Project Report

On
“A STUDY OF CUSTOMER SATISFACTION LEVEL
TOWARDS ROYAL ENFIELD, DHEMAJI”

Submitted to

Dispur College, Guwahati

Submitted to partial fulfillment of the Requirement for the Degree of

BACHELOR OF BUSINESS ADMINISTRATION (BBA)

Under Supervision of: Submitted By:

Dr. Nripen Medhi Gursim Ranjit Singh
HOD, Deptt .Of BBA Reg. No. 17005912
Roll No. UM1710140015

Session 2017-2020
Dispur College
Guwahati
 DECLARATION

I hereby declare that the project entitled “A STUDY OF

CUSTOMER SATISFACTION LEVEL TOWARDS ROYAL
ENFIELD, DHEMAJI” 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, DHEMAJI” is the original work carried out by
GURSIM RANJIT SINGH student of BBA, DISPUR COLLEGE,
GUWAHATI during the year2017-2020 in partial fulfillment of the
requirements for 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. Nripen
Medhi ( HOD, Deptt .Of BBA )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.

Gursim Ranjit 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
segmentwith their flagship product “Bullet”. This report is an
outcome of a studyconducted to boost their sales, as part of our
Marketing Practices’Course assignment.

There are several forces at work in every sector and every industry
ofan 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
acompany. It also delves at all those forces at work that
couldpotentially change the fortunes of a company.

Be it a company thatwants to enter a new market segment or a

company that wishes tostrategically position its products, this report is
an invaluable tool forall. The report analyses the performance of the
leading players in themotorcycle industry which are competitors of
Royal Enfield orpotentially can be one.

This report outlines the study conducted for investigating the lean
areas for Royal Enfield from a marketing and sales perspective. Also
analyseshave been mentioned at appropriate places in support of the
same. Toconclude, it provides a broad map of various strategies to
boost RoyalEnfield 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 36-50

INTERPRETATIONS
7 FINDINGS 51-53

8 CONCLUSION 54-55

9 LIMITATIONS 56-57

10 SUGGESTION 58-59

11 ANNEXURE 60-63

12 BIBLIOGRAPHY 64-67
INTRODUCTION

1
 INTRODUCTION

This market survey report is based on the survey, which has been

done in the Dhemaji 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

2
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 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

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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.

4
The Japanese companies not only collaborated with Indian companies

to produce thealready existing products but also brought in new

technology as a result of which theever conquering 100cc bikes which

were extremely fuel efficient with 4 stroke engineswere launched in

India. These proved to be highly successful as they provided a

cheapand affordable means of personal transport to all those who

could not buy a car. Theflourishing middle class took a great liking

for these bikes and the bike sales in Indiabegan to grow exponentially

year on year leading to Hero Honda becoming the leader inthe 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 andlicensing

was abolished. 100% FDI was allowed in the automobile industry and

theexcise 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 dispensableincomes of households, easy access

to finance, etc. have led to two wheeler industrybecoming the

backbone of the automobile industry in India.The two wheeler

5
industry in India forms a major chunk of the automobiles produced

inIndia. 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 producedduring 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. India’s 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

6
pickup in industrial activity respectively. Major automobile

manufacturers in India include MarutiUdyog Ltd., General 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,
7
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 Kinetic’sintroduction 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.

8
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 customer’s 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

9
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 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

10
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 nation’s

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

11
 manufacturing capability, reduced margins put additional

pressure on the industry.

 On the positive side, India’s strength in software sector,

combined with skilled labor and low cost of manufacturing

should place it in a favorable position globally.

 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

that’s not the case with a four wheeler. So, the whole point is

unless there is some way where these two issues are addressed, I

don’t 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

12
 to keep a good watch on the major’s 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.

13
 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).

14
Customer satisfaction, a businessterm, 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

15
have high expectations and the reality falls short, they will be

disappointed and will likely rate their experience as less than

satisfying. For this reason, a luxury resort, for example, might receive

a lower satisfaction rating than a budget motel—even though its

facilities and service would be deemed superior in “absolute” terms.

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

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

16
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

17
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 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

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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 stone’s 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

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 • state-of-the-art technology

• validated, tested, & simulated to client specifications

• competitive pricing

• enhance customer value

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

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 • 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

• 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

21
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

1. Listen carefully to what the customer has to say, and let them

finish-Don't get defensive. The customer is not attacking you

22
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. I’ve learned it’s 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 you’re

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, I’ve found it’s best to propose one or more solutions to

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

solving the problem.

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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.

24
COMPANY PROFILE

25
 COMPANY PROFILE

Royal EnfieldIndia 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,

26
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.

Collaborations

Royal Enfield has existing technical tie-ups with :

- AVL, Austria for new engines.

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

27
- 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 Company’s stringent quality

standards. The company works closely with all of its suppliers, giving

28
them technical and managerial support while maintaining practices

like Direct-On-Line and Vendor Self-Certification.

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.

29
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 company started producing

the bikes in India and added the 500cc Bullet to its line. Within no

time, Bullet became popular in India.

30
 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.

31
32
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

33
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.

34
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

35
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 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 Enfield’s

“chrome monster”. Resplendent

with chrome, they are available in

36
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 Enfield’s 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 tourer’s

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

37
In 2008, Royal Enfield

unveiled its latest offerings –

the Classic 350 and the Classic

500.Styled in the vintage 50’s

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.

38
OBJECTIVES OF THE
RESEARCH

39
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.

40
LITERATURE REVIEW

41
 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

42
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 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

43
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

44
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

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

45
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 driver’s 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 observer’s experience or intentions affects the salience of the

approaching vehicle). Motorcycles have poor sensory conspicuity

(due to the smaller size of the motorcycle) but they also have poor

46
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

47
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 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

48
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.

