Harsh Kumar On Customer Satisfaction

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“A CUSTOMER SATISFACTION TOWARDS HONDA TWO

WHEELAR OF RATAN HONDA IN AGRA ”
Submitted in partial fulfilment for the award of the
Degree of Bachelor of Business Administration 2018-2019
Under the Guidance of : Submitted By:
Chandan Pal Singh Harsh kumar OR
Head Of Department A-17254457
MANORAMA INSTITUTE OF MANAGEMENT AND TECHNOLOGY,
LADAMDA, FATEHPUR SIKRI ROAD, AGRA

Affiliated to Dr. Bhim Rao kAmbedkar University, Agra
Paliwal par, Agra
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COMPREHENSIVE PROJECT TREPORT
ON
“A CUSTOMER SATISFACTION TOWARDS HONDA TWO WHEELAR OF

RATAN HONDA IN AGRA ”
SUBMITED TO
MANORAMA INSTITUTE OF MANAGEMENT & TECHNOLOGY
IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE AWARD FOR THE

DEGREE OF
BACHELOR OF BUSINESS ADMINISTRATION
IN
DR. BHIM RAO AMBEDKAR UNIVERSITY
UNDER THE GUIDENCE OF
PROF : CHANDAL PAL SINGH
SUBMITED BY
HARSH KUMAR ( 1705255071007 )
BBA SEMESTER IV
MANORAMA INSTITUTE OF MANAGEMENT AND TECHNOLOGIES
BBA PROGRAMME
AFFILIATED TO DR. BHIM RAO AMBEDKAR UNIVERSITY
AGRA
MAY 2019
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1) Preface
2) Acknowledgement
3) Objectives of the study
i. Research methodology
ii. Data collection
iii. Scope of the
iv. Limitations of the study
4) Over view of the study 8-
5) Introduction of Honda motors 9-
6) History of Honda motors 10 - 15
7) List of two wheelers of Honda motors 16 - 22
8) Marketing of company 23 - 27
i. Methodology
ii. Basic model
iii. Kano mode
iv. Customer coefficient
9) The conceptual framework 28 - 29
i. Independent variables major after sale service

ii. Supporting after sale service
iii. Customer satisfaction
10) Data collection 30 - 35
i. Result of correlation analysis of after sale service attributes with customer

satisfaction
ii. Customer requirements analysis as per kano model after sale service
iii. Customer satisfaction coefficient
11) Data analysis and interpretation 36 - 38
12) Swot analysis of the company 39 - 41
13) Mission and vision statement 41 - 44
14) Questionnaire 45 - 47
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PREFACE
Today we are at the doorstep of 21st century competition at various levels is

increasing day by day. New and new developments are taking place these days in all
fields all over India to make the life of the people more comfortable and luxurious
Thus in order to survive in market one should have practical as well as theoretical
knowledge about all different fields existing I market
BBA education brings its students in direct contact with the real corporate world
through industrial training. The BBA program provides its students with an in depth
study of various managerial activities that are performed ion any organization.
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ACKNOWLEDGE
Firstly we would like to thank almighty GOD, who bestowed upon us this opportunity for working
on this project and generated the capacity to successfully complete the project
We are extremely indebted to our project mentor Prof. Chandal Pal Singh for his valuable
suggestions and guidance. Which ensured an in-depth learning and understanding of the concepts.
His inputs from past experiences and practical interpretation of the problem helped us a lot in
comprehending the requirements of the project. This ensured great learning for us. He was always
helpful enough & was always able to take out some time of his busy schedule to guide us in this
project. Lastly we say we are lucky enough that we trained under his!
We would also like to extend our thanks to all the respondents who spared their valuable time and
helped us in filling up the questionnaire by providing the needed information. Lastly we would like
to thanks all of those who have helped to furnish this research successfully.
Lastly we would like to thank our parents for their moral support and our friends with whom we
shared our day-to-day experience and received lots of suggestions that improved my quality of
work.
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OBJECTIVES OF THE STUDY
1) To find out the customers satisfaction of Honda two wheeler
2) To find out the factors that influence on customer when they purchasing Honda
3) To find out expectation of customers
4) To helps service provider of Honda to find out the satisfaction of customer with
respect to after sales services provided by Ratan Honda
RESEARCH METHODOLOGY
Research methodology is a systematical way to solve the research problem. In
this we studied various steps that are generally adopted by a researcher in
studying his research problem along with the logic behind them.
RESEARCH DESIGN :- The project is based on the descriptive and analytical research desi
SAMPLE DESIGN
SAMPLE UNIT:- the population involved in this project is the customer from the Agra district
SAMPLE SIZE:- This refers to number of items to be selected from

universe to constitute a sample. In this research sample
SAMPLING TECHNIQUE :- Convenient sampling technique has been used for the study
DATA COLLECTION METHOD
Both primary and secondary data has been used to satisfy the objectives of the study
PRIMARY DATA :- The study is mainly based on primary data collected through a personal
interviews from the existing respondents own Honda two wheeler
SECONDRY DATA :- The data regarding company profile, industry profile etc. has been collected
from the by low of organization, office records and also information available on the web.
STATISTICAL TOOLS USED
For analysis and interpretation of primary data percentage

analysis is used mainly due to qualitative nature of data and analysed the data on the respondent.
Feedback.
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PERCENTAGE ANALYSIS
The collected data was analysed by using percentage analysis method.
Percentage was calculated by taking the number of respondents for a particular parameter against
the total number of respondents. The answer for questions asked in the questionnaire were
tabulated and analysed using simple percentage.
WEIGHTED AVERAGE ANALYSIS

Another tool used in this study is weighted average method for
analysing the rating and ranking scales it is know that a mean is considered to be the most
represented figure for the entire mass of data. this means for more realistic is average is calculated
by considering the weighted average for the same
SCOPE OF THE STUDY

The study is focuses on customer satisfaction towards the Honda two wheeler it includes
availability level of products, quality of the products, customer’s expectations towards the products
and problems faced by customer if any at Honda .
Customer satisfaction is the is a feeling of pleasure or disappointment resulting from comparing a
product’s perceived performance or outcomes inn relation to his or her expectations. So
satisfaction is the function of perceived performance and expectations. If the performance fall
short of expectations the customers dissatisfied. If the performance matches the expectations, the
customer is satisfied. If the performance exceeds expectation the customer is highly satisfied or
delighted.
When viewing the industrial sector we can see that all the corporate houses focusing on retaining
the customers without compromising on organizational objectives, ethics and values. Customers
are individuals and the organizations have to make each and every customer feel that they are
highly compassionate to them. Hence customer relationship management is having a wide scope in
modern world.
LIMITATIONS OF STUDY
 The study was restricted only to Agra district area.
 Many of the respondents have not given proper response
 The information that is provided by the individual may be biased
 Respondents were reluctant to disclose complete and correct information.
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A Study of Customer Satisfaction on After Sales

Service of Two Wheelers on Honda in agra
ABSTRACT
The purpose of this study is to explore the relationship between various

identified after-sales service attributes of Two Wheeler brands and customer
satisfaction. It further intends at segregating the major after sales service as per
Kano Model. This research is a quantitative research with a sample size of 250,
40 each on the basis of brands of bike and scooter. Sample is selected in a quota
and convenience basis. The brands which are taken as samples includes Honda,
Hero, Bajaj, Mahindra, Yamaha, Royal Enfield and others (TVS, Suzuki and
VR). Kano Model analysis, frequency analysis, correlation, ANOVA test,
independent sample t-test, etc. are used for data analysis. Kano model is taken
as a basic model for the study.
Surprisingly, it is found that supporting after sales service has more impact on
customer satisfaction than major after sales services have. Apparently, the most
valued after sales service is behaviour of technicians which has the strongest
and positive relation with customer satisfaction. Behaviour attributes play major
role in customer satisfaction. Likewise, functional and dysfunctional questions
are analyzed to carry out Kano Model Analysis. From the research, it is found
that Spare part supply, Warranty, Bike wash and Service camp are the must be
requirements. Likewise, Repair and Maintenance, Customer Care, Inspection
and Mobile Van (office hours) are regarded as one dimensional services. And,
Driving Orientation and 24 hours Mobile Van service are regarded as Attractive
services. At present, 63% of customers are satisfied with the after sales service
and 10% are very satisfied with the current after sales service. This study is
significant to distributors of two wheelers and parent companies, as they can
formulate after sales service strategies by understanding the present satisfaction
level of customers and degree of each after sales service attributed to satisfy the
customers.
Key words: Aftermarket, Customer Satisfaction, Kano Model, Descriptive and

Inferential Analysi
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Introduction
Customer Satisfaction is a measure of how products and services provided by a

