicle that could be used as an urban
personal transportation vehicle. The principal brands that competed in
the 1980s were the HHML CD100 (a four-stroke 100cc), the Ind-Suzuki
AX100 (from TVS, two-stroke, 100cc) and the Escorts-
Yamaha RX100 (two-stroke, 100cc). While the CD100 was positioned
primarily on the efficiency plank, giving riders an unprecedented

6
mileage of 80 kms per liter (kmpl), the RX100 became popular with
young buyers because of its high power. The AX100 took the middle
path, balancing power with reasonable fuel efficiency. To reinforce its
image of being a maker of powerful motorcycles, Escorts launched the
350cc twin-crab, twin-cylinder Yamaha RD350, a vehicle that soon
gained cult status. It offered 36bhp, but was plagued by problems—
very few mechanics could tune the engine and the average fuel
consumption was as low as 15 kmpl. Subsequently, the product had to
be discontinued. The launch of the 100cc motorcycles was path
breaking, as till then the existing big models like the Yezdi, Rajdoot
and Bullet could not compete with scooters.

A significant development in the motorcycle industry during the late

1990s was the shift from two-stroke to four-stroke technology. The
attraction of the four-stroke technology was earlier limited to fuel
efficiency, while two-stroke held its own by offering better performance
and easier maintenance. But, following the enforcement of India 2000
emission norms beginning April 1, 2000, the less polluting four-stroke
has become the preferred technology. The two-stroke technology can
also meet the existing environment norms, but only when
supplemented by catalytic converters—an option that is both costly
and shortsighted. The high temperature of the exhaust, combustion
irregularities, the problem of lubricating oil contamination with metallic
additives, and finally, fuel adulteration can poison the catalyst and
render it completely ineffective. Further, the use of catalytic converter
affects the initial pick-up of two-stroke engines, which is one of their
main attractions. Given these shortcomings, most motorcycle
manufacturers have offered four-stroke vehicles. While the four-stroke
motorcycle segment is the fastest growing, it is also highly
competitive. Competition has intensified in this segment since CY2001
when players introduced new products at a relatively fast pace. Also,
new entrants have entered the market by introducing their products at

7
lower price points, while the existing players have announced price
cuts. This has led to price competition in the domestic market. At the
lower end of the segment, Bajaj Auto has its Boxer range of
motorcycles and Bike; HHML has Dawn as well as CD Dawn and KEL
Boss. Above this segment, there are strong brands such as Victor
(TVS), Passion and Splendor (HHML), Caliber 115 and Aspire (Bajaj
Auto), Freedom, Adriano and Energy (LML), and Crux R (Yamaha).
Through its CBZ model, HHML had tapped the premium segment of the
market in 1999.

Since then, however, quite a few models such as Pulsar 180 by Bajaj
Auto and Fiero by TVS have been launched in this segment. Royal
Enfield is the market leader in the lifestyle segment. This segment has
also attracted new model launches such as Eliminator by Bajaj Auto,
Aquila by KEL and Karizma by HHML.

8
The industry need to adopt suitable technology so that it can
conveniently meet these horns in time since the production largely of
two stroke engines figment of catalytic converter will become
necessary. But it will lead some in case in prices. The life of these
converter is limited to 25/30 thousand hence consumer will prefer
something durable and longer lasting.

Some manufacture is therefore planning to switch over to stroke

technology to comply with the emission norms. It has an additional
advantage of more complete combustion of hydrocarbons in petrol,
which gives higher mileage and better fuel economy. The 4 strokes
bike are currently giving of fuel 70 to 80 km/hr. this will important
from consumers point of view because of high price level of petrol in
India. It is therefore not surprising that every major player is trying to
get into the motor cycle market to have a piece of cake.

9
10
 COMPANY PROFILE

HERO HONDA LTD.

The legend of Hero Honda what started out as a Joint Venture between
Hero Group, the world's largest bicycle manufacturers and the Honda
Motor Company of Japan, has today become the World's single largest
two-wheeler Company. Coming into existence on January 19, 1984,
Hero Honda Motors Limited gave India nothing less than a revolution
on two-wheels made even more famous by the 'Fill it - Shut it - Forget
it ' campaign. Driven by the trust of over 5 million customers, the Hero
Honda product range today commands a market share of 48% making
it a veritable giant in the industry. Add to that technological excellence,
an expansive dealer network, and reliable after sales service, and you
have one of the most customer- friendly companies.

Hero Group > Marketing Strategy

A thorough understanding of the fast-changing consumer behavior,

new market segments and product opportunities along with sensitivity
to changing customer needs, form the core of Hero's marketing
strategy and philosophy.

At Hero, we essentially have a completely customer-driven approach. A

nation-wide dealer network comprising of over 3,500 bicycle dealers,
350 dealers for mopeds and 225 franchise holders for motorcycles,
ensures convenient access to the Group's products across the country.

With a deep sense of belonging to the Hero fraternity, the Group's

dealer network has catalyzed growth and acted as a strong bridge
between the customers and the Group.

11
Conventionally, very few Indian bicycle manufacturers were interested
in exports. However, the Hero Group's foray into the overseas markets
pioneered Indian exports in the bicycle segment as early as 1963. It
was a move prompted primarily by the need to be attuned to the
global marketplace.

