DISSERTATION PROJECT REPORT

On
“A STUDY OF CUSTOMER SATISFACTION LEVEL
TOWARDS ROYAL ENFIELD

A Project report submitted in partial fulfillment for the Award of

the Bachelor of Business Administration (BBA)

(Marketing)

Submitted By
SANDEEP VISWAL BBA 6thSEM

Omkarananda Institute of Management &

Technology Rishikesh
 DECLARATION

I HERE BY DECLARE THAT THIS PROJECT REPORT ENTITLED A STUDY

OF CUSTOMER SATISFACTION LEVEL TOWARDS ROYAL
ENFIELD HAS BEEN PREPARED BY ME IS AN ORIGINAL WORK SUBMITTED
TO HEMVATI NANDAN BAHUGUNA GARHWAL UNIVERSITY TOWARDS
BACJELOR OF BUSINESS ADMINISTRATION. I ALSO HERE BY DECLARE THAT
THIS PROJECT REPORT HAS NOT BEEN SUBMITTED AT ANY TIME TO ANY
OTHER UNIVERSITY OR INSTITUTE FOR THE AWARD OF ANY DEGREE OR
DIPLOMA.

(SANDEEP VISWAL)
BBA 6TH SEM
MARKETING
 ACKNOWLEDGEMENT

Preservation, inspiration and motivation have always played a key role in the
success of any venture. In the present world of cut throat competition project is likely
a bridge between theoretical and practical working, willingly I have prepared this
particular project.

First of all I would like to thank the supreme power, the almighty God who is
obviously the one who has always directed me to work on the right path of my life.
With his grace this project could become a reality.

I feel highly delighted with the way my dissertation report

on topic“A STUDY OF CUSTOMER SATISFACTION LEVEL
TOWARDS ROYAL ENFIELD ”

(SANDEEP VISWAL)
BBA 6TH SEM
 GUIDE CERTIFICATE

6TH
This is to certify that SANDEEP VISWAL BBA SEM student
From Omkarananda Institute of Management & Technology
Rishikesh affiliated to HEMVATI NANDAN BAHUGUNA
GARHWAL UNIVERSITY has completed her project under my
supervision. He made this project to my entire satisfaction and as
per requirement of the course.

DR. VIKAS GAIROLA

Project Guide Signature

 EXECUTIVE SUMMARY

Royal Enfield is a motorcycle manufacturer, having its current base inIndia. 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 INTERPRETATIONS 36-50

7 FINDINGS 51-53

8 CONCLUSION 54-55

9 LIMITATIONS 56-57

10 SUGGESTION 58-59

ANNEXURE 60-63

BIBLIOGRAPHY 64-67
INTRODUCTION

1
 INTRODUCTION

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

Moradabad city. The main objective of the survey is to study the customer

satisfaction towards Royal Enfield. The data used for the analysis is primary data

and collected through the use of questionnaire. The respondents were the customer

of Royal Enfield. The sample size of my research is 50, and the respondents are

customers, a questionnaire consisting of 14 questions has been used to make this

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

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

drawn.And I have asked some questions to customers through which I am avail to

conduct this market survey report. I believe that this market survey report will help to

the reader for better understanding of the attitude of the customer.

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

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

from 1949. In 1955, the Indian government looked for a suitable motorcycle for its

police and army, for use patrolling the country's border. As far as the motorcycle

brand goes, though, it would appear that Royal Enfield is the only motorcycle brand

to span three centuries, and still going, with continuous production. Product range

has widened and the customer has evolved.

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

develop with customers. Keeping the existing customer contended is generally much

easier, takes less time and involves less expense. The reason for this is that it takes

more time to find new prospective customer. In this context study is conducted with

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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 automobile industry has grown by leaps and

bounds since the advent of the liberalization era the automobile industry and

especially the two wheeler segment has grown by leaps and bounds.

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

and restricted foreign investment have been done away with. The result of which

was the entry of foreign players into the Indian market. The two wheeler segment

was largely dominated by Automobile Products of India (API) and Enfield in the 50s.