company meet or surpass customer expectation. Nowadays, mere products cannot
satisfy customers’ expectation; customers demand instant after sales service as
well. Customer satisfaction largely depends on how customers are treated before,
during and after the sales is made, along with product or service utility.
According to Philip Kotler, after sales service is a service provided by the company
to a customer after the sale. After-sales services, a high-margin business, account
for a large chunk of corporate profits. According to a 1999 AMR Research report,
businesses earn 45% of gross profits from the aftermarket, although it accounts for
only 24% of revenues. The cost of attracting a new customer is estimated to be five
times the cost of keeping a current customer happy and hence, businesses are
conducting customers’ satisfaction survey to understand needs and wants of the
customer.
According to Automotive news (May 5, 2014), General Motors is planning to
shorten its customer satisfaction survey via online ratings and reviews which will
gather faster and effective feedback. Similarly, as per the J.D. Power Asia Pacific -
2014 India Customer Service Index (CSI) (Based on 1000-point scale), the top
three companies which top the list on customer satisfaction are Maruti Suzuki
890, Honda Cars India – 863 and Hyundai India – 863.
Nepal, being an importer of Two Wheelers, changing features to customize and
satisfy the needs of the customer is not an option. In this competitive market, one
of the strategies to satisfy the customer and probably make them loyal is by
delivering effective after sales services. Though Two Wheeler brands (Honda,
Hero, Bajaj, Mahindra, Royal Enfield, Yamaha, Suzuki, TVS etc) have managed to
provide after sales services from their various service centres, they are still
unaware about how many of their customers are satisfied and which after sale
service has the capacity to satisfy customers. Hence, this research answers the
questions like: In what ways are the after sale services being offered? Are the
customers’ satisfied from the after sales service? Which after sales service is highly
valued by the customer? Hence the major objectives of the research is to examine
the relationship between identified after sale services and customer satisfaction in
the two wheeler industry and to segregate the major identified after sales service as
per Kano Model.
A clear analysis of aftermarket of two wheelers, identification of true position in
terms of after sales service, knowledge of attractive, performance and threshold
attributes of after sales services, assessment of needs of the customers, etc. will be
the benefits for national distributors from this study. Likewise, Parent companies
will have a clear picture of condition of after sales service and customer
satisfaction level in Kathmandu Valley which will be helpful in making future after
sales servicedecisions.
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History
Honda Motorcycle and Scooter India, Private Limited (HMSI) is the wholly owned Indian subsidiary
of Honda Motor Company, Limited, Japan.[2] Founded in 1999,[2] it was the fourth Honda
automotive venture in India, after Kinetic Honda Motor Ltd (1984-1998), Hero Honda (1984-2011)
and Honda Siel Cars India (1995-2012).[3] HMSI was established in 1999 at Manesar, District
Gurgaon, Haryana.
Currently HMSI has four manufacturing locations at Manesar in Haryana, Tapukara in Rajasthan,
Narsapura, Kolar in Karnataka and Vithalpur, NW of Ahmedabad.
Scooter -exclusive plant in Gujarat. Its facility in Narsapura is the largest amongst its four locations
and has a capacity of 6,600 vehicles per day. Honda India sales skyrocketed up to 4.28 million
motorcycles and scooters backed by scooterization of India via bestselling scooter Activa over
350,000 scooter sales in September 2017. Honda scooter Activa sales record expected 3.5million
scooters in 2017/18. Honda motorcycle & scooter started independent operation since 2010s after
separation from Hero Honda motors J/V since 1984. 6million production capacity establishment
within 7 years record in India, Top world motorcycle market.
Honda Motor Company, Ltd. (Japanese: 本田技研工業株式会社 Hepburn: Honda Giken Kōgyō KK,
IPA: [honda] (About this soundlisten); /ˈhɒndə/) is a Japanese public multinational conglomerate
corporation primarily known as a manufacturer of automobiles, aircraft, motorcycles, and power
equipment.
Honda has been the world's largest motorcycle manufacturer since 1959,[2][3] as well as the
world's largest manufacturer of internal combustion engines measured by volume, producing more
than 14 million internal combustion engines each year.[4] Honda became the second-largest
Japanese automobile manufacturer in 2001.[5][6] Honda was the eighth largest automobile
manufacturer in the world in 2015.[7]
Honda was the first Japanese automobile manufacturer to release a dedicated luxury brand, Acura,
in 1986. Aside from their core automobile and motorcycle businesses, Honda also manufactures
garden equipment, marine engines, personal watercraft and power generators, and other products.
Since 1986, Honda has been involved with artificial intelligence/robotics research and released their
ASIMO robot in 2000. They have also ventured into aerospace with the establishment of GE Honda
Aero Engines in 2004 and the Honda HA-420 HondaJet, which began production in 2012. Honda has
three joint-ventures in China (Honda China, Dongfeng Honda, and Guangqi Honda).
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In 2013, Honda invested about 5.7% (US$6.8 billion) of its revenues in research and
development.[8] Also in 2013, Honda became the first Japanese automaker to be a net exporter
from the United States, exporting 108,705 Honda and Acura models, while importing only 88,357.
Honda's foray into four wheelers started with Honda T360 in 1963
Throughout his life, Honda's founder, Soichiro Honda, had an interest in automobiles. He worked as
a mechanic at the Art Shokai garage, where he tuned cars and entered them in races. In 1937, with
financing from his acquaintance Kato Shichirō, Honda founded Tōkai Seiki (Eastern Sea Precision
Machine Company) to make piston rings working out of the Art Shokai garage. After initial failures,
Tōkai Seiki won a contract to supply piston rings to Toyota, but lost the contract due to the poor
quality of their products. After attending engineering school without graduating, and visiting
factories around Japan to better understand Toyota's quality control processes, by 1941 Honda was
able to mass-produce piston rings acceptable to Toyota, using an automated process that could
employ even unskilled wartime laborers.
Tōkai Seiki was placed under control of the Ministry of Commerce and Industry (called the Ministry
of Munitions after 1943) at the start of World War II, and Soichiro Honda was demoted from
president to senior managing director after Toyota took a 40% stake in the company.[10] Honda
also aided the war effort by assisting other companies in automating the production of military
aircraft propellers.[10] The relationships Honda cultivated with personnel at Toyota, Nakajima
Aircraft Company and the Imperial Japanese Navy would be instrumental in the postwar period.[10]
A US B-29 bomber attack destroyed Tōkai Seiki's Yamashita plant in 1944, and the Itawa plant
collapsed in 13 January 1945 Mikawa earthquake. Soichiro Honda sold the salvageable remains of
the company to Toyota after the war for ¥450,000, and used the proceeds to found the Honda
Technical Research Institute in October 1946.[10][12]
With a staff of 12 men working in a 16 m2 (170 sq ft) shack, they built and sold improvised
motorized bicycles, using a supply of 500 two-stroke 50 cc Tohatsu war surplus radio generator
engines.[10][11]:19[13] When the engines ran out, Honda began building their own copy of the
Tohatsu engine, and supplying these to customers to attach to their bicycles.[10][13] This was the
Honda A-Type, nicknamed the Bata Bata for the sound the engine made.[10] In 1949, the Honda
Technical Research Institute was liquidated for ¥1,000,000, or about US$5,000 today; these funds
were used to incorporate Honda Motor Co., Ltd.[11]:21 At about the same time Honda hired
engineer Kihachiro Kawashima, and Takeo Fujisawa who provided indispensable business and
marketing expertise to complement Soichiro Honda's technical bent.[11]:21 The close partnership
between Soichiro Honda and Fujisawa lasted until they stepped down together in October 1973.
The first complete motorcycle, with both the frame and engine made by Honda, was the 1949 D-
Type, the first Honda to go by the name Dream.[12][14] Honda Motor Company grew in a short
time to become the world's largest manufacturer of motorcycles by 1964.[citation needed]
The first production automobile from Honda was the T360 mini pick-up truck, which went on sale in
August 1963.[15] Powered by a small 356-cc straight-4 gasoline engine, it was classified under the
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cheaper Kei car tax bracket.[16] The first production car from Honda was the S500 sports car, which
followed the T360 into production in October 1963. Its chain-driven rear wheels pointed to Honda's
motorcycle origins.
Over the next few decades, Honda worked to expand its product line and expanded operations and
exports to numerous countries around the world. In 1986, Honda introduced the successful Acura
brand to the American market in an attempt to gain ground in the luxury vehicle market. The year
1991 saw the introduction of the Honda NSX supercar, the first all-aluminum monocoque vehicle
that incorporated a mid-engine V6 with variable-valve timing
CEO Tadashi Kume was succeeded by Nobuhiko Kawamoto in 1990. Kawamoto was selected over
Shoichiro Irimajiri, who oversaw the successful establishment of Honda of America Manufacturing,
Inc. in Marysville, Ohio. Irimajiri and Kawamoto shared a friendly rivalry within Honda; owing to
health issues, Irimajiri would resign in 1992.
Following the death of Soichiro Honda and the departure of Irimajiri, Honda found itself quickly
being outpaced in product development by other Japanese automakers and was caught off-guard
by the truck and sport utility vehicle boom of the 1990s, all which took a toll on the profitability of
the company. Japanese media reported in 1992 and 1993 that Honda was at serious risk of an
unwanted and hostile takeover by Mitsubishi Motors, which at the time was a larger automaker by
volume and was flush with profits from its successful Pajero and Diamante models.[19]
Kawamoto acted quickly to change Honda's corporate culture, rushing through market-driven
product development that resulted in recreational vehicles such as the first-generation Odyssey
and the CR-V, and a refocusing away from some of the numerous sedans and coupes that were
popular with the company's engineers but not with the buying public. The most shocking change to
Honda came when Kawamoto ended the company's successful participation in Formula One after
the 1992 season, citing costs in light of the takeover threat from Mitsubishi as well as the desire to
create a more environmentally friendly company image.[20]
The Honda Aircraft Company was established in 1995, as a wholly owned subsidiary; its goal was to
produce jet aircraft under Honda's name.[21]
On 23 February 2015, Honda announced that CEO and President Takanobu Ito would step down
and be replaced by Takahiro Hachigo by June; additional retirements by senior managers and
directors were expected.[22]
Corporate profile and divisions

Honda is headquartered in Minato, Tokyo, Japan. Their shares trade on the Tokyo Stock Exchange
and the New York Stock Exchange, as well as exchanges in Osaka, Nagoya, Sapporo, Kyoto, Fukuoka,
London, Paris and Switzerland.
The company has assembly plants around the globe. These plants are located in China, the United
States, Pakistan, Canada, England, Japan, Belgium, Brazil, México, New Zealand, Malaysia,
Indonesia, India, Philippines, Thailand, Vietnam, Turkey, Taiwan, Perú and Argentina. As of July
2010, 89 percent of Honda and Acura vehicles sold in the United States were built in North
American plants, up from 82.2 percent a year earlier. This shields profits from the yen's advance to
a 15-year high against the dollar.[23]
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Honda's Net Sales and Other Operating Revenue by Geographical Regions in 2007[24]
Geographic Region Total revenue (in millions of ¥)