While initial exports were restricted to Africa and the Middle East,
today more than 50 percent of the Group's bicycle exports meet the
demands of sophisticated markets in Europe and America. This is
primarily because of appropriate product development and excellent
quality that Hero offers.

The Group has undertaken a steady up gradation of technologies and

there has been diversifications and setting up of newer establishments
to meet stringent international standards.

At the core of it all is a customer-centric scheme of policies and

production ... and the bottom line is to "Add Value while Engineering
Satisfaction."

A rich background of manufacturing high value, reasonably priced

products; an uncompromising pursuit of the goals to attain quality
along with customer satisfaction; the resulting affinity in working
cultures - brought the world's largest manufacturer of motorcycles in
collaboration with the world's largest bicycle manufacturer, bringing
forth a market leader. Honda Motor Company of Japan and the Hero
Group entered a joint venture to setup Hero Honda Motors Limited in
1984.

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BOARD OF DIRECTORS
Hero-Honda
No Name of the Category of Directorship
. Directors
Mr. Brijmohan Lall Chairman & Whole-time Director
Munjal
2 Mr. Pawan Munjal Managing Director
3 Mr. Toshiaki Joint Managing Director
Nakagawa
4 Mr. Yutaka Kudo Whole-time Director
5 Mr. Om Prakash Non-executive Director
Munjal
6 Mr. Sunil Kant Non-executive Director
Munjal
7 Mr. Tatsuhiro Non-executive Director
Oyama
8 Mr. Masahiro Non-executive Director
Takedagawa
9 Mr. Takashi Nagai Director
10 Mr. Narinder Nath Non-executive & Independent Director
Vohra
11 Mr. Pradeep Non-executive & Independent Director
Dinodia
12 Gen.(Retd.) Ved Non-executive & Independent Director
Prakash Malik
13 Mr. Analjit Singh Non-executive & Independent Director
14 Dr. Pritam Singh Non-executive & Independent Director
15 Ms. Shobhana Non-executive & Independent Director
Bhartia
16 Dr. Vijay Laxman Non-executive & Independent Director
Kelkar

The Market Leader

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Today Hero Honda has managed to achieve indigenization of over 95
percent, a Honda record worldwide. Hero Honda is at present the
largest-selling Indian motorcycle and the most fuel-efficient in its
category - the outcome of Hero Group's foresight and another classic
example of how the Group strives to provide the customer with
excellence and satisfaction.

Hero Honda became the first company in the country to introduce four-
stroke motorcycles and set the standards for fuel efficiency, pollution
control and quality. It has a production capacity of 1.2 million
motorcycles, which shall be enhanced to 1.5 million motorcycles in the
coming years. It has an excellent distribution and service network
spread throughout the country. Hero Honda is the market leader in
motorcycles, with sales of over a million motorcycles and a strong
market share of 47% during 2000-01.

Advertisement strategy

Hero Honda has snagged the brat pack — Virender Sehwag,

Mohammad Kaif, Yuvraj Singh and Zaheer Khan. The two-wheeler
maker, an official sponsor of the World Cup tournament to be played in
South Africa in February, has brought the young and exciting cricketers
of the Indian team on board as brand ambassadors.

The Fab Four — along with team captain Sourav Ganguly — will feature
in the ads for its latest motorcycle model: the Ambition. Hero Honda is
extremely cagey about saying how much they had to fork out to bring
the top cricketers to feature in the ads.

Atul Sobti, senior vice-president, marketing and sales declined to say

how much they planned to invest in the ad campaign. "It will give a lot
of leverage to the new product Ambition by giving the image of a
powerful and efficient motorcycle. The powerful-e-l bike will be well

14
represented by the leadership qualities, power and the capacity to face
any challenges," he added.

The current ad for Ambition is tame; it shows an important file

reaching a destination in time because of the power of the motorcycle.
"It does not properly appeal to the customers about the power and
efficiency of the product. 'Team Ambition' will be much better suited to
represent the product," sources said.

Hero Honda is hoping to crank up sales of Ambition because of the

endorsements by the top cricketers during the World Cup when cricket
fever will be at its highest.

One major advantage is that none of its rivals will be able to use
cricketers to endorse their products before and after the World Cup
because of the ambush-marketing clause that the International Cricket
Council (ICC) has worked into the players contracts.

The issue had sparked a row when it was raised just before the ICC
champion’s trophy in Sri Lanka in September but was resolved after a
stand-off between ICC, the cricket boards of several nations and the
players.

Hero Honda plans to increase its market-share to 50 per cent this fiscal
and is targeting sales of 10,000 Ambitions a month. Its share dipped
from 48 per cent to 45 per cent.

The 133 cc Ambition generates 11 bhp of thrust, which has been kept
low in order to improve fuel efficiency. It has been placed in between
the 125cc and 150cc motorcycle categories to draw the maximum
clientele. The bike accelerates from 0-60 kmph in only six seconds.

While launching the new campaign with the cricketers, Hero Honda is
also drawing up plans for a couple of ads with the other brand
ambassador, Hrithik Roshan.

Hero Honda's association with cricket goes back to 1993, when it

sponsored the Hero Cup. It was the official sponsor of the recent ICC

15
Champions Trophy in Sri Lanka and will have the same status for the
ICC World Cup in 2003.

As economies open up, are Asian enterprises ready for the global
battle for export markets and investment?