49
RESEARCH METHODOLOGY

50
 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.

51
Area of survey : Saket

Data analysis method: Pie chart

Sampling design:

I. Sample Unit:

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 afresh 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.

52
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.

53
 DATA ANALYSIS
&
INTERPRETATION

54
 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

8% Bullet 500
12%
20% Thunder Brid
Bullet Electra
16% 20% Machismo 500
16% Bullet350
Classic 500/350
8%
other

Graph No.01

Interpretation

55
This chart shown that out of 50 respondents, 20% respondents said
Bullet 500model 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.

2. How did you purchase the bike?

Option Percentage No. of Respondents

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

36%

Cash
64% Loan

Graph No.02

56
Interpretation

This chart shown that out of 50 respondents, 64% respondents said

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

57
 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

Newspapers
8%
8% Magazines
20%
Friends
16% Road shows
20%
6TV Adds
8%
Website/blogs
12% Showroom
8%
Others

Graph No.03

Interpretation

58
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.

59
 4. Please specify your bike’s 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

8%
45km/lit & above
16%
40-45
60% 35-40

12% 30-35
Below 30
4%

Graph No.04

Interpretation

This chart shown that out of 50 respondents, 8% respondents said

their bike’s mieage is 45km/lit.& above, 16% respondents said 40-45,

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

61
 5. Are you satisfied with the bikes mileage?

Option Percentage No. of Respondents

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

30%

Yes
70% No

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.

62
 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

10%
Showroom
20%
Direct second hand
70%
Used vehicle
dealership

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,

63
20% respondents saidDirect second hand and 10% respondents said
Used vehicle dealership.

64
 7. Availability of spare parts in market?

Option Percentage No. of

Respondents
Readily available 40% 20
Don’t get them readily 20% 10
Don’t have good spares 20% 10
supply
Major headache 20% 10
Table No.07

Readily available
20%
40% don’t get
20% them readily
Don’t have good
20% spares supply
Major
headache

Graph No.07

Interpretation

This chart shown that out of 50 respondents, 40% respondents said

their bike’s spare are parts Readily available 20% respondents said

65
that they don’t get them readily, 20% respondents said Don’t have
good spares supply, 20% respondents said Major headache.

66
 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

No problem

6% 4% High maintenance
10%
20%
Poor after sales
20% service
40% High price

Low mileage

Noisy vehicle

Graph No.08

Interpretation

67
This chart shown that out of 50 respondents, 20% respondents said
they don’t 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.

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

68
 10%

30%
20% Poor
Average
Good
40% Excellent

Graph No.09

Interpretation

This chart shown that out of 50 respondents, 10% respondents

saidpower and pick up of their Royal Enfield bike is poor, 20%
respondents said average, 40% respondents said good, 30%
respondents said excellent.

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
69
 Good 44% 22
Excellent 30% 15
Table No.10

10%

30%
16% Poor
Average
Good
44% Excellent

Graph No.10

Interpretation

This chart shown that out of 50 respondents, 10% respondents

saidcomfort and safety of their Royal Enfield bike ispoor, 16%
respondents said average, 44% respondents said good, 30%
respondents said excellent.

70
 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

16%
44% 10% Poor
Average
Good
30%
Excellent

Graph No.11

Interpretation

This chart shown that out of 50 respondents, 16% respondents

saidafter sales service of their Royal Enfield bike is poor, 10%
respondents said average, 30% respondents said good, 44%
respondents said excellent.

71
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

72
 High maintenance

6% 4% Poor after sales

10% service
40% High price
20%
Low mileage
20%
Poor promotion

Noisy vehicle

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.

13.Where do you service your Royal Enfield bike?

Option Percentage No. of

Respondents
Showroom 60% 30

73
 Well known bullet mechanic 20% 10
Nearby garage 20% 10
Self service 0% 0
Table No.13

0% Showroom
20%
Well known bullet
20% mechanic
60%
Nearby garage

Self service

Graph NO.13

Interpretation

This chart shown that out of 50 respondents, 60% respondents

saidservice your Royal Enfield bikein showroom, 20% respondents
said Well known bullet mechanic and 20% respondents said Nearby
garage.

74
 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

44%

56% Yes
No

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 customersand 44% respondents no they do not agree.

75
FINDINGS

76
 FINDINGS

 20% respondents said Bullet 500model 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 bike’s 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.

77
 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 saiddirect

second hand and 10% respondents said Used vehicle dealership.

 40% respondents said their bike’s spare are parts Readily

available 20% respondents said that they don’t get them readily,

20% respondents said Don’t have good spares supply, 20%

respondents said Major headache.

 20% respondents said they don’t 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.

 10% respondents saidpower and pick up of their Royal Enfield

bike is poor, 20% respondents said average, 40% respondents

said good, 30% respondents said excellent.

78
 10% respondents saidcomfort and safety of their Royal Enfield

bike ispoor, 16% respondents said average, 44% respondents

said good, 30% respondents said excellent.

 16% respondents saidafter 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 saidservice your Royal Enfield bikein

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 customersand 44%

respondents no they do not agree.

79
CONCLUSION

80
 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.

81
 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.

82
LIMITATIONS

83
 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.

84
85
SUGGESTIONS

86
 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.

87
 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.

ANNEXURE

88
 QUESTIONNAIRE
Dear respondent,

I am the student of Dispur College , Guwahati ,conducting a

market survey report on “A STUDY ON CUSTOMER
SATISFACTION LEVEL TOWARDS ROYAL ENFIELD,
DHEMAJI” 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
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 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

4. Please specify your bike’s 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
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 o Used vehicles dealership

7. Availability of spare parts in market?

o Readily available
o don’t get them readily
o Don’t 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
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
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 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

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BIBLIOGRAPHY

93
 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

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