Japan 1,681,190
North America 5,980,876
Europe 1,236,757
Asia 1,283,154
Others 905,163
American Honda Motor Company is based in Torrance, California. Honda Racing Corporation (HRC)
is Honda's motorcycle racing division. Honda Canada Inc. is headquartered in Markham,
Ontario,[25] it was originally planned to be located in Richmond Hill, Ontario, but delays led them
to look elsewhere. Their manufacturing division, Honda of Canada Manufacturing, is based in
Alliston, Ontario. Honda has also created joint ventures around the world, such as Honda Siel Cars
and Hero Honda Motorcycles in India,[26] Guangzhou Honda and Dongfeng Honda in China, Boon
Siew Honda in Malaysia and Honda Atlas in Pakistan.
Following the Japanese earthquake and tsunami in March 2011 Honda announced plans to halve
production at its UK plants.[27] The decision was made to put staff at the Swindon plant on a 2-day
week until the end of May as the manufacturer struggled to source supplies from Japan. It's
thought around 22,500 cars were produced during this period.
For the fiscal year 2018, Honda reported earnings of US$9.534 billion, with an annual revenue of
US$138.250 billion, an increase of 6.2% over the previous fiscal cycle. Honda's shares traded at over
$32 per share, and its market capitalization was valued at US$50.4 billion in October 2018.[28]
Year Revenue
in mil. USD$ Net income
in mil. USD$ Total Assets
in mil. USD$ Employees
2005 77,851 4,376 83,853
2006 89,172 5,373 95,145
2007 99,784 5,331 108,329
2008 108,026 5,400 113,540
2009 100,112 1,370 118,189
2010 92,655 3,052 125,594
2011 107,242 6,762 138,851
2012 100,941 2,820 149,616
2013 119,523 4,443 164,988 190,338
2014 118,425 5,741 156,220 198,561
2015 121,286 4,636 167,675 204,730
2016 121,190 2,860 151,303 208,399
2017 130,193 5,734 176,311 211,915
2018 138,250 9,534 174,143 215,638
Leadership
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Name Years
Soichiro Honda 1948–1973
Kiyoshi Kawashima 1973–1983
Tadashi Kume 1983–1990
Nobuhiko Kawamoto 1990–1998
Hiroyuki Yoshino 1998–2003
Takeo Fukui 2003–2009
Takanobu Ito 2009–2015
Takahiro Hachigo 2015–
Motorcycles
For a list of motorcycle products, see List of Honda motorcycles.
Honda is the largest motorcycle manufacturer in Japan and has been since it started production in
1955.[10] At its peak in 1982, Honda manufactured almost three million motorcycles annually. By
2006 this figure had reduced to around 550,000 but was still higher than its three domestic
competitors.[10]
In 2017, India became the largest motorcycle market of Honda.[35] In India, Honda is leading in the
scooters segment, with 59 percent market share.[36]
During the 1960s, when it was a small manufacturer, Honda broke out of the Japanese motorcycle
market and began exporting to the U.S. Working with the advertising agency Grey Advertising,
Honda created an innovative marketing campaign, using the slogan "You meet the nicest people on
a Honda." In contrast to the prevailing negative stereotypes of motorcyclists in America as tough,
antisocial rebels, this campaign suggested that Honda motorcycles were made for the everyman.
The campaign was hugely successful; the ads ran for three years, and by the end of 1963 alone,
Honda had sold 90,000 motorcycles.[11]:{{{1}}}
Taking Honda's story as an archetype of the smaller manufacturer entering a new market already
occupied by highly dominant competitors, the story of their market entry, and their subsequent
huge success in the U.S. and around the world, has been the subject of some academic controversy.
Competing explanations have been advanced to explain Honda's strategy and the reasons for their
success.[37]
The first of these explanations was put forward when, in 1975, Boston Consulting Group (BCG) was
commissioned by the UK government to write a report explaining why and how the British
motorcycle industry had been out-competed by its Japanese competitors. The report concluded
that the Japanese firms, including Honda, had sought a very high scale of production (they had
made a large number of motorbikes) in order to benefit from economies of scale and learning curve
effects. It blamed the decline of the British motorcycle industry on the failure of British managers to
invest enough in their businesses to profit from economies of scale and scope.[38]
2004 Honda Super Cub
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The second explanation was offered in 1984 by Richard Pascale, who had interviewed the Honda
executives responsible for the firm's entry into the U.S. market. As opposed to the tightly focused
strategy of low cost and high scale that BCG accredited to Honda, Pascale found that their entry
into the U.S. market was a story of "miscalculation, serendipity, and organizational learning" – in
other words, Honda's success was due to the adaptability and hard work of its staff, rather than any
long term strategy.[39] For example, Honda's initial plan on entering the US was to compete in
large motorcycles, around 300 cc. Honda's motorcycles in this class suffered performance and
reliability problems when ridden the relatively long distances of the US highways.[11]:41–43 When
the team found that the scooters they were using to get themselves around their U.S. base of San
Francisco attracted positive interest from consumers that they fell back on selling the Super Cub
instead.[11]:41–43
The most recent school of thought on Honda's strategy was put forward by Gary Hamel and C. K.
Prahalad in 1989. Creating the concept of core competencies with Honda as an example, they
argued that Honda's success was due to its focus on leadership in the technology of internal
combustion engines.[40] For example, the high power-to-weight ratio engines Honda produced for
its racing bikes provided technology and expertise which was transferable into mopeds. Honda's
entry into the U.S. motorcycle market during the 1960s is used as a case study for teaching
introductory strategy at business schools worldwide.
Main article: Honda Racing Corporation
Honda RC212V raced by Dani Pedrosa

Honda Racing Corporation (HRC) was formed in 1982. The company combines participation in
motorcycle races throughout the world with the development of high potential racing machines. Its
racing activities are an important source for the creation of leading edge technologies used in the
development of Honda motorcycles. HRC also contributes to the advancement of motorcycle sports
through a range of activities that include sales of production racing motorcycles, support for
satellite teams, and rider education programs.
Soichiro Honda, being a race driver himself, could not stay out of international motorsport. In 1959,
Honda entered five motorcycles into the Isle of Man TT race, the most prestigious motorcycle race
in the world. While always having powerful engines, it took until 1961 for Honda to tune their
chassis well enough to allow Mike Hailwood to claim their first Grand Prix victories in the 125 and
250 cc classes. Hailwood would later pick up their first Senior TT wins in 1966 and 1967. Honda's
race bikes were known for their "sleek & stylish design" and exotic engine configurations, such as
the 5-cylinder, 22,000 rpm, 125 cc bike and their 6-cylinder 250 cc and 297 cc bikes.
In 1979, Honda returned to Grand Prix motorcycle racing with the monocoque-framed, four-stroke
NR500. The FIM rules limited engines to four cylinders, so the NR500 had non-circular, 'race-track',
cylinders, each with 8 valves and two connecting rods, in order to provide sufficient valve area to
compete with the dominant two-stroke racers. Unfortunately, it seemed Honda tried to accomplish
too much at one time and the experiment failed. For the 1982 season, Honda debuted their first
two-stroke race bike, the NS500 and in 1983, Honda won their first 500 cc Grand Prix World
Championship with Freddie Spencer. Since then, Honda has become a dominant marque in
motorcycle Grand Prix racing, winning a plethora of top level titles with riders such as Mick Doohan
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and Valentino Rossi. Honda also head the number of wins at the Isle of Man TT having notched up
227 victories in the solo classes and Sidecar TT,[61] including Ian Hutchinson's clean sweep at the
2010 races.[62]
The outright lap record on the Snaefell Mountain Course was held by Honda, set at the 2015 TT by
John McGuinness at an average speed of 132.701 mph (213.562 km/h) on a Honda CBR1000RR,[63]
bettered the next year by Michael Dunlop on a BMW S1000RR at 133.962 mph (215.591 km/h).[64]
In the Motocross World Championship, Honda has claimed six world championships. In the World
Enduro Championship, Honda has captured eight titles, most recently with Stefan Merriman in
2003 and with Mika Ahola from 2007 to 2010. In motorcycle trials, Honda has claimed three world
championships with Belgian rider Eddy Lejeune.
List by engine size
Name Engine size (cc)

1. Beat (FC50) 48
2. Zoomer/Ruckus (NPS50) 49
3. ZB50 49
4. XR50R 49
5. Trail 50 (C100H, C100T, CA100T) 49
6. Super Cub C100, CA100, C102, C50, Sports C110, C111. C110D, C114 49
7. SS50 49
8. Spree (NQ50) 49
9. SGX50 (Sky) 49
10. NCZ50 also known as Motocompo 49
11. MT5, MT50 49
12. Motra (CT50) 49
13. Moped (X8RS) 49
14. Moped (SH50) 49
15. Moped (SFX50) 49
16. Moped (PF50/Amigo) 49
17. Moped (PC50, PS50) 49
18. Moped (PA50/Hobbit/Camino) 49
19. Moped (P50, P25) 49
20. Mini Trail (Z50R) 49
21. Mini Trail (Z50M) 49
22. Mini Trail (Z50J) 49
23. Mini Trail (Z50A) 49
24. Metropolitan Jazz (CHF 50) 49
25. Metropolitan II (CHF50P) 49
26. Melody NB50, ND50, NP50, NS50 49
27. MB5, MB50 49
28. Hunter Cub (CT50) 49
29. Express (NC50) 49
30. Elsinore (MR50) 49
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31. Elite E (SB50) 49

32. Dio 49
33. CB50 49
34. AC15 50
35. Trail 55 (C105H, C105T, CA105T) 54
36. Super Cub C105, CD105, Honda C115 Sports 54
37. Super Cub C65, S65 63
38. ST70, CT70 Trail 70 72
39. Scrambler (CL70) 72
40. Motosport (XL70) 72
41. Motosport (SL70) 72
42. C70 Passport, CD70 72
43. XL80 79
44. XR80 80
45. Aero 80 (NH80) 80
46. CR85R Expert 85
47. Super Cub C90 (12 volt) 86
48. Trail 90 (CT200) 87
49. Super Cub CM90, Honda Trail 90 C200 87
50. Trail 90 (CT90) 89
51. Super Cub CM91, C90 (6 volt), CD90 89
52. S90 CS90, Sport 90, Super 90 90
53. SupraFit, FitX, Wave 100(NF100) 97
54. Super Cub C100EX 97
55. Revo 100 (NF100) 97
56. Astrea Supra 100 Series (C100EX) 97
57. Astrea Prima (C100EX) 97
58. Astrea Grand, Astrea Impressa, Dream 100, Astrea Legenda (C100EX) 97
60. H100S Super 100
61. Bravo 100
62. Bali also known as SJ 100 100
63. Dio/Lead 102
64. Trail 110 (CT110) 105
65. GL-100 ASIA 105
66. Super Cub 110 109
67. S110 Benly 109
68. Revo 110 series, Wave 110 Series (NF110) 109
69. Livo 109
70. Honda Vario TECHNO AT 109
71. Honda Vario AT / CLICK AT 109
72. Honda Spacy AT 109
73. Honda Scoopy AT 109
74. Honda iCON / BeAT 110 AT Series 109
75. Dream Yuga/Dream Neo/CD 110 Dream 109
76. CB Twister, CB110 109
77. Blade 110R, WaveDash 110R, CZ-i (NF11A) 109
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18
78. Aviator 109

79. Activa 109/125
80. XRM 110
81. XL125 122/124
82. CB125 122/124
83. MT125R 123
84. Vario 125 / Click 125/124
85. Varadero (XL125V) 124
86. Supra X 125 (NF125 KPH) 124
87. Super Sport (CG125) 124
89. NSR125 (JC20, JC21) 124
90. Nova Sonic RS125 124
91. New Supra X 125 Fi (NF125 KYZ) 124
92. Kirana (NF125 KPH) 124
93. Karisma (NF125 KPH) 124
94. Juno M80 124
95. Honda LS125R 124
96. GL-Max NeoTech 1250 (GL-125) 124
97. GL-Max 125 (CB125JX) 124
98. GL-125 124
99. Elsinore (CR125M) 124
100. CM125 124
101. CLR125 "CityFly" 124
102. CD125TC Benly 124
103. CB125TD Superdream 124
104. CB125E 124
105. Blade 125 Fi(NF125 KYZ) 124
106. Benly (C92, CB92) 124
107. Super Sport (SS125) 125
108. Super Sport (CB125) 125
109. Shine 125
110. Shadow 125
111. Rebel 125
112. RC143 125
113. PCX125 125
114. Pantheon FES125 125
115. Innova (ANF125) 125
116. Honda NS125 125
117. Grom 125
118. Dylan 125 125
119. CBR125 125
120. Atlas Honda CG125 125
121. Aero & Lead (NH125) 125
122. GL-PRO Black Engine (GL-145 Black) 144
123. GL-PRO (GL-145) 144
124. Winner 150 / Supra 150 GTR 149
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19
125. Verza (GL150) 149