Hero Honda sales decline 1.2 pc

Our Bureau

NEW DELHI, May 1

HERO Honda, the country's largest motorcycle manufacturer, saw its

sales decline by 1.2 per cent to 1,34,318 units in April 2003 from
1,35,961 units in the same month last year.

According to industry sources, sales of the company could have been

affected by sluggish rural demand combined with the 10-day trucker's
strike affecting production as well as distribution of products in April.

The company saw a growth of 16.06 per cent in sales volume during
April compared to March.

Meanwhile, Hero Honda is planning to launch new 200 plus cc

motorcycle during May, a company release said.

The company today announced that it has achieved a milestone with

its Daruhera plant, in Haryana, becoming the first Indian two-wheeler
plant to produce 5 million units. The 5 millionth motorcycle was a
Splendor. The first motorcycle, CD100, had rolled off the assembly line
in April 1985.

Customer satisfaction, a high quality product, the strength of Honda

technology and the Hero group's dynamism have helped HHML scale
new frontiers and exceed limits.

In the words of Mr. Brijmohan Lall Munjal, the Chairman and Managing
Director, "We will continue to make every effort required for the
development of the motorcycle industry, through new product

16
development, technological innovation, and investment in equipment
and facilities and through and through efficient management."

Different models of Hero Honda bikes:

17
 HERO HONDA CD DAWN HERO HONDA SPLENDOR

Technical Specifications Technical Specifications

4 Stroke, Single Cylinder, Air 4 Stroke, Single Cylinder, Air

Engine Engine
Cooled Cooled
Cubic Capacity 97.2cc Cubic Capacity 97.2cc
Max. Power 7.4 BHP @ 8000rpm Max. Power 7.5 BHP @ 8000rpm
Gear Box 4 Speed Gear Box 4 Speed
Ignition CDI Ignition CDI
Front Brakes 130mm Drum Front Brakes 130mm Drum
Rear Brakes 110mm Drum Rear Brakes 110mm Drum
Front Tyre 2.75 X 18 Front Tyre 2.75 X 18
Rear Tyre 3.00 X 18 Rear Tyre 3.00 X 18
Wheelbase 1230mm Wheelbase 1235mm
Ground Ground
160mm 159mm
Clearance Clearance
Dry Weight 114 Kg Dry Weight 116 Kg
Tank Capacity 10.5 Litres Tank Capacity 12.8 Litres
Colours Black, Silver, Blue & Red

18
 HERO HONDA PASSION HERO HONDA GLAMOUR

Technical Specifications Technical Specifications

Air-cooled, 4-stroke single Engine Quantum Core

Engine
cylinder OHC
Displacement 124.7 cc
Displacement 97.2cc
Max. Power 7.5 Ps at 8000 rpm 6.72 KW (9 BHP) @ 7000
Maximum Power
rpm
Gear Box 4 Speed Constant Mesh
Max. Speed 85 Kmph. Maximum Speed 95 kmph
Frame Tubular Double Cradle Gears 4 Gears
Tyre Size (Front) 2.75 * 18- 4 PR /42 P
Frame Tubular Double Cradle
Tyre Size (Rear ) 3.00*18-4/6 PR
Tyre Size (Front) 2.75 x 18 - 42 P / 4 PR
(130mm)/ Hydraulic Disc
Brakes (Front) Tyre Size (Rear) 3.00 x 18 - 52 P / 6 PR
Type (Optional)
Internal Expanding Shoes 35/35 W Halogen Bulb
Brakes (Rear) Headlight
Type (130 mm) (Multi-Reflector)
Ignition Electronic CDI
Starting Kick / Self
Starting Kick Starter
Wheelbase 1235 mm Brakes (Front) Drum / Disc

Ground Brakes (Rear) Drum

160mm
Clearance
No. of Variants 4
Kerb Weight 116 kgs.
Fuel Tank 12.8 litres (Reserve 1.1
Capacity litres)

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 HERO HONDA KARIZMA HERO HONDA SUPER SPLENDOR

Technical Specifications Technical Specifications

4 stroke, Single Cylinder Engine 4 Stroke, Single Cylinder

Engine
OHC, air cooled Cubic Capacity 133cc
Displacement 223 cc
Man Power 11BHP @ 8000rpm
Max. Power 17.0 PS @ 7000 rpm
Gear Box 5 Speed, Constant Mesh
Maximum Speed 125 KMPH
Ignition Digital CDI System
Gear Box 5 speed, constant mesh
Front Brakes 130mm Drum
Wheelbase 1355 mm
Ground Rear Brakes 130mm Drum
150 mm
Clearance Front Tyre 2.75 X 18
2.75 X 18 - 42 P/100/90 X 18 Rear Tyre 3.00 X 18
Tyres: Front/Rear
- 56 P
Wheelbase 1285mm
Fuel Tank
15.0 litre
Capacity Ground Clearance 150mm
Brake - Front Disc (276 mm diameter)
Internal Expanding Shoe
Rear Ground Clearance 150mm
(130 mm)
Kerb Weight 150 kg Dry Weight 126.5 Kg
Digital - CDI (AMI-Advanced
Tank Capacity 12.5 Litres
Ignition Microprocessor Ignition
System)
Starting Kick + Self