Later on towards the end of the 50s Bajaj Autos began importing Vespa scooters

from Italian company Piaggio. In the following decades the automobile industry in

India was mainly dominated by scooters with API and later Bajaj dominating the

market. There were very few products and choices available as far as motorcycle is

concerned and Enfield bullet and Rajdoot dominated the market. The 80s saw the

entry of Japanese companies in the Indian market with the opening up of the market

to foreign companies. Hero Honda and TVS Suzuki are companies formed in this era

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

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

The Japanese companies not only collaborated with Indian companies to produce

thealready existing products but also brought in new technology as a result of which

3
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 industry in India forms a major chunk of

the automobiles produced inIndia. According to Society of Indian Automobile

Manufacturers statistics for the year2009 – 2010, two – wheelers comprise 76.49%

of market share among the vehiclesproduced in India.The production share of two

wheelers is quite similar to the market share. The twowheeler industry comprises

around 74% of the total automobiles produced in India. TheSIAM 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

4
growing at around 8 percent per annum for the last few years. Since the last four to

five years, the two wheelers segment has driven the overall volume growth on

account of the spurt in the sales of motorcycles. However, lately the passenger cars

and commercial vehicles segment has also seen a good growth due to high

discounts, lower financing rates and a pickup in industrial activity respectively. Major

automobile manufacturers in India include 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, 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

5
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.

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.

6
TOP EXPORT DESTINATIONS:
The Indian Automobile industry has attained new heights in the last ten years. It has

seen the vehicle production growing rapidly and industry has been making significant

contribution to the employment, directly and indirectly, and also to kitty of indirect

taxes. Today, all major OEMs are in India and many of them have made India a hub

for their small cars and exports.

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

with an aim to achieve domestic vehicle market of $82-119bn by 2016 and $12bn

export of vehicles. It also aimed at making India 7th largest vehicle producing country

in the world by 2016. And, we have already achieved this milestone in 2010, which is

good six years ahead of the target.

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

exports with three of the SAARC countries, Sri Lanka, Bangladesh and Nepal

featuring in the top 6 export destinations for Indian two wheelers segment.

However, exports to Sri Lanka, which used to be the largest importer of two

wheelers from India in 2006-07, have fallen by almost 20% since 2006-07 to reach

a level of $ 63mn of exports in 2009-10.

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

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

of 21% approximate. In fact, Nigeria has emerged as one of the fastest growing

destination for Indian two wheeler exports over past 4 years. India exported two

wheelers worth merely $ 6mn in Nigeria in 2006-07 which has grown by 15 times to

reach an export level of $ 103mn in 2009-10. Amongst the top 5 export

destinations in this segment, Colombia experienced the highest increase in growth

7
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 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,

8
 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 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.

 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.

9
 At present as many as 72% of the bikes are in the entry segment (defined as

75 to 125 cc), and 27% are in the executive segment (defined as 125-250 cc).

Only 1% of the bikes are in the premium segment.

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

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

that itself implies that it will be a market of about 200,000 to 250,000 annual

units, which is substantial and attractive. (As a comparison, the declining

Japanese market currently consumes only about 350,000 motorcycles

annually in the above-250 cc category, having fallen sharply over the past few

years).

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Customer satisfaction, a 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 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

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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 as possible. Even if you're not able to solve a problem right away, let the

customer know you're working on it.

3. Be Friendly and Approachable

A fellow Site Pointer once told me that you can hear a smile through the phone. This

is very true. It's very important to be friendly, courteous and to make your clients feel

like you're their friend and you're there to help them out. There will be times when

you want to beat your clients over the head repeatedly with a blunt object - it

happens to all of us. It's vital that you keep a clear head, respond to your clients'

wishes as best you can, and at all times remain polite and courteous.

4. Have a Clearly-Defined Customer Service Policy

This may not be too important when you're just starting out, but a clearly defined

customer service policy is going to save you a lot of time and effort in the long run. If

a customer has a problem, what should they do?

If the first option doesn't work then what? Should they contact different people for

billing and technical enquiries? If they're not satisfied with any aspect of your

customer service, who should they tell? There's nothing more annoying for a client

12
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

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

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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

• 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 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

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 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 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.

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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.

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.

17
COMPANYPROFILE

18
 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, 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

19
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.

- 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 them technical and managerial support while

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

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Infrastructure and Technology Collaborations

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

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

Enfield has done at their Chennai manufacturing facility.

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

changing customer preferences and the challenges of Indian and International

environment standards. When introducing a new product, this team undertakes all

related planning which includes a rigorous customer contact program, design,

concurrent engineering and testing processes. The bike Design team at Royal

Enfield is well equipped with high-end CAD/CAM workstations and the latest

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

innovative bikes designs to meet the markets expectations.

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

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

supply chain management system in operation.

Profile of the Organization

Royal Enfield are the makers of the famous Bullet

brand in India. Established in 1955, Royal Enfield

(India) is among the oldest bike companies. It stems

from the British manufacturer, Royal Enfield at

21
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.

Bullet became known for sheer power,

matchless stability, and rugged looks. It

looked tailor-made for Indian roads.