126. Unicorn 149
127. Trigger 149
128. Pantheon (FES150) 149
129. NSR150 (NS150) 149
130. New Mega Pro (GL150) 149
131. FSX150 (NS150) 149
132. CRF150R Expert 149
133. CRF150R 149
134. CRF150L 149
135. CRF150F 149
136. CBR150R K45 149
137. CBR150R 149
138. CB150R (K15) 149
139. SH150, SH150i 153
140. Benly (C95) 154
141. TMX155 155
142. Juno M85 169
143. Super Sport (CB175) 174
144. CD175 174
145. XL175 175
146. Juno K 189
147. Reflex (TLR200) 194
148. Tiger 2000 (GL-200) 196
149. Phantom (TA200) 197
150. CL200 198
151. CB200 198
152. Fatcat (TR200) 199
153. Roadmaster (CD200) 200
154. Honda TLR200 200
155. Juno KA/KB 220
156. CD250U 233
157. Rebel (CMX250C, CMX250CD) 234
158. Nighthawk (CB250) 234
159. CM250C, CM250T 234
160. Integra (VT250F) 248
161. Elsinore (CR250M) 248
162. CR250R 248
163. XR250R 249
164. Super Dream (CB250N) 249
165. Spada (VT250L, MC20) 249
166. Reflex (NSS250) 249
167. NX250/AX-1 249
168. NSR250R (MC16, MC18, MC21, MC28) 249
169. MVX250F (MC09) 249
170. Hornet (CB250F) 249
171. Dream (CB250) 249
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20
172. CRF250L 249

173. CBX250RS 249
174. CBR250 249
175. CB250 G5 249
176. Big Ruckus (PS250) 249
177. XL250 250
178. VTR250 (Interceptor and MC33) 250
179. Sport (CB250) 250
180. Helix (CN250) 250
181. Hawk (CB72) 250
182. Dream (C71, C72) 250
183. Dream (C70) 250
184. CJ250T 250
185. CBR250R (MC41) 250
186. CBF250 250
187. CB250RS 250
188. CB300R 286
189. XRE300 291
190. Super Hawk (CB77) 305
192. Dream (C76, C77) 305
193. CB350 Super Sport 325
194. XL350R 350
195. Sport (CB350) 350
196. Four (CB350F) 350
197. Sport (CB360, CB360T) 356
199. NS400R 387
200. CL400 387
201. Hawk (CB400T, CB400T II) 395
202. CM400 395
203. CB400N 395
204. VRX400 Roadster 398
205. VFR400 (NC30) 399
206. VF400F (NC13) 399
207. RVF400R (NC35) 399
208. CB-1 (CB400F, NC27) 399
209. CBX400 400
210. CBR400RR (NC23, NC29) 400
211. (Bros) NT400 400
212. Four (CB400F) 408
213. Sport/Hellcat (CB450) 444
215. Nighthawk (CB450SC) 445
216. Rebel (CMX450) 447
217. Hondamatic (CM450A) 447
218. CRF450R 449
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21
219. CB450DX (CB450N/PC14) 450

220. CR480 472
221. Ascot (VT500, VT500FT) 491
222. (VT500E) 491
223. Ascot (FT500) 498
224. CBF500 499
225. XBR500 500
226. Turbo (CX500) 500
227. Tourist Trophy (GB500) 500
228. Sport (CB500 twin) 500
229. Silver Wing (GL500) 500
230. Shadow VT500 500
231. NSR500 500
232. Magna V30 (VF500C) 500
233. Interceptor (VF500F) 500
234. Four (CB500) 500
235. CX500 500
236. Nighthawk (CB550SC 550
237. Four (CB550F) 550
238. Four (CBX550F/FII) 572.5
239. XR600R (offroad) 600
240. Transalp (XL600V) 600
241. Shadow (VT600C VLX) 600
242. Hurricane (CBR600F) 600
243. Honda CBR600F3 600
244. Honda CBR600F2 600
245. CBR600RR 600
246. CBR600F4i 600
247. CBF600S 600
248. CBF600N 600
249. CB600F also known as Hornet, and 599 600
250. 599 600
251. Four (CB650) 626
252. XR650L 650
253. Turbo (CX650T) 650
255. Silver Wing (GL650) 650
256. NTV/Revere (NTV650) 650
258. Dominator (NX650) 650
259. Deauville (NT650V) 650
260. CBX650 650
261. Bros/HawkGT (NT650) 650
262. Africa Twin (RD03) 650
263. Honda CTX700N 670
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266. Honda NC700D Integra 700

267. Honda DN-01 700
268. Deauville (NT700V) 700
269. Hondamatic (CB750A) 736
270. Four (CB750) 736
271. XLV750R 750
272. VFR750R RC30 750
273. Sabre (VF750S) 750
274. RVF750 RC45 750
275. NR 750
276. Nighthawk (CB750, CB750SC) 750
277. Magna Deluxe (VF750CD) 750
278. Magna (VF750C V45) 750
279. Interceptor (VF750F, VFR750) 750
280. CBX750 750
281. Africa Twin (RD07) 750
282. RC212V 800
283. Pacific Coast (PC800) 800
284. Interceptor (VFR800FI) 800
285. Crossrunner 800
286. Super Sport (CB900F) a.k.a. 919 900
287. Custom (CB900C) 900
288. CBR900RR including CBR954RR 900
289. RC211V 990
290. Gold Wing (GL1000) 999
291. XL1000V Varadero 1000
292. VTR1000R (RVT1000) SP1 & SP2 RC51 1000
293. Super Sport (CBX) 1000
294. RC51 (RVT1000R) 1000
295. Hurricane (CBR1000F) 1000
296. Honda VTR1000f (a.k.a. Super Hawk a.k.a. Firestorm) 1000
297. Custom (CB1000C) 1000
298. CBX1000 1000
299. CBR1000RR 1000
300. CBF1000 1000
301. CB1000R 1000
302. CB1000 1000
303. Gold Wing (GL1100) 1085
304. Super Sport (CB1100F) 1100
305. Sabre (VF1100S V65) 1100
306. Racing Modified CB1100F (CB1100R) 1100
307. Pan-European (ST1100) 1100
308. Magna (VF1100C V65) 1100
309. CBR1100XX 1100
310. X11 (CB1100SF) 1137
311. CB1100 (CB1100A) 1140
312. Gold Wing (GL1200) 1182
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313. VFR1200F 1200

314. Pan-European (ST1300) 1300
315. CB1300 1300
316. Valkyrie (GL1500C/F6C) 1520
317. Gold Wing (GL1500) 1520
318. Mega Pro 1600 (GL-160) 156,7
319. GL PRO NeoTech 1600 (GL-160) 156,7
320. Gold Wing (GL1800) 1832
Marketing
Japanese marketing
Honda Clio (Saitama, Japan)

Starting in 1978, Honda in Japan decided to diversify its sales distribution channels and created
Honda Verno, which sold established products with a higher content of standard equipment and a
more sporting nature.[109][110] The establishment of Honda Verno coincided with its new sports
compact, the Honda Prelude. Later, the Honda Vigor, Honda Ballade, and Honda Quint were added
to Honda Verno stores. This approach was implemented due to efforts in place by rival Japanese
automakers Toyota and Nissan.
Honda Primo (Osaka)

As sales progressed, Honda created two more sales channels, called Honda Clio in 1984, and Honda
Primo in 1985. The Honda Clio chain sold products that were traditionally associated with Honda
dealerships before 1978, like the Honda Accord, and Honda Primo sold the Honda Civic, kei cars
such as the Honda Today, superminis like the Honda Capa, along with other Honda products, such
as farm equipment, lawn mowers, portable generators, and marine equipment, plus motorcycles
and scooters like the Honda Super Cub. A styling tradition was established when Honda Primo and
Clio began operations in that all Verno products had the rear license plate installed in the rear
bumper, while Primo and Clio products had the rear license plate installed on the trunk lid or rear
door for minivans.
Honda Verno (2008)

As time progressed and sales began to diminish partly due to the collapse of the Japanese "bubble
economy", "supermini" and "kei" vehicles that were specific to Honda Primo were "badge
engineered" and sold at the other two sales channels, thereby providing smaller vehicles that sold
better at both Honda Verno and Honda Clio locations. As of March 2006, the three sales chains
were discontinued, with the establishment of Honda Cars dealerships.[111] While the network was
disbanded, some Japanese Honda dealerships still use the network names, offering all Japanese
market Honda cars at all locations.
Honda Wing motorcycle dealership (Japan)
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Honda sells genuine accessories through a separate retail chain called Honda Access for both their
motorcycle, scooter and automobile products. In cooperation with corporate group partner
Pioneer, Honda sells an aftermarket line of audio and in-car navigation equipment that can be
installed in any vehicle under the brand name Gathers, which is available at Honda Access locations
as well as Japanese auto parts retailers, such as Autobacs. Buyers of used vehicles are directed to a
specific Honda retail chain that sells only used vehicles called Honda Auto Terrace.
In the spring of 2012, Honda in Japan introduced Honda Cars Small Store (Japanese) which is
devoted to compact cars like the Honda Fit, and kei vehicles like the Honda N-One and Honda S660
roadster.
International marketing
A Honda dealership in Ontario, Canada
A Honda Dealership in Dreghorn, Scotland