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 HERO HONDA PLEASURE

Engine Air-cooled, 4-stroke single cylinder OHC

Bore x Stroke 50.0 x 52.0 mm
Displacement 102 cc
Compression Ratio 9.0 : 1
Maximum Power 5.22 kW (7bhp) @ 7000 RPM
Maximum Torque 7.85 Nm @ 5000 RPM
Maximum Speed 77 kmph
Clutch Dry, Automatic Centrifugal Clutch
Ignition CDI
Starting Self-start
Front Suspension Bottom Link with Spring-loaded Hydraulic Damper
Rear Suspension 150 kg
Ignition Swing Arm with Spring-loaded Hydraulic Damper
Length x Width x Height 1750 mm x 705 mm x 1100 mm
Wheel Base 1240 mm
Ground Clearance 125 mm
Kerb Weight 104 kg
Tyre Size* Front 3.50 x 10 - 4PR / 51 J
Rear 3.50 x 10 - 4PR / 51 J
Internal Expanding Shoe Type (130 mm)
Front Brake
Non-asbestos Type
Internal Expanding Shoe Type (130 mm)
Rear Brake
Non-asbestos Type
Fuel Tank Capacity 5 Ltrs (Min)
Head Lamp 35W / 35W Halogen Bulb (Multi-reflector Type)
Battery 12 V-5 Ah

21
Sales of HERO HONDA Bikes:-

Feb 2008 1,59,508

Jan 2008 1,67,592
Jan 2007 1,97553
Jan 2006 1,87,334
Dec 2006 1,856239
Dec 2005 1,56,296

HERO HONDA close calendar year2007 with sale of over 33

lakhs bikes.

22
BAJAJ AUTO LIMITED

The Bajaj Group came into existence during the turmoil and the heady
euphoria of India's freedom struggle. Jamnalal Bajaj, founder of the
Bajaj Group, was a confidante and disciple of Mahatma Gandhi, and
was deeply involved in the effort for freedom. The integrity, dedication,
resourcefulness and determination to succeed which are characteristic
of the Company today, are often traced back to its birth during those
long days of relentless devotion to a common cause.

Kamalnayan, the eldest son of Jamnalal Bajaj, succeeded his father in

1942, at the age of twenty-seven. Putting the Nation before business,
he devoted himself to the latter only after India achieved
independence in 1947. But when he did so, he put his heart and soul
into it. Within a short while, he not only consolidated the Group, but
also diversified into various manufacturing activities, elevating the
Group to the status it enjoys till this day.

Rahul Bajaj today heads the Group. He has been the Chief Executive
Officer of Bajaj since 1968 and is recognized as one of the most
outstanding business leaders in India. As dynamic and ambitious as his
illustrious predecessors, he has been recognized for his achievements
at various national and international forums.

Bajaj is currently India's largest two and three-wheeler manufacturer

and one of the biggest in the world. Bajaj has long left behind its
annual turnover of Rs.72 million (1968), to currently register an
impressive figure of Rs.42.16 billion (US$ 936 million).

23
Group/ Management
Mr. Jamanalal Bajaj founded the Bajaj Group in the 30s. The group
now has 24 companies, including 6 listed companies. Besides BAL, the
major companies in the group are Mukand Ltd. (Alloy/ Special Steel,
term key projects), Bajaj Electricals Ltd.(Electrical equipments, fans,
and appliances) and Bajaj Hindustan Ltd.(Sugar, industrial alcohol)

BELIEFS
 Transparency: A commitment that the business is managed along
transparent lines.
 Fairness: To all stakeholders in the Company, but especially to
minority shareholders.
 Disclosure: Of all relevant financial and non-financial information
in an easily understood manner.
 Supervision: Of the Company’s activities by a professionally
competent and independent board of directors.

PRESENCE

 Distribution network covers 50 countries.

 About 150,000 units likely to be exported this year.

 Dominant presence in Sri Lanka, Mexico, Bangladesh, Columbia,

Guatemala, Peru, Egypt, Iran and Indonesia.

 Largest exporter of three-wheelers; over 40.875 units exported last

year.

 All products customized as per market needs .

 83% growth in total exports in 2002-03.

24
Management Profile


Rahul Bajaj Chairman

Madhur Bajaj Vice Chairman

Rajiv Bajaj Managing Director

Sanjiv Bajaj Executive Director

Abraham Joseph Vice President (Research & Development)

Pradeep Shrivastava President (Engineering)

S Sridhar CEO (2WH)

R C Maheshwari CEO (Commercial Vehicles)

Rakesh Sharma CEO (International Business)

C P Tripathi Vice President (Corporate)

N H Hingorani Vice President (Commercial)

Kevin P D'sa Vice President (Finance)
V S Raghavan Vice President (Corporate Finance)
S Ravikumar Vice President (Business Development)
K Srinivas Vice President (Human Resources)
Ranjit Gupta Vice President (Insurance)
J. Sridhar Company Secretary

25
BORAD OF DIRECTERS
Rahul Bajaj Chairman
Madhur Bajaj Vice Chairman & Whole-Time Director
Rajiv Bajaj Managing Director
Sanjiv Bajaj Executive Director
D.S. Mehta Whole-Time Director
Kantikumar R. Podar Director
Shekhar Bajaj Director
D.J. Balaji Rao Director
J.N. Godrej Director
S.H. Khan Director
Mrs. Suman Director
Kirloskar
Naresh Chandra Director
Nanoo Pamnani Director
Manish Kejriwal Director
P Murari Director