Motorcyclists in the country dreamt to drive it.

It was particularly a favorite of the Army and

Police personnel.

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

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

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

Vehicles, and Automotive Gears.

Royal Enfield made continuously incorporating new technology and systems in its

bikes. In 1996, when the Government of India imposed stringent norms for emission,

Royal Enfield was the first motorcycle manufacturer to comply. It was among the few

companies in India to obtain the WVTA (Whole Vehicle Type Approval) for meeting

the European Community norms. Today, Royal Enfield is considered the oldest

motorcycle model in the world still in production and Bullet is the longest production

run model.

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 Profile of the Products

Royal Enfield Bullet 350

One can be a part of classical prominence by

having a ride on Royal Enfield Bullet 350, a macho

bike which is stylish as well. The brawny is laden

with plenty of attention grabbing features like

traditional designing, astonishing power of 18 bhp

from air cooled, 4 stroke engine, large wheels, and better sitting for superior riding.

This has been the classical offering from Royal Enfield and the engineering and the

design has remained unchanged over the years. It has remained the flagship product

with the other products being perceived more as derivatives of this motorcycle rather

than standalone products.

Royal Enfield Bullet 500(Cast Iron)

Royal Enfield Bullet 500 is a classic bike having

vintage styling. The bike has hand-painted pin

stripes, a 4-speed transmission, double leading

shoe front brake and was touted as the powerhouse model with a whopping 27 bhp

output. While the bike looked mostly similar to the Standard 350cc offering, its bigger

engine made it a more potent vehicle to have on long rides.

23
24
Royal Enfield Bullet Electra 4S

Royal Enfield motorcycles were renowned for

having problems starting because of their CB

Point Ignition systems. In an attempt to break this

negative image, the company came up with

Electra. Electra was in effect a Standard 350cc

but had a CDI Ignition system.

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

TCI as a a part of the standard package.

Royal Enfield Lightning 535

Looking for an image makeover back in 2001,

Enfield came up with Lightning. It was a Limited

Edition 535cc motorcycle. The single-cylinder,

air-cooled 535cc engine was the largest SCAC

engine for any motorcycle in the world. The bike

received limited acceptance amongst users and was discontinued after 2006 but it

succeeded in rebuilding the power-bike image of Royal Enfield amongst the

enthusiasts.

Royal Enfield Bullet Electra 5S

With Electra 4S receiving quite a lot of

acceptance, Royal Enfield decided to add a

few more features to align themselves with

25
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 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.

26
Royal Enfield Classic

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.

27
OBJECTIVES OF THE
RESEARCH

28
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.

29
LITERATUREREVIEW

30
 LITERATURE REVIEW

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

are greatly overrepresented in fatal motor vehicle accidents. In the United States, the

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

the death rate per registered passenger car (17 per 100,000). Death rate calculated

per vehicle, however, do not take into account the substantially lower mileage

travelled by motorcyclists. Per mile travelled, the death rate for motorcycles is

estimated to be 22 times higher than the comparable death rate for passenger cars.

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

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

rate of 2.57 per 100 million miles. In Great Britain in 2002, the “Killed or Seriously

Injured” (KSI) casualty rate was 147 per 100 million vehicle kilometer for two

wheeled motor vehicle, whilst for car users the rate was 5 per 100 million vehicle

kilometers (DfT, 2003a). Besides the higher death rate, motorcyclists are more likely

to be injured when involved in an accident.

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

in which either a motorcycle or car was involved in a head on collision with a car

(that is, both types of vehicle collided with the same type of object in the same way).

Around 97% of motorcyclists were injured or killed in these collisions compared with

50.5% of car drivers (in accidents where the car driver or motorcyclists was not

injured, the injured parties were either passengers or the occupants of the other

vehicle). To take into account the possibility that motorcycle/car collisions may occur

31
at higher speeds than car/car collisions, they assessed a sample of 109

motorcycle/car head on collisions (that is, the impact speed was the same for the car

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

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

injured. The much higher injury rate confirmed that motorcyclists are more physically

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

million vehicle kilometer for two wheeled motor vehicle, compared to 50 for car users

in Britain 2002. The number of active motorcyclists could be estimated in principle

from DVLA information on the number of motorcyclist licences. The age and sex of

the rider is also given.