In 2003, Honda released its Cog advertisement in the UK and on the Internet. To make the ad, the
engineers at Honda constructed a Rube Goldberg Machine made entirely out of car parts from a
Honda Accord Touring. To the chagrin of the engineers at Honda, all the parts were taken from two
of only six hand-assembled pre-production models of the Accord. The advertisement depicted a
single cog which sets off a chain of events that ends with the Honda Accord moving and Garrison
Keillor speaking the tagline, "Isn't it nice when things just... work?" It took 606 takes to get it
perfect.[112]
In 2004, they produced the Grrr advert, usually immediately followed by a shortened version of the
2005 Impossible Dream advert. In December 2005, Honda released The Impossible Dream a two-
minute panoramic advertisement filmed in New Zealand, Japan and Argentina which illustrates the
founder's dream to build performance vehicles. While singing the song "Impossible Dream", a man
reaches for his racing helmet, leaves his trailer on a minibike, then rides a succession of vintage
Honda vehicles: a motorcycle, then a car, then a powerboat, then goes over a waterfall only to
reappear piloting a hot air balloon, with Garrison Keillor saying "I couldn't have put it better myself"
as the song ends. The song is from the 1960s musical Man Of La Mancha, sung by Andy Williams.
In 2006, Honda released its Choir advertisement, for the UK and the internet. This had a 60-person
choir who sang the car noises as film of the Honda Civic are shown.
In the mid to late 2000s in the United States, during model close-out sales for the current year
before the start of the new model year, Honda's advertising has had an animated character known
simply as Mr. Opportunity, voiced by Rob Paulsen. The casual looking man talked about various
deals offered by Honda and ended with the phrase "I'm Mr. Opportunity, and I'm knockin'",
followed by him "knocking" on the television screen or "thumping" the speaker at the end of radio
ads. In addition, commercials for Honda's international hatchback, the Jazz, are parodies of well-
known pop culture images such as Tetris and Thomas The Tank Engine.
In late 2006, Honda released an ad with ASIMO exploring a museum, looking at the exhibits with
almost childlike wonderment (spreading out its arms in the aerospace exhibit, waving hello to an
astronaut suit that resembles him, etc.), while Garrison Keillor ruminates on progress. It concludes
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with the tagline: "More forwards please". Honda also sponsored ITV's coverage of Formula One in
the UK for 2007. However they had announced that they would not continue in 2008 due to the
sponsorship price requested by ITV being too high.
In May 2007, focuses on their strengths in racing and the use of the Red H badge – a symbol of
what is termed as "Hondamentalism". The campaign highlights the lengths that Honda engineers go
to in order to get the most out of an engine, whether it is for bikes, cars, powerboats – even
lawnmowers. Honda released its Hondamentalism campaign. In the TV spot, Garrison Keillor says,
"An engineer once said to build something great is like swimming in honey", while Honda engineers
in white suits walk and run towards a great light, battling strong winds and flying debris, holding on
to anything that will keep them from being blown away. Finally one of the engineers walks towards
a red light, his hand outstretched. A web address is shown for the Hondamentalism website. The
digital campaign aims to show how visitors to the site share many of the Hondamentalist
characteristics.
At the beginning of 2008, Honda released – the Problem Playground. The advert outlines Honda's
environmental responsibility, demonstrating a hybrid engine, more efficient solar panels and the
FCX Clarity, a hydrogen-powered car. The 90-second advert has large-scale puzzles, involving
Rubik's Cubes, large shapes and a 3-dimensional puzzle. On 29 May 2008, Honda, in partnership
with Channel 4, broadcast a live advertisement. It showed skydivers jumping from an aeroplane
over Spain and forming the letters H, O, N, D and A in mid-air. This live advertisement is generally
agreed to be the first of its kind on British television. The advert lasted three minutes.[113]
In 2009, American Honda released the Dream the Impossible documentary series, a collection of 5-
to 8-minute web vignettes that focus on the core philosophies of Honda. Current short films include
Failure: The Secret to Success, Kick Out the Ladder and Mobility 2088. They have Honda employees
as well as Danica Patrick, Christopher Guest, Ben Bova, Chee Pearlman, Joe Johnston and Orson
Scott Card. The film series plays at dreams.honda.com. In the UK, national television ads feature
voice-overs from American radio host Garrison Keillor, while in the US the voice of Honda
commercials is actor and director Fred Savage.
The Methodology
The research is segregated into two parts: (1). Kano Model analysis (2) Analysis of
the customer satisfaction in terms of major and supporting after sales services.With
reference to study made by Matzler and Hinterhuber (1998), Sauerwein and et.al
(1996), and Mustofa and Abebe (2012), we come up with the following ideas about
Kano Model.
The Basic Model
Kano Model (1984) which was developed by Noriaki Kano and his colleagues to
categorize the attributes of a product or a service; based on how well they are able
to satisfy customers’ needs, is used to categories the major after sales service on
the basis of Threshold Attribute, Performance Attribute and Excitement Attribute.
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Kano model states that the relationship between the performance of a product
attribute and satisfaction/ dissatisfaction level is not necessary linear. Some
attributes can be asymmetrically related with satisfaction/ dissatisfaction levels.
According to principle, product attributes are classified into one of the five
categories.
• Attractive: Those qualities that the customer is not expecting, but receives as a
bonus.
• One-dimensional: The better the companies are meeting these needs, the
happier the customers are
• Must be: The essential character of the product or service which must be
present at any cost, else the customer will go somewhere else.
• Indifferent: These attributes refers to aspects that are neither good nor bad,
and they do not result in either customer satisfaction or customer
dissatisfaction.
• Reversal: These attributes refer to a high degree of achievement resulting in
dissatisfaction and to the fact that not all customers are alike.
The following figure shows the dimensions of Kano Model.
The Kano Model
Source: Matzler and Hinterhuber (1998).

Functional and dysfunctional questions are prepared to identify the preference
category of the customer. For example:
Functional question: What will be your feeling if your bike/scooter brand has bike
wash service?
1. I like it
Journal of Business and Social Sciences Research (JBSSR), Vol. 1, Issue 1
2. I expect it
3. I am neutral
4. I can tolerate
5. I dislike it
Dysfunctional question: What will be your feeling if your bike/scooter brand does
not have bike wash service?
1. I like it
2. I expect it
3. I am neutral
4. I can tolerate
5. I dislike it
Cross tab has been used to get the preference category as shown in the following
table.
Customer Requirement
Dysfunctional (Negative) question
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I like
it
I expect
it
I 'm
neutral
I can
tolerate
I dislike
it
Function
al
(positive
question)
I like it Q A A A O
I expect it R I I I M
I'm neutral R I I I M
I can
tolerate R I I I M
I dislike it R R R R Q
Where customer requirement is:

M -Must-Be, O - One-Dimensional, A- Attractive, R - Reverse, Q -Questionable, I
- Indifferent
Customer Satisfaction coefficient
Customer Satisfaction (CS) coefficient states whether satisfaction can be increased

by meeting a product or service requirement, or whether fulfilling this product
requirement merely prevents the customer from being dissatisfied. The Customer
Satisfaction coefficient is the indicative of how strongly a product or service
feature may influence satisfaction or, in case of non-fulfilment, customer
dissatisfaction. The positive CS coefficient ranges from 0 to 1; the closer the value
to 1, the higher the influence in customer satisfaction. A positive coefficient which
approaches 0 signifies that there is very little influence. The negative CS

coefficient ranges from 0 to -1. If it approaches to -1, the influence on customer
dissatisfaction is especially strong if the analyzed product or service feature is not
fulfilled. A value of 0 signifies that this feature does not cause dissatisfaction if it is
not met.
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Extent of Satisfaction:
Satisfaction dimension= 􁈺􁈺 􁈺 􁈺􁈺􁈺􁈺􁈺 􁈺 􁈺 􁈺 􁈺 􁈺 􁈺􁈺
Extent of Dissatisfaction:
Dissatisfaction Dimension =􁈺􁈺 􁈺 􁈺􁈺􁈺􁈺􁈺􁈺 􁈺 􁈺 􁈺 􁈺 􁈺 􁈺􁈺 􁈺 􁈺􁈺􁈺􁈺]
Where: M = Must-Be quality, O = One-Dimensional quality, A = Attractive quality

I = Indifferent quality
The Conceptual Framework
From the various literature reviews the following model is proposed as conceptual
framework.
Here, the identified after sales services from 9 different brands are categorized as
major after sales services and the behaviour aspects of services are categorized as
supporting after sales services. Since these major and supporting after sales
services make an impact on customer satisfaction, they are grouped as independent
variables. The demographic variables are the moderating variables and customer
satisfaction is treated as dependent variable.
A small structured interview was conducted with the Service Manager or Service
In-charge to find out the list of after sales service that the brand is currently
offering via service centres. Primary data is collected with the help of structured
questionnaire especially designed for this research. The collected data is verified by
checking its reliability and validity by using SPSS software. Small portion of
KANO model is used to categorize the after sales service in terms of attractive
service, must be and one dimension. Secondary data and information is gathered
via different internationally credited journals, articles and newsletters.
10
The Conceptual Framework
Non-Probability sampling is used due to unavailability of sample frame. Hence,

quota and convenience sampling are used as a sampling technique where quota is
defined in terms of current brands of scooter and bikes available in Kathmandu
Valley. Currently, there are nine brands capturing market shares for two wheelers:
Hero, Honda, Bajaj, Royal Enfield, Mahindra, Yamaha, Suzuki, TVS and VR. Out
of nine brands three brands are grouped into other category. (Others= Suzuki, TVS
and VR). Hence, for the research, there are 7 categories of brands including others.
Thus, the sample size is 280 i.e. 40 from each brands. Personal interviews are
conducted with some of the customers and five service providers of various brands.
For this study, quantitative data is collected through survey and data are analyzed
through MS Excel and SPSS 17.0 software. For analyzing the data, tools like mean
analysis, frequency analysis, correlation, Independent Sample T-Test, F-Test, oneway
ANOVA are used on the collected data. Small portions of Kano model are
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used for data analysis. Qualitative data is collected from the interview and
presented in the report.
Independent Variables:
Major After sales Service
􁈺 Repair and Maintenance