Niraj Bajaj

26
Milestones
2007
September Launch of XCD DTS-Si
June National Launch of 220 cc Pulsar DTS-Fi.
Bajaj Auto Commissions New Plant at Pantnagar,
April
Uttarakhand
February 200 cc Pulsar DTS-i launched
January Bajaj Kristal DTS-i launched
2006
April Bajaj Platina launched
2005
December Bajaj Discover launched
June Bajaj Avenger DTS-i launched
February Bajaj Wave DTS-i launched
2004
October Bajaj Discover DTS-i launched
August New Bajaj Chetak 4 stroke with Wonder Gear launched
May Bajaj CT100 Launched
Bajaj unveils new brand identity, dons new symbol, logo and
January
brand line
2003
October Pulsar DTS-i is launched.
October 107,115 Motorcycles sold in a month.
July Bajaj Wind 125,The World Bike, is launched in India.
Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the
February
executive motorcycle segment.
2001
Bajaj Auto launches its latest offering in the premium bike
November
segment ‘Pulsar’.
January The Eliminator is launched.
2000
The Bajaj Safire is introduced.
1999
Caliber motorcycle notches up 100,000 sales in record time of
12 months.
Production commences at Chakan plant.
1998
June 7th Kawasaki Bajaj Caliber rolls out of Waluj.
July 25th Legend, India’s first four-stroke scooter rolls out of Akurdi.
October Spirit launched.

27
1997
The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw
are introduced.
1995
November 29 Bajaj Auto is 50.
Agreements signed with Kubota of Japan for the development
of diesel engines for three-wheelers and with Tokyo R&D for
ungeared Scooter and moped development.
The Bajaj Super Excel is introduced while Bajaj celebrates its
ten millionth vehicle.
One million vehicles were produced and sold in this financial
year.
1994
The Bajaj Classic is introduced.
1991
The Kawasaki Bajaj 4S Champion is introduced.
1990
The Bajaj Sunny is introduced.
1986
The Bajaj M-80 and the Kawasaki Bajaj KB100 motorcycles
are introduced.
500,000 vehicles produced and sold in a single financial year.
1985
The Waluj plant inaugurated by the erstwhile President of
November 5
India, Shri Giani Zail Singh.
Production commences at Waluj, Aurangabad in a record time
of 16 months.
1984
January 19 Foundation stone laid for the new Plant at Waluj, Aurangabad.
1981
The Bajaj M-50 is introduced.
1977
The Rear Engine Autorickshaw is introduced.
Bajaj Auto achieves production and sales of 100,000 vehicles
in a single financial year.
1976
The Bajaj Super is introduced.
1975
1972 BAL & Maharashtra Scooters Ltd. joint venture.
1972
1971 The Bajaj Chetak is introduced.

28
1971
1970 The three-wheeler goods carrier is introduced.
1970
1960 Bajaj Auto rolls out its 100,000th vehicle.
1960
Bajaj Auto becomes a public limited company. Bhoomi Poojan
1959 of Akurdi Plant.
1959
Bajaj Auto obtains licence from the Government of India to
19489
manufacture two- and three-wheelers.
1948
Sales in India commence by importing two- and three-
1945 wheelers.
1945
Bajaj Auto comes into existence as M/s Bachraj Trading
November 29
Corporation Private Limited.

Infrastructure

29
Plants
Bajaj Auto's three plants at Akurdi, Waluj and Chakan in Maharashtra
and one plant at Pant Nagar in Uttaranchal, western India, produced
1,814,799 vehicles in 2004-05.

Akurdi Geared scooters, ungeared scooters, CT100 and Discover

Waluj Bajaj - Kawasaki range of motorcycles and three-wheelers

Chakan Bajaj motorcycles - Pulsar and Discover

Pant Nagar Bajaj motorcycles - Platina

Plant Locations
Bajaj Auto plants are located at:

Mumbai - Pune Road, Akurdi, Pune 411 035

Bajaj Nagar, Waluj, Aurangabad 431 136

MIDC, Plot No A1, Mahalunge Village, Chakan 410 501 Dist. Pune

Plot No. 2, Sectoe 10 Phase -II - E, Pant Nagar, Sidcul, Rudrapur Dist

Udhamsingh Nagar Uttranchal

Awards

30
 Year by
Product Awards
Bajaj Pulsar DTS-Fi - Bike of the Year 2007 CNBC-TV18Autocare Auto award
Bajaj Platina 100cc - Bike of the Year 2007 NDTV profit bike INDIA