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

of active motorcyclists since large proportions of those with licences do not ride

regularly. A better measure of the number of active motorcyclists therefore is the

number of motorcycles licensed, as discussed in the previous section. One

significant drawback of this measure is that no demographic information of the

motorcyclists (age, sex, area, etc.) is available. Another problem of this measure is

that some owners fail to license their vehicle to avoid paying Vehicle Excise Duty

and some owners may own more than one bike. An alternative source of information

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

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

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

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

personal information. This information is invaluable in linking the motorcyclist

demographics, motorcycle information (such as engine size) with motorcycle use. Its

32
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 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

33
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 cognitive conspicuity (they

are less frequent and hence less expected than cars).

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

conspicuity. The face-on silhouette area of motorcycle is 30-40% of a passenger car

but this is enlarged, on the one hand, by fairings or, on the other, by changing the

angle of approach. Under daytime ambient light conditions, even motorcycles are big

enough to be seen far enough away to allow execution of avoidance manoeuvres

when they are in a driver's visual field. However, motorcycles’ small size increases

the likelihood that motorcycles will be obscured by traffic and their detection may rely

on their being seen in a gap a long distance away.

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

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

or bicycles except for their speed. Size is related to judgment of speed and distance

so that the speed difference between motorcycles and other road users may not

always be enough to enable drivers to discriminate between them at long distances.

These findings are supported by him. They found that people waiting to pull out at a

junction have problems detecting when a motorcycle will Literature Review on

Motorcycle Collision reach them. People judged an oncoming motorcycle would

reach them later than an oncoming car – despite the actual time to arrival being

34
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 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.

35
 RESEARCH
METHODOLOGY

36
 RESEARCH METHODOLOGY

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

define research as a scientific and systematic search for pertinent information on a

specific topic. Research is an art of scientific investigation. Research is an academic

activity and as such the term should be used in a technical sense. the term research

refers to systematic method consist of enunciating the problem ,formulating a

hypothesis, collecting the data, analysis the facts and reaching certain conclusion

either in a form of solution towards the concerned problem or in certain

generalization for some theoretical formulation. The system of collecting data for

research projects is known as research methodology. Research Methodology

represents the design of the research work.

Data sources : Primary and Secondary.

Data approaches : Questionnaire.

Sample size : 50

Sample procedure : Convenience sampling.

Area of survey : Saket

Data analysis method: Pie chart

Sampling design:

I. Sample Unit:

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

II. Sample size:

37
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.

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.

38
 DATA ANALYSIS
&
INTERPRETATION

39
 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

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.

40
 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

Interpretation

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

41
 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

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.

42
 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, 12% respondents said
35-40, 4% respondents said 30-35 and 60% respondents said below 30.

43
 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.

44
 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, 20% respondents saidDirect
second hand and 10% respondents said Used vehicle dealership.

45
 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 supply 20% 10
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 that they don’t get them
readily, 20% respondents said Don’t have good spares supply, 20% respondents
said Major headache.

46
 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

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.

47
 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

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.

48
 10. How you rate for your satisfaction level with respect to comfort and
safety of your Royal Enfield bike?

Option Percentage No. of Respondents

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

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.

49
 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.

50
 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

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.

51
 13. Where do you service your Royal Enfield bike?

Option Percentage No. of Respondents

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

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.

52
 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.

53
FINDINGS

54
 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.

 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.

55
 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.

 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.

56
CONCLUSION

57
 CONCLUSION

 The study has helped Royal Enfield dealers to understand whether the

customers are satisfied or not. If not what are main reasons for dissatisfaction

of customer towards the dealer and what are the ways of improving the

satisfaction level of customer towards dealer.

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

Royal Enfield, the buying behavior is governed predominantly by the need for

Power and respect for the iconic Brand and users are mostly Professional

Males, 20-35 years of age, including some students. Most of the customers

are attracted to newly released Classic 350/500, also customers are easily

affording the price of Royal Enfield bikes and customers are very loyal

towards the brand Royal Enfield.

 Royal Enfield should concentrate on its advertising campaign to reach the

customers, mileage of the Royal Enfield bikes is very economical and most of

them prefer to buy their bike brand new from showroom with the spare parts

available in market easily.

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

power, pick up, comfort, safety.

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

customers on regular basis to maintain its brand value and entire Royal

Enfield owner are passionate Royal Enfield fans.

58
LIMITATIONS

59
 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.

60
SUGGESTIONS

61
 SUGGESTIONS

 Aggressive selling- The Company should follow an aggressive selling

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

62
ANNEXURE

63
 QUESTIONNAIRE
Dear respondent,

I am the student ofWorld College of Technology & Management,

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

RESPONDENT PROFILE

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

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

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

2. How did you purchase the bike?

o Cash
o Loan

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

your bike?

64
 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
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

65
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
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

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 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 ResearchAn Applied Orientation’,

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

Websites:

 www.royalenfield.com

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