􁈺 Spare Parts Supply
􁈺 Warranty
􁈺 Inspection
􁈺 Bike wash
􁈺 Customer Care
􁈺 Service Camp
􁈺 Driving Orientation
􁈺 Mobile Van (office hour and
24 hrs)
Supporting After-Sales
Service
􁈺 Behavior of Technicians
􁈺 Cleanliness and comfort of
reception or waiting area
􁈺 Competency of Technicians
􁈺 Overall time taken for one servicing
Customer􀀃
Satisfaction􀀃
􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃Other􀀃Variables􀀃􀀃
Brands􁈺 Frequency􁈺of􁈺Obtaining􁈺
After􁈺Sales􁈺Service􁈺
􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃􀀃 􀀃􀀃􀀃􀀃􀀃􀀃Demographic􀀃Variables􀀃
Gender Age􁈺 Education Income􁈺 Occupation􁈺
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Data Analysis
The research comprised of two third male respondents and about one third female
respondent. It is found that satisfaction level differs as per gender which is
significant at 0.02. Likewise, around one fifth of the respondent fall under the age
group (18 to 30), a little more than two fifth of the respondent fall under the age
group (30 to 40) and exactly two fifth of the respondent represent the age group 40
and above. It is found that age has no relationship with satisfaction level.
Approximately 20% had completed plus 2, around 44% had completed bachelors
and around 36% had completed masters and above degree. It is found that
satisfaction level differs as per education level which is significant at 0.019.
Similarly, the income level of around 29% respondents is up to Rs. 15000, approx.
23% said that their income level fell under Rs (15000-30000); approx. 29% said
that their income level was in between Rs. 30000-45000 and around 19%
respondents said that they earned Rs 45000 and more than that. It is found that
satisfaction level differs as per income level which is significant at
0.003.Moreover, around one sixth of the respondents is holding government job, a
little more than two sixth of the respondents are engaged in private jobs, a little less
than a quarter respondent are the self employed, and around a quarter respondents
are students. It is found that there is no relationship between occupation and
customer satisfaction.
Around 18% respondents obtain after sales service up to 3 times, approx. 29%
obtain after sales service 4 to 6 times, a little more than one-sixth of the
respondents obtain after sales service 7 to 9 times and a little more than two- sixth
of the respondents obtain after sales service for 10 and more times. It is found that
satisfaction level differs as per the number of times customers have obtained the
after sales service.
The research found out that satisfaction level depends on brands of bike and
scooter which was significant at 0.00. On the basis of mean score Royal Enfield
with a mean score of 4.2 has the highest level of satisfied customers, and then
comes Hero (4.08), and Mahindra (3.85). In the fourth position, we have Bajaj
(3.65),Yamaha (3.6), Others (3.58) and Honda (3.35) respectively.
Further, it was found that most of the customers were using repair and
maintenance, bike wash, inspection, spare parts and customer care mostly. The
research also found that the average ranking for all the statements of repair and
maintenance (solution, time, price and overall), spare part supply (access, on time
supply, price and overall), warranty (clarity, length, implementation and overall),
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customer care (reminder, feedback call, accuracy and overall), service camp
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(information, frequency, promotion offers and overall), mobile van (time, price,
solution, service hrs and overall), driving orientation (clear cut instructions,
duration and overall) and behaviour of technicians (listen, respond, interest,
politeness and overall dealing) is more than 3 which means almost all respondents
are satisfied with services they are getting under these service headings.
Similarly, the average ranking for inspection, bike wash, cleanliness and comfort of
reception area, knowledge of technicians and overall time taken for one servicing is
more than 3 which means almost all customers are satisfied with these services.
In addition to this, approx. 93% respondents said that there was effect of after sales
service on their expected level of satisfaction and remaining denied. Trust,
reliability and free servicing were the major reasons for going to service centres
provided by the brand itself. Only, one fifth of the respondents had complained out
the after sales service. Approx. 93% said that they will revisit their service centres
again. Four fifth of the respondents said that they would recommend the brand to
their friends and relatives. 76% said that they would repurchase the same brand on
the basis of after sales service.
Result of correlation analysis of after sales service attributes with customer
satisfaction is presented in the following table for hypothesis testing.
Result of Correlation Analysis of After Sales Service Attributes with

Customer Satisfaction
After Sales Service Attributes Correlation Coefficient P-value

Major
Repair and Maintenance 0.535 0.000

Spare Parts Supply 0.364 0.000
Warranty 0.588 0.000
Bike Wash 0.496 0.000
Inspection 0.597 0.000
Customer Care 0.348 0.000
Service Camp 0.364 0.000
Driving Orientation 0.407 0.000
Mobile Van 0.266 0.000
Supporting
Behaviour of Technicians 0.655 0.000

Competency of Technicians 0.651 0.000
Cleanliness and comfort of waiting area 0.426 0.000
Overall Time Taken for One Servicing 0.547 0.000
Table 1 indicates that repair and maintenance has the correlation coefficient greater
than zero. This indicates that there is positive correlation between repair and
maintenance and customer satisfaction (0.535). Since correlation is slightly greater

than 0.5 we consider that there is somewhat a strong relationship between
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satisfaction from repair and maintenance and customer satisfaction. Moreover, pvalue
(0.000) < 􁈺 (0.05), hence, we reject null hypothesis. Thus, there is a
significant relationship between repair & maintenance and customer satisfaction.
Likewise, spare parts have the correlation coefficient greater than zero which
indicates the positive correlation between spare parts and customer satisfaction
(0.335). Although there is positive correlation, there is weak relationship between
satisfaction from spare parts and customer satisfaction as the correlation coefficient
is less than 0.5. Moreover, p-value (0.000) < 􁈺 (0.05), hence, we reject null
hypothesis. Thus, there is a significant relationship between spare parts and
Similarly, warranty has the correlation coefficient greater than zero which indicates
the positive correlation between warranty and customer satisfaction (0.588). Since
correlation is greater than 0.5 we consider that there is a strong relationship
between satisfaction from warranty service and customer satisfaction. Moreover, pvalue
significant relationship between warranty and customer satisfaction.
Customer care has the correlation coefficient greater than zero which depicts the
positive correlation between customer care and customer satisfaction (0.348).
Although there is positive correlation, there is weak relationship between
satisfaction from customer care and customer satisfaction as the correlation
coefficient is less than 0.5. Moreover, p-value (0.000) < 􁈺 (0.05), hence, we reject
null hypothesis. Thus, there is a significant relationship between customer care and
Service camp has the correlation coefficient greater than zero which depicts the
positive correlation between service camp and customer satisfaction (0.364).
However, there is weak relationship between satisfaction from service camp and
customer satisfaction as the correlation coefficient is less than 0.5. Moreover, pvalue
significant relationship between service camp and customer satisfaction.
Mobile van service has the correlation coefficient greater than zero which depicts
the positive correlation between mobile van service and customer satisfaction
(0.266). However, there is weak relationship between satisfaction from mobile van
service and customer satisfaction as the correlation coefficient is less than 0.5.
Moreover, p-value (0.000) < 􁈺 (0.05), hence, we reject null hypothesis. Thus, there
is a significant relationship between mobile van service and customer satisfaction.
14
Driving orientation service has the correlation coefficient greater than zero which
depicts the positive correlation between driving orientation and customer
satisfaction (0.407). However, there is weak relationship between satisfaction from
driving orientation and customer satisfaction as the correlation coefficient is less
than 0.5. Moreover, p-value (0.000) < 􁈺 (0.05), hence, we reject null hypothesis.
Thus, there is a significant relationship between driving orientation and customer
satisfaction.
In terms of supporting services, the above table indicates that behaviour of
technicians have the correlation coefficient greater than zero which depicts the
positive correlation between behaviour of technicians and customer satisfaction
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(0.655). Since correlation is greater than 0.5 we consider that there is a strong
relationship between satisfaction from behaviour of technicians and customer
satisfaction.Moreover, p-value (0.000) < 􁈺 (0.05), hence, we reject null hypothesis.
Thus, there is a significant relationship between behaviour of technicians and
Problem identification during the inspection has the correlation coefficient greater
than zero which depicts the positive correlation between inspection and customer
satisfaction (0.597). Since correlation is greater than 0.5 we consider there is a
strong relationship between satisfaction from inspection and customer
satisfaction.Moreover, p-value (0.000) < 􁈺 (0.05), hence, we reject null hypothesis.
Thus, there is a significant relationship between inspection and customer
satisfaction.
Cleanliness of bike or scooter has the correlation coefficient greater than zero
which depicts the positive correlation between bike wash and customer satisfaction
(0.496). However, there is weak relationship between satisfaction from bike wash
and customer satisfaction as the correlation coefficient is less than 0.5. Moreover,
p-value (0.000) < 􁈺 (0.05), hence, we reject null hypothesis. Thus, there is a
significant relationship between bike wash and customer satisfaction.
Cleanliness and comfort of reception or waiting area has the correlation coefficient
greater than zero which depicts the positive correlation between cleanliness and
comfort of reception or waiting area and customer satisfaction (0.426). However,
there is weak relationship between satisfaction from mobile van service and
customer satisfaction as the correlation coefficient is less than 0.5. Moreover, pvalue
significant relationship between cleanliness and comfort of reception or waiting
area and customer satisfaction. Competency of technicians has the correlation
coefficient greater than zero which depicts the positive correlation between
competency of technician and customer satisfaction (0.51). Since correlation is
greater than 0.5 we consider there is a strong relationship between satisfaction from
competency of technicians and customer satisfaction. Moreover, p-value (0.000) <
􁈺 (0.05), hence, we reject null hypothesis. Thus, there is a significant relationship
between Competency of technicians and customer satisfaction.
Overall time taken for one servicing has the correlation coefficient greater than
zero which depicts the positive correlation between overall time taken for one
servicing and customer satisfaction (0.547). Since correlation is greater than 0.5 we
consider there is a strong relationship between satisfactions from overall time taken
for one servicing and customer satisfaction. Moreover, p-value (0.000) < 􁈺 (0.05),
hence, we reject null hypothesis. Thus, there is a significant relationship between
overall time taken for one servicing and customer satisfaction.
Overall, 63% customers were satisfied with the after sales service and 10% were
very satisfied with the after sales service. Apart from that it was found that 206
customers said that they will recommend as well as repurchase the same brand.
Moreover, it was found that there was positive relationship between customer
satisfaction and loyalty.
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Implication of Kano Model Analysis
The following table 2 depicts customer response in terms of must-be quality (M),
one-dimensional quality (O), attractive quality (A), reverse quality (R),
questionable (Q) and indifferent quality (I).
Customer Requirement Analysis as per Kano Model

After sales service
Customer requirement and frequency

A O M I R Q Total
1 Repair and maintenance 16 175 89 0 0 0 280

2 Spare part supply 32 68 172 8 0 0 280
3 Customer care 22 149 101 8 0 0 280
4 Bike wash 54 58 119 49 0 0 280
5 Inspection 32 139 87 22 0 0 280
6 Warranty 14 38 204 24 0 0 280
7 Driving orientation 118 39 17 106 0 0 280
8 Mobile van (office hours) 43 104 97 36 0 0 280
9 Service camps 41 51 122 66 0 0 280
10 24 hours mobile van 118 16 30 116 0 0 280
From the survey of functional and dysfunctional question which was collected
from 280 respondents, it was found that customers believed that Spare part supply,
Warranty, Bike wash and Service camp are the must be requirement. Must be
requirement includes all those service or features which customer expect from the
service provider. Once you involve in the purchase agreement with the seller, you
expect some of the services to be present. Hence, these are the inherent services
that you expect from your service provider. Must-be requirements are also called
Threshold Attribute.
Likewise, Repair and Maintenance, Customer Care, Inspection and Mobile Van
(office hours) are regarded as one-dimensional services. One-Dimensional
Attribute includes all those service or features which customer demands or
verbalizes and fulfilment of these features will leads to customer satisfaction. One-
Dimensional attributes are also called Performance attributes. Customers always
want these performance attribute to serve them. More of it or betterment of it will
improve customer satisfaction. The price for which customer is willing to pay for a
product is closely tied to performance attribute.
And, as per the customer, Driving Orientation and 24 hours Mobile Van service are
Attractive services. Attractive Attributes are those attributes of features which
customers were not expecting, but received as bonus. Attractive attributes are also
called excitement attributes which are unspoken and unexpected by customers but
presence of these features can result into high levels of customer satisfaction,
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however their absence does not lead to dissatisfaction. By providing attractive

attributes, company can gain competitive advantage as well.
Customer Satisfaction Coefficients
Figure 3 shows CS coefficient indicating extent of satisfaction and extent of

dissatisfaction. In case of Must-be attribute, all the service variables -spare parts,
􁈺1.00 􁈺0.50 0.00 0.50 1.00
Spare􁈺Part􁈺supply􁈺
Bike􁈺Wash􁈺
Customer􁈺Care
Mobile􁈺Van(office􁈺hour)
Driving􁈺Orientation􁈺
Customer Satisfaction Coefficient