Mr. Rajiv Bajaj - Man of the year 2005 2005 Car profession
Mr. Rajiv Bajaj - Automotive Man of the 2005 Bike India & NDTV India
year 2005
Bajaj CT 100 - Motorcycle Total 2005 TNS Automotive
Customer Satisfaction Study 2005
Bajaj Discover DTS-i - Bike of the Year 2005 OVERDRIVE Awards 2005
2005
Bajaj Discover DTS-i - Indigenous 2005 OVERDRIVE Awards 2005
Design of the Year 2005
BAJAJ AUTO - Bike Maker of the Year 2004 ICICI Bank OVERDRIVE Awards
2004 2004
DTS-i Technology - Auto Tech of the 2004 ICICI Bank OVERDRIVE Awards
Year 2004 2004
Bajaj Pulsar DTS-i Bike of the Year 2004 ICICI Bank OVERDRIVE Awards
2004 2004
Wind 125 Two Wheeler of the Year 2004 CNBC AUTOCAR Awards 2004
2004
Wind 125 Bike of the Year 2004 2004 Business Standard Motoring
Bajaj Pulsar 180 DTS-i BBC World 2003 BBC World Wheels Award 2003
Wheels Viewers Choice Two Wheeler
of Year 2003
Bajaj Pulsar 180 DTS-i BBC World 2003 BBC World Wheels Award 2003
Wheels Award for Best Two Wheeler
between Rs 55,000 to Rs 70,000
Bajaj Pulsar 150 DTS-i BBC World 2003 BBC World Wheels Award 2003
Wheels Award for Best Two Wheeler
between Rs 45,000 to Rs 55,000
Bajaj Boxer AT KTEC BBC World 2003 BBC World Wheels Award 2003
Wheels Award for Best Two Wheeler
under Rs 30,000
Bajaj Pulsar - Motorcycle Total 2003 NFO Automotive
Customer Satisfaction Study
Bajaj Pulsar - Bike of the year ICICI Bank OVERDRIVE Awards 2003

31
Different models of Bajaj bikes:

32
 Bajaj Discover Electric start

Engine 4 Stroke, Single Cylinder, Air Cooled

Cubic Capacity 124.52cc
Max. Power 11.51 BHP @ 8000rpm
Gear Box 4 Speed
Ignition CDI
Front Brakes 130mm Drum

33
 Rear Brakes 130mm Drum
Front Tyre 2.75 X 17
Rear Tyre 3.00 X 17
Wheelbase 1305mm
Ground Clearance 0mm
Dry Weight 129 Kg
Tank Capacity 10 Liters
Colours Black, Red, Blue

Bajaj Pulsar 198.8 ES DTSi

Engine 4-stroke, DTS-i, Oil cooled

Cubic Capacity 198.8 cc
Max. Power 18 Ps / 13.25 Kw
Gear Box 5 Speed
Ignition CDI
Front Brakes 18 Ps / 13.25 Kw
Mechanically expanding 130 mm drum
Rear Brakes
type
90/90 x 17” Tubeless tyre, shod on
Front Tyre
aluminium alloy wheels
120/80 x 17” Tubeless tyre, shod on
Rear Tyre
aluminium alloy wheels
Wheelbase 1345 mm

34
Ground Clearance 165mm
Dry Weight 145 Kg
Tank Capacity 15 Liters’
Black, Silver, Orange, Blue, Dark
Colours
Grey

35
Sale of BAJAJ Bikes:-

Year No.of units

Aug 2006 2,15,076
Aug 2007 2,40,875
Fy 06-07 12,82860
Fy 07-08 12,63,254

36
37
 RESEARCH METHODOLOGY

Meaning of Research

Research is 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. In fact, research is an art of
scientific investigation. The Advance Learner’s Dictionary of current
English lays down the meaning of research as “A careful investigation
or inquiry especially through search for new facts in any branch of
knowledge.” Redman and Mory defines research as a ”Systematized
efforts to gain new knowledge.” Some people consider research as a
movement, a movement to from the known to unknown. It is actually
a voyage of discovery. We possess the vital instinct of inquisitiveness
for, when the unknown confronts us, we wonder and our
Inquisitiveness make us probe and attain full and fuller understanding
of the unknown.

Methodology

In planning and designing a specific research project, it is necessary to

anticipate all the steps that must be undertaken if the project is to be
successful in collecting valid and reliable information.

38
 OBJECTIVES OF THE PROJECT

Primary Objective:-
 To study the position of two wheeler bikes (Highlighting BAJAJ &
HERO HONDA) in India.
 To forecast the consumers requirements and to study the
consumers preference by collecting the data through questionnaire
and through other secondary resources.
 To determine the consumers buying attitudes towards given bikes.

Secondary Objective:-

 To determine the satisfaction level of consumer regarding various

product features and various aspects of given bikes.
 To determine the usage of the product.
 To trace the customer profile.

RESEARCH DESIGN:

The research undertaken was descriptive research in nature. The

emphasis was made to understand the nature and the
expectations of the customers.

TYPE OF SAMPLE DESIGN:

The type of sampling that was carried out was probability
(convenience) sampling due to limited resources available.

In non-probability sampling, I have chosen RANDOM sampling.

Because this was best sampling method to do market survey. On the
other aspect, to cover all consumers in Ghaziabad was easy task.

39
RESEARCH APPROACH:
There are two basic approaches to research. Quantitative and
qualitative, my approaches are both.
RESEARCH INSTRUMENT:
Research’s instrument is questionnaires for collecting the primary data.
This is very common and flexible instrument.

COLLECTING THE DATA:

 Primary sources
 Secondary sources

Primary data:
Through survey researcher obtains primary data directly from the
Reader through following method.
 Observation method.
 Interview method.
 Questionnaires.
Observation method:
Researcher went to the dealer’s showroom and service center and
even parking places. Researcher directly observes the customers
researcher with out asking any question. Here researcher found most
of the customer was empty buying behavior.
Interview Method:
Researcher went to the service center and parking places and collects
the data through personal interview.
Through Questionnaires:
Researcher collects most of the data through questionnaires;
researcher went to the consumers and requested them to fill the
questionnaires.
Secondary data:

40
 Through Company Profile
 Through Newspapers
 Times of India
 Hindustan Times
 The Hindu
 Economics Times
 Through Magazines
 Business India
 Business India
 Auto India

SAMPLING SIZE: 141 RESPONDENTS

The total number of these selected persons is called sample size.
In this case, study sample units are One Hundred Forty One.

SAMPLE AREA: Ghaziabad Raj Nagar (Sec.23, 10, RDC), Rajendra

Nagar, Nehru Nagar, G.T. Road

41
42
 ANALYSIS

INFLUENCING FACTORS:
Factors No. of consumers %age
Advertisement 35 25
Sales Team 25 18
Friends 55 39
Family 26 18
TOTAL 141

45
39
40
35
S
T 30
N
E 25
D 25
N
O 18 18
P 20
S
E 15
R
10
5
0

INTERPRETATION:

 Most of the consumers i.e. 39% are influenced by the friends.

 25% consumers out of 141 respondents are influenced by
advertisement.
 18% consumers out of 141 respondents are influenced by the
family.
 Whereas, rest of the consumers i.e. 18% are influenced by sales
team while making the purchase decision.

43
 RESPONSE OF THE CONSUMERS REGARDING
MODELS AND COLOURS:

Company No. of models & colours %age

Hero Honda 60 42%
BAJAJ 50 36%
OTHERS 31 22%

hero honda
bajaj
others

INTERPRETATION:

Most of the consumers i.e. 36% like colors and models of Bajaj
motorcycles.
Whereas, equal 42% consumers like colours and models of Hero Honda
motorcycles.
Moreover, rest equal 22% consumers like coloures and models of
others motorcycles.

44
 PREFERENCE FACTOR:
Features of bikes No. of consumers % age
Power 68 48%
Mileage 56 40%
Low maintenance 17 12%
Total 141

12%

48%

40%

Power Mileage Low Maintenance

INTERPRETATION:
 40 % consumers prefer mileage in their bike.
 48 % consumers prefer power in their bike.
 12 % consumers prefer low maintenance in their bike.

45
 PREFERENCE OF BIKE REGARDING CC:

Prefer CC of bikes by No. of consumers % age

consumers
Under 100cc 0 0%
100-125cc 42 30%
125-150cc 72 51%
150cc & above 27 19%
Total 141

0%
19% 30%

51%

Under 100cc 100-125cc 125-150cc 150cc & above

INTERPRETATION:
 Most of the consumers i.e. 51% like to purchase the bike in
between 125 cc and 150 cc.
 And 30% of consumers like to purchase the bike in between 100 cc
and 125 cc.
 Whereas, rest 19% of consumers like to purchase the bike in 150 cc
and above.

46
 FACTORS AFFECTING CONSUMER BUYING
BEHAVIOUR:

Factors No. of %age

Respondents
Price 11 8%
Average 18 13%
Looks 45 31%
Brand Image 11 8%
Power 10 7%
Pick up 28 20%
Low Maintenance 10 7%
After Sales Service 8 8%
Total 141

50
45
45
40
35
RESPONDANTS

30 28

25
20 18

15 11 11 10 10
10 8

5
0

Price Average Looks

Brand Image Power Pick up
Low Maintenance After Sales Service

INTERPRETATION:
 31% consumers out of 141 are influenced by Looks Factors (Most
Influencing Factor).
 20% consumers out of 141 are influenced by pick up factor.
 13% consumers out of 141 are influenced by mileage.

47
 COMPARATIVE ANALYSIS:
Brand Name No. of consumers %age
Hero Honda 55 40
Bajaj 50 36
Other 36 24
TOTAL 141

60

50

40
HERO HONDA
30
BAJAJ
20 OTHERS

10

0
1st Qtr
INTERPRETATION:

 40% respondents out of 141 consumers like to purchase Hero

Honda (Surva Guna Smpana).
 36% respondents out of 141 consumers like to purchase Bajaj.
 24% respondents out of 141 consumers like to purchase others
.

48
 POST PURCHASE ANALYSIS:
Post Purchase Behavior No. of consumers %age
Full Satisfied 21 14.89
Satisfied 80 56.74
Dissatisfied 40 28.37
TOTAL 141

15%
28%

57%

Full Satisfied Satisfied Dissatisfied

INTERPRETATION:

 Only 15% consumers are full satisfied with their bike.

 Whereas 57% and 28% consumers are satisfied and dissatisfied
with their bike respectively.

49
50
 FINDINGS

AMONG DIFFERENT AGE GROUP

 The age group 20-25 years figures out to be very much aware
regarding different bikes.
 Warranty/Guarantee never influenced any age far the purchase
availability of spare part is considered most important.
 Mileage was given top priority.
 Gift schemes and finance option are not option is not more success
to influence the people.

DIFFERENT INCOME GROUP

 The income group Rs. 8000-12000 seems to be very aware

regarding bikes market.