Satisfaction􁈺Dimension􁈺 Dissatisfaction􁈺Dimension􁈺􁈺
warranty, bike wash and service camp- have satisfaction dimension less than 0.5
and dissatisfaction dimension more than -0.5. This indicates that if these service
variables or features are fulfilled then they would not add more value to
satisfaction level; however, if these services are not fulfilled or delivered properly
then it will lead to high customer dissatisfaction. Hence, these must be attributes
need to be fulfilled by the players of two wheelers in Kathmandu Valley.
Likewise, in case of One-Dimensional attribute, all the service variables or features
like repair and maintenance, customer care, inspection and mobile van (office
hours) have satisfaction dimension more than 0.5 and dissatisfaction dimension
more than -0.5. This indicates that if these service variables are fulfilled then they
will have positive impact on customer satisfaction; however, if they are not
fulfilled then they can be the reason for customer dissatisfaction. Since, one
dimensional attributes are demanded by the customers, proper fulfilment enhances
satisfaction; and failure to incorporate these services leads to extreme
dissatisfaction.
Similarly, in case of Attractive attribute, service variables like driving orientation
and 24 hrs mobile van have satisfaction dimension almost or more than 0.5 and
dissatisfaction dimension less than -0.5 or almost close to 0. This indicates that
fulfilment of these attractive attributes increases customer satisfaction, or to some
extent, they will delight the customers but even in case of non fulfilment they will
not make customers dissatisfied.
From the observation and interview with some of the customers and service
provider, it is found that some of the customers are totally satisfied with the after
sales service, however, most of the customers are unaware about all the after sales
service that their current brand is offering. They are also dissatisfied with the
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unmaintained standards of after sales service. Service Providers said that customers
themselves do not show much interest to know about the after sales services and do
not come for servicing even when they are informed via newspapers. They agreed
that they did not have same service standard throughout the valley but they were
trying to maintain it. Apart from that, they believed that despite the fact that only
satisfied customers would be loyal customers and would help business to grow,
they were not able to have 100 percent satisfied customers. Moreover, they shared
that service had always been a scapegoat so whenever sales decreased management
started raising question on service. They agreed that customer satisfaction could
only be obtained with the help of effective after sales service.
Data analysis and interpretation

Age of the respondent
Particular No of respondents % of respondents

18 – 20 45 18
20 - 30 91 36.4
31 – 40 61 24.4
41 – 50 38 15.2
50 & Above 15 6
Interpretation
The table shows that 18% respondents are 18-30 age group 36% of the
respondents belongs to 20-30 age group 24% of the respondents are 31-40 age group 15% of the
respondents are 41-50 age group and 6%of the respondents 50 & above age group
Gender of the respondent
Particulars No of respondents % of respondents

Male 214 85.6
Female 34 14.4
Interpretation
The table shows that 85.6% the respondents 14.4% of the respondents are female
Occupation of the respondents
Particulars No of respondent % of respondent

Business 79 31.6
Students 65 26
Self employed 44 17.6
Govt and private 53 21.2
employees
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Other, specify 9 3.6
Interpretation
The table shows that 31,6% the respondents are engaged in business, 26% 0f
the respondent are in students 17% of the respondents are self employed, 21.2% of the
respondents are Govt and private employees and only 3.6% of the respondents are in order group
Model of Honda two wheeler owned by respondent

Active 57 22.8
Dio 45 18
Shine 20 8
CBR 150 15 6
CBR 250 8 3.2
Unicorn 70 28
Dream Yuga 31 12.4
Other specify 4 1.6
Interpretation
The table shows that 22.8% of the respondents are using the active 18% 0f the
respondents are using Dio 9.6% of the respondent are using the shine 6% of the respondents are
using the CBR 150, 3.2% of the respondents are using the CBR 250 28% respondents are using the
Unicorn 12.4 of the respondents are using Dream Yuga
Source of awareness of the product

Advertisement 80 32
Relatives 33 13.2
Through dealer 46 18.4
Promotional programs 34 13.6
Friends 37 22.8
interpretation
the table shows that 32% of the respondent to know about Honda through
advertisement 13.2% of the respondents to know through relatives 18.4% of the respondents to
know through dealer and 13.6% of the respondents to know through promotional programs and
22.8% of the respondents are through friends.
Honda two wheeler are better than other brand

Yes 185 74
No 65 26
interpretation
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The table shows that 74% of respondents agreed that Honda two wheeler are
better and the rest do not agree
Factors influencing purchasing decision

Quality 40 16
Price 55 22
Style 49 19.6
Performance 45 18
Mileage 61 24.4
interpretation
the table shows the reasons of opting Honda two wheeler 16% of the respondents looks
quality, 22% of the respondents where looks their price 19.6% of the respondents where looks
style, 18% of the respondents Where looking performance and 24.4% of the respondents are
looking mileage.
Satisfaction on current two wheeler

Yes 183 74.4
No 67 26.8
interpretation
The table shows that 74.4% of the respondents are satisfied with current two
wheeler and 23.6% of the respondents are said no
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Swot Analysis of Honda Company
Home » SWOT » SWOT analysis of Honda Motors – Honda SWOT

SWOT analysis of Honda Motors – Honda SWOT
January 13, 2018 By Hitesh Bhasin Tagged With: SWOT articles
Honda is a company loved since ages for the excellent machines that it has given us. Honda is a
smart player in the market and is always known to be one step ahead of the market and hence the
company has rarely suffered in its decades long tenure.
Here is the SWOT analysis of Honda Motors.

Strengths in the SWOT analysis of Honda motors
1) Largest motorcycle manufacturer – There are many feathers in the cap of Honda motors but one
of its biggest advantage is that it is world’s largest motorcycle manufacturer. It has a lion’s share of
the market of motorcycles.
2) Largest internal combustion engines manufacturer – Like motorcycles, Honda motors also has a
large presence in combustion engine market which is used for aeroplanes, jetskis, yachts or any
heavy engine usage.
3) Eight largest automobile manufacture – Besides being the worlds number 1 automobile
manufacturer, Honda motors is also the eight largest manufacturer of Automobiles. It has a strong
and localised product portfolio.
4) Excellent R&D – One of the reasons that Honda has been able to achieve these heights is because
of its focus on R&D and its manpower employed in R&D. Hence Honda is always coming up with
elegant and efficient designs which are a hit in the market.
RELATED TOPIC SWOT analysis of Sunfeast

5) High technology products – As Honda has high technology products, the entry barriers are high
and hence the brand has not beaten in the last several years. When you combine the complete
product portfolio of Honda, you will understand how strong the company is technologically.
6) Brand equity over the years – Honda has been able to give hit products after hit products. Its
Honda Accord is one of the most loved cars and so is the Honda CRV. In motorcycles, there are
many products with high engineering which place Honda far ahead in its brand equity then many of
its competitors. In 2015, it is the 19th most valuable brand and has a brand value of 22 billion
dollars.
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7) Product portfolio – The product portfolio of Honda is massive. It has at least 100 types of cars
and other automobiles, 100 types of bikes and scooters, it is into power equipments like
generators, it manufactures high quality engines, it is venturing into robotics, it has its own
aircrafts, mountain bikes and all terrain vehicles. It is also venturing into electric and alternative fuel
vehicles. As you can see, all of these products are technologically advanced and coming from the
house of Honda, they have their own brand appeal.
8) Market share – As can be seen from the above points, due to its manufacturing advantage,
Honda has a major market share in most of the products that it manufactures.
Weaknesses in the SWOT analysis of Honda Motors
1) High costs and prices – Naturally, with a high investment in R&D and into the latest technology,
the cost of the product goes high and the pricing to end customer is high as well. This might be a
weakness of Honda but it needs to have this weakness, because it cannot reduce its brand equity
by lowering the prices.
RELATED TOPIC SWOT analysis of Brooke bond

2) Needs products for the masses – One common complaint for Honda cars is that the cars are only
for the upper middle class and Honda needs more automobile portfolio for the lower middle class,
which already other automobile manufacturers like Hyundai and Maruti are targeting.
3) Hero and Honda separation in India – At least in India, Honda motors suffered badly when Hero
and Honda were separated. As a result, Honda has had to replan its presence in India.
Opportunities in the SWOT analysis of Honda Motors
1) Electric and alternative fuel vehicles – This division is targeted towards the future of automobile
market wherein people will be demanding usage of clean energy because fuel like Petrol and Diesel
as well as CNG has its limitations.
2) Automobiles increasing – The number of automobiles across the world is increasing. One of the
reasons is the increase in buying power of individuals, another is that it is a social norm now to have
a motorcycle or a car. Thus, consumption is at an all time high.
3) Expansion in developing countries – Because of the rise in buying power, and the easy
automobile loads provided by banks, the purchases of automobiles is rising especially in developing
countries. Honda needs to take full advantage of this upswing in demand and capture the market
swiftly.
4) Product expansion – Adding more products in the portfolio and making more variants to increase
the product line are two tactics commonly used by Automobile manufacturers. There are many
considerations to be undertaken before launching a new model. However, product expansion is the
key to grow in a competitive market.
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Threats in the SWOT analysis of Honda Motors
1) Competition – Competition from local and regional or national players in each of the countries it
is present in, is denting the revenues of Honda.
2) Fuel prices – Although people have more funds now for buying cars, the rising cost of fuel is
troubling everyone and is one of the reasons that many people are still hesitant to buy cars,
because later on the fuel cost paid is more then the car.
3) Rising transportation and other costs – One of the aspects plaguing all automobile manufacturers
is the transportation as well as manufacturing and labour costs. With inflation, these costs are
always on the rise and hence are a point of concern
2030 Vision Statement