OTHERS

 Bajaj and Hero Honda motorbikes are most familiar by people.

 An ideal byke as suggested by respondents should have following
features:

 Good looks
 Good mileage
 Affordable price
 After sales services

51
52
 SWOT ANALYSIS

STRENGTHS

 Installed manufacturing capacity until per annum.

 Technical and financial collaboration
 In motorbike collaboration with Japanese technology.
 Wide range of motorbike and scooter.
 Successful application of cost efficient inventory management
technique of JIT.
 Implementation of TQM quality circle meeting and kocizen.
 Scheme of participation.
 Extensive research and development both in house development
facility and interface with other in independent engineering.
 Large and competent work force
WEAKENESS

 Not much of media advertisement

 Inefficient in coupling the southern market in India.

OPPORTUNITY

 Boost up production to fully utilize the installed capacity.

 To chance of competition in the motorbike.
 Entry into light two wheeler category the demand of which and the
ever increase.
 Effectively meet the demand create by way of operation visitor
creating awareness among the rural consumer.

53
THREATS

 Sever competition by lightweight two-wheeler, which can make a

huge dent in the market Stiff competition, which as a relatively high
market with active participation in both northern and southern
market.
 Comparatively high speed.
 Change in government fiscal policy import customer.

54
55
 RECOMMENDATIONS & SUGGESTIONS

 The best target market for any new product is 20 to 35 yrs and
income group of 8000 to 12000.
 Before the launch an aggressive advertising must be carried out in
order to inform the consumer about the new bike.
 The media adopted for such purpose should be electronic as it is
wildly accepted.
 Continuous innovation in product process and services too are
recommended to get the competitive edge.
 Nicely designed and fuel efficient vehicle is must to find better
prospects and widen its market.
 Easily available spare parts at reasonable price backed by efficient
sales as competitions.
 An eye on competitor’s policies and review of its own according to
changing market condition will help in formulation of effective
strategies from time to time.
 The pricing TAG which BAJAJ is going to put on its bikes should not
be more Rs.35, 000 – 50,000 in any case, because it is the price
which is going to determine the success of the product.
 Through demonstration in rural area so that they can get
specification of bike.

56
57
 LIMITATIONS

 Small Sample size:

In my survey, I have taken a sample size of 141 customers, but
only with these samples I can’t make a proper conclusion.

 Time Constraint:
Time for this project is not sufficient. As I go for the survey at
the dealership then time for completing and filling the
questionnaires is not sufficient.

 Sample Area:
The study was conducted in GHAZIABAD only. Hence, the study
may not be useful for projection of behavioral aspect of
consumers living in other cities.

 Money Constraint:
Budget and finance are always been constraints in doing any
project.

58
 FUTURE DIRECTION OF THE RESEARCH

 There should be at least six months time period for conducting a

useful research in any field of industry or organization.

 The respondent should provide correct information as and when

needed by the researcher and employees of the organization should
be cooperative.

 Research should try to provide more elaborate information about

international marketing strategies.

 There should be more elaborate and meaningful suggestions and

recommendations by the researcher so that it can be helpful for the
growth prospects of the industry in the future.

59
60
 ANNEXURE

BIBLIOGRAPHY

In this project while finalizing and for analyzing quality problem in

detail the following books, magazines and websites have been
referred.

Books Consulted:

 Marketing Management – Philip Kotler

 Research Methodology – Kothari
 Business Statistics – S.P. Gupta

Magazines Consulted:

 Indian Journal of Marketing

 IBAT Journal of Management
 Journal of Indian Management & Strategy
 Auto Expo of India

Newspapers:-
 Hindustan times
 Times of India
 The Hindu
 Financial Express
 Economics times

Websites Consulted: -

 www.bajajauto.com
 www.herohonda.com
 www.google.com

61
 QUESTIONNAIRE

Name : ……………………………………………………….
Father's Name : ……………………………………………………….
Age : …….
Nationality : …………..
Address : ……………………………………………………….
……………………………………………………….
……………………………………………………….
Telephone Nos. : ……………………………………………………….

1. Are you using the bike:

a. Yes b. No

2. Which company have more models & colors in their bikes.

a. Hero Honda b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

3. Which company’s bike you like most

a. Hero Honda b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

4. What will you prefer while purchasing bikes

a. Mileage b. Power
c. Maintenance d. Price
e. Looks(design)

5. Who influence your decision most while purchasing bike

a. Parents b. Friends
c. Advertisement d. Other

6. How much money you can spent on bikes

a. 30,000-35,000 b. 35,000 - 40,000
c. 40,000 - 50,000 d. above 50,000

7. How much CC Bike attracts you the most.

a. Under 100 CC b. 100-125 CC
c. 125-150CC d. Above 150CC

62
8. Which Company provide bikes at most attractive Price.
a. Hero Honda b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

9. Which company produce minimum maintenance bike

a. Hero Honda b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

10. Which Company gives Maximum Mileage

a. Hero Honda b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

11. Which company provide the attractive finance facility

a. Hero Honda b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

12. Which company provide good promotional schemes :

a. Hero Honda b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

13. Which company provide good after sales services

a. Hero Honda b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

14. Which company’s pricing strategies are better according to their features
a. Hero Honda b. Bajaj
c. LML d. TVS
e. Yamaha f. Others

Consumer signature

63