Two areas where we are going to create new value:
Advancement of “Mobility”
Value Creation for People’s Daily Lives
In these areas, we will bring the universal passion of Honda to “serve people worldwide with the
joy of expanding their life’s potential.” And toward this end, we will “lead the advancement of
mobility and enable people everywhere in the world to improve their daily lives.” This is our 2030
Vision Statement.
Direction of Initiatives toward the Fulfillment of the 2030 Vision

◆ Creating value for "mobility" and " daily lives"
We will focus on three areas, namely mobility, robotics, with a focus on AI, and energy solutions in
order to provide people with the joy and freedom of mobility and the joy of making their lives
better.
◆ Accommodate the different characteristics of people and society

We will strive to further expand the joy of people by offering products and services that are
optimized based on Honda’s desire to “utilize technology to help people, while putting people at
the core.”
◆ Toward a clean and safe / secure society
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Striving to become No. 1 in the areas of the environment and safety, we will invest more resources
in these areas. And we will strive to become a company that leads the effort to realize a carbon-
free and collision-free society.
Business Viewpoint to Focus on

Toward the fulfillment of this Vision, we will transform and evolve our existing businesses and also
create new value through efficient use of finite corporate resources. To this end, we identified
three areas we will focus on, and we will utilize our corporate resources effectively and strengthen
our business foundation.
Inter-regional coordination and collaboration

We will further enhance our inter-regional coordination and collaboration and increase the
efficiency of our operations from a global perspective.
Toward this end, we will grow our global models strong, so that they will be well-received
anywhere in the world. As for regional models, with consideration of customer’s needs in each
region, multiple regions with similar customer needs will work together to realize common regional
models with a high level of product strength. Through this initiative, we will strive to achieve more
efficient business operations in each region.
Collaboration for Open Innovation with third parties
We will clarify what we should do on our own, and we will focus on that. At the same time, we will
be proactive in engaging in Open Innovation with external partners.
Since its foundation, Honda’s strengths have been advantages in technologies and products
centering around the powertrain and packaging, which includes internal combustion engines as
well as more recent electrified vehicles. In addition, our business foundation established all around
the world also has been one of our strengths. ・
Identifying “powertrain” and “packaging” as core Honda technologies, we would like to strengthen
partnerships from the perspective of both Mono-zukuri (the art of making things) and Koto-zukuri
(new experiences drawn from the art of making things) with our customers worldwide.
Strengthening foundation of existing businesses
We are going to strengthen our business foundation and ensure sustainable operations, especially
with our automobile business, in order to solidify existing businesses.
Corporate Attitude
For the ful fillment of our 2030 Vision, we will set the corporate attitude to “pursue growth through
the pursuit of quality.” We will increase the quality of Honda products and services, and at the
same time, we will increase the quality of our corporate activities, which we will carry out based on
the strong principle that we want to please our customers.
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Concluding Remarks
The main purpose of this study is to examine the relationship between identified
after sale services and customer satisfaction in the two wheeler industry. It is
concluded that the behaviour of technicians has the strongest positive relationship
with customer satisfaction. The second determinant for customer satisfaction in
two wheeler business is competency of technicians. In case of supporting after
sales service, overall time taken for one servicing has strong and positive
relationship whereas, cleanliness and comfort of reception area have positive but
weak relationship as correlation coefficient is less than 0.5. In terms of major after
sales service, repair and maintenance, warranty and inspection have strong and
positive relationship with customer satisfaction. However, spare parts supply,
customer care, service camp, mobile van, driving orientation and bike wash have
positive but weak relationship with customer satisfaction.
Surprisingly, the customers’ satisfaction of two wheeler business relies mainly
onsupporting after sales service rather than major after sales service in Kathmandu
Valley. It can be inferred that behaviour attributes plays key role in customer
satisfaction.
In nutshell, driving orientation and 24 hrs mobile van services are attractive
attributes and can increase customers’ satisfaction level if fulfilled but do not lead
to extreme dissatisfaction if not provided. Likewise, it is concluded that spare part
supply, warranty, bike wash and service camp are must- be attributes which
increase customer dissatisfaction if not fulfilled but fulfilment of these attributes
does not contribute much in customer satisfaction. Similarly, it was found that
repair and maintenance, customer care, inspection and mobile van are one –
dimensional attribute and if fulfilled they will increase customer satisfaction.
Mustofa and Abebe (2012) found thatdriving orientation doesn’t contribute to
customer satisfaction in Ethopia, however, this research depicts driving orientation
as attractive attribute that can make customer delight. This implies that customer
satisfaction varies with place and brand.
It is found that Royal Enfield has the highest number of satisfied customers in
comparison with its counterparts. More than half of the customers are satisfied with
current after sales services provided by their respective brands. It is concluded that
service providers believes that after sales service can increase customer satisfaction
and ultimately make customers loyal.
The interview and observation raises questions regarding some issues. For
instances, in terms of service standard, customers are raising issues like uneven
services in various service centres of the same brand. Also some information issues
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like how after sales service information should be provided to customers i.e.
whether customers should ask for the information or service providers themselves
should try to provide information regarding after sale service etc. Hence, these can
be the subject of further research.
After this research, two Wheeler brands are strongly recommended to provide
technical expertise and customer relations management trainings to technicians.
Along with that it is recommended to carry out Kano Model Analysis with some
fixed interval of time as all after sales attributes have no equal contribution to
overall satisfaction levels. This study is significant to distributors of two wheelers
and parent companies as they can formulate after sales service strategies by
understanding the present satisfaction level of customers and degree of each after
sales service attribute to satisfy the customers.
Budget constraint, response and non response errors and limited study area are
some of the limitation of this research. Likewise, detail qualitative approach would
have enlightened the research.
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Age ( Years) :
A. 8-25
B. 25-35
C. 35-45
D. 45 above
Qualification:
A Under Graduate
B. Graduate
C. Post Graduated.
D. Any Other
Family annual Income :

A below 50,000
B. 50,000 to 1,00,000
C. 1-2lakhs.
D. 2-5lakhs.
E above five lakhs.
.
1. 4.Occupation:
A . Student
B . Government Employee
C . Private Employee
D . Business. Any Other (Specify)
5. What type of two wheeler do you own?

A . Scooter
B . Motorbike
C . Any Other (specify)…………………….
6. Since how long are you using the particular two wheeler ?
A . Less than 1 year
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B . 1-2 years
C . 2-5years
D . 5-10years
E . Above 10 years
7. Specify the brand of two wheeler do you own ?

A . Activa
B . Dio
C . aviator
D . shine
F .Dazzler
G . twister
H . Stunner i. CBR250
8. You preferred the particular brand because of

A . Price
B . Promotion
C . Appearance
D . Technical Factorse. Any Other (Specify)…………………………………..
9. Who influenced you to purchase the two wheeler ?

A .Self
B .Family
C . Friends
D .Advertisement
E . Any Other (Specify)
10. Why did you choose ‘Vishnu Honda.

A . Local dealer.
B . Service dealer.
C . Schemes43
D. Finance availability. e. Any Other (Specify)………………………
11. Are you satisfied with the vehicle ?

A . Yes
B . No
12. If No. The reason is

A . More petrol consumption/less Mileage.
B . Less Pick Up
C . Non availability of spares
D . Any other (Specify)………………………………..
13. How would you rate service offered by ‘Ratan Honda., for your two wheeler ?
A . Excellent
B . Good
C . Average
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D . Not satisfied
14. How do you rate the cost of spares and service charges charged by ‘Ratan Honda ,
A . High
b . Reasonable
c .Competitive
15. Do you prefers to get your Vehicle serviced at ‘Ratan Honda , after free services also.
A . Yes
B . No.44
47

Harsh Kumar On Customer Satisfaction

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1

“A CUSTOMER SATISFACTION TOWARDS HONDA TWO

Submitted in partial fulfilment for the award of the

Degree of Bachelor of Business Administration 2018-2019

Under the Guidance of : Submitted By:

Chandan Pal Singh Harsh kumar OR

Head Of Department A-17254457

MANORAMA INSTITUTE OF MANAGEMENT AND TECHNOLOGY,

LADAMDA, FATEHPUR SIKRI ROAD, AGRA

Paliwal par, Agra

COMPREHENSIVE PROJECT TREPORT

“A CUSTOMER SATISFACTION TOWARDS HONDA TWO WHEELAR OF

MANORAMA INSTITUTE OF MANAGEMENT & TECHNOLOGY

IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE AWARD FOR THE

BACHELOR OF BUSINESS ADMINISTRATION

DR. BHIM RAO AMBEDKAR UNIVERSITY

UNDER THE GUIDENCE OF

PROF : CHANDAL PAL SINGH

HARSH KUMAR ( 1705255071007 )

MANORAMA INSTITUTE OF MANAGEMENT AND TECHNOLOGIES

AFFILIATED TO DR. BHIM RAO AMBEDKAR UNIVERSITY

3) Objectives of the study

4) Over view of the study 8-

5) Introduction of Honda motors 9-

6) History of Honda motors 10 - 15

7) List of two wheelers of Honda motors 16 - 22

9) The conceptual framework 28 - 29

i. Independent variables major after sale service

10) Data collection 30 - 35

i. Result of correlation analysis of after sale service attributes with customer

11) Data analysis and interpretation 36 - 38

12) Swot analysis of the company 39 - 41

13) Mission and vision statement 41 - 44

Today we are at the doorstep of 21st century competition at various levels is

OBJECTIVES OF THE STUDY

1) To find out the customers satisfaction of Honda two wheeler

3) To find out expectation of customers

SAMPLE SIZE:- This refers to number of items to be selected from

DATA COLLECTION METHOD

For analysis and interpretation of primary data percentage

WEIGHTED AVERAGE ANALYSIS

SCOPE OF THE STUDY

A Study of Customer Satisfaction on After Sales

The purpose of this study is to explore the relationship between various

Key words: Aftermarket, Customer Satisfaction, Kano Model, Descriptive and

Customer Satisfaction is a measure of how products and services provided by a

Corporate profile and divisions

Geographic Region Total revenue (in millions of ¥)

2004 Honda Super Cub

Main article: Honda Racing Corporation

Honda RC212V raced by Dani Pedrosa

List by engine size

Name Engine size (cc)

31. Elite E (SB50) 49

78. Aviator 109

125. Verza (GL150) 149

172. CRF250L 249

219. CB450DX (CB450N/PC14) 450

266. Honda NC700D Integra 700

313. VFR1200F 1200

Honda Clio (Saitama, Japan)

Honda Primo (Osaka)

Honda Verno (2008)