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Marketing is about identifying and meeting human and social needs. One of the shorter goods definitions of marketing is meeting needs profitably. People were unable to locate some of the items they desired most, it created an online auction clearinghouse. When IKEA noticed that people wanted good furniture at a substantially lower price, it created knockdown furniture. These two firms demonstrated marketing savvy and turned a private or social need into a profitable business opportunity.

Marketing is an organizational function and a set of processes for creating Communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and it stakeholders. Coping with these exchange processes calls for a considerable amount of work and exchange thinks about the means of achieving desired responses from other parties. Thus we see marketing management as the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering, and communicating superior customer value


marketing association

The market include both places and region in which buyers and sellers are in free competition one another


Market for most commodities may be through not as a geographical meeting place but as getting together buyers and sellers in person by mails, telephone or any other communications


Concepts Core Marketing

A. Needs and Wants:

Needs constitute the basic requirements for the existence of life,such as food, clothing, shelter and belongingness. A want, on the other hand, arises when the basic needs are satisfied. It is important for a marketer to understand whether his product falls in the needs category or in the wants category and devise his marketing strategies accordingly.

B. Demand:
Demands are the human wants backed by buying power. Service any activity or benefit that one party can offer to another that is essentially intangible and does not result in the membership of anything

C. Value, Satisfaction and Quality:

Consumers face a broad array of products/ services that might satisfy a given need. Consumers make buying choices based on their perceptions of the value that various products and services deliver. Customer value is the difference between the values the customer gains from owning and using product and the costs for obtaining the product. Customer satisfaction is the extent to which a product is perceived performance matches buyers expectations. If the product performance falls short of expectations the buyer is dissatisfied. If performance matches or exceeds expectations the buyer is satisfied or delighted.

Total Quality Management customer satisfaction is closely linked to

quality.TQM are programs designed to constantly improve the quality of products, services and marketing processes.

D. Exchange:
A person can satisfy his needs and wants by producing the goods himself, stealing them, coercing someone to provide them, or through exchange with other persons who are willing to part with their goods voluntarily. In the exchange process, 2

two or more individuals are involved, each side possessing something that is considered to be of value to the other. Both will have the ability to discuss and agree or disagree on the terms of exchange and deliver the object after an agreement is reached. This stage of offering something and discussing the mutually beneficial and acceptable terms is the exchange process

E. Transaction and Relationship:

Marketing occur when people decide to satisfy needs and wants through exchange. Transaction is a trade between two parties that involves atleast two things of value agreed up on conditions, a time of agreements and place of agreement. As a consequence of the exchange process, when the two parties reach an agreement on the terms of exchange, it becomes a transaction.

Marketing Management:The analysis, planning, implementation and control of programs design to create, build and maintain beneficial exchanges with target buyers for the purpose of achieving organizational objectives.

Production concept:
Management should focus on improving production and distribution efficiency. When the demand for a product exceeds the supply, management should looks for ways to increase production. When the products cost is too high, improved productivity is needed to bring it down.

Product concept:
Consumer will favour products that offer the most quality, fashion and Lifestyle tide features. Thus, an organization should devote energy to making continues fashion improvements.

Selling concept:
Consumers will not buy enough of the organizations products unless its under takes large-scale selling and promotion effort. 3

Selling is also important function of marketing. It is the process whereby goods and services finally flow to the customers who need them. Selling focuses on the needs of the seller.

Marketing concept:
The marketing concept holds that achieving organizational goals depends on determining the needs and wants of target markets and delivering the desired satisfaction more effectively and efficiently than to competitors.

Marketing means obtaining customers. Marketing focuses on the needs of the purchaser. Makes profits by creating long term customer relationships based on customer value and satisfaction.

Societal concept:
The societal marketing concept holds that the organization should determine the needs, wants and interests of target markets.

Society (Human welfare)

Consumers Company


In modern days business, business men clearly recognized the significance of service department in improving the companys image by 5

providing maximum satisfaction to the customer which is essential for success of the modern business. After observing the importance of customer satisfaction in the process of achieving a break through to the organization, in the first phase organization wants to know the exact satisfaction level expected by the customer and at the level of satisfaction provided by the company to the customers. And it consists of the following steps.

Product delivery




Free service


Customer satisfaction can be considered as one of the key factors and indicators of Companies future profits. In auto mobile business it is the most 6

important key factor. This is because two wheelers were subjected to problems due to poor maintenance, accidents and other reasons. Hence, customers depend upon the company for good after sales service. In other words, people buy two wheelers from the company which offers better after sales service. In the list of above, an attempt was made to examine the customer satisfaction with Goodwill motors (TVS MOTERS two wheelers) after sales service. This was an attempt to identify the satisfaction of the customers with Goodwill - TVS MOTERS after sales services of the company.


The Main Objective of the study is to understand customers opinion on TVS MOTERS Motors products. 7

The other objectives include To know the expectations of customers about products and after sales service.

To understand the customer awareness in the selected potential market.

To know the satisfaction levels of the customers on the aspect of after sales service provided by the company.

To offer suggestions for improvements.

TVS MOTERSs emphasis has always been on Research and Development. The emphasis was to ensure that the processes being adopted for the products are cost effective, safe to handle and with optimum advantage in 8

terms of yield and quality. Having laid solid foundation towards the end TVS MOTERS R&D approach has also taken cognizance of the present scenario where stringent patent regime is under implementation. TVS MOTERS team of scientists has been and is involved in developing non-infringing processes for its products. With its ability to explore new heights and achieve the best, TVS MOTERS has been able to file patents for several of its processes. From an organization, which was concentrating on developing processes for TVS MOTERS. Has now a full-fledged R&D Facility for formulation development? TVS MOTERS research capabilities have been proven with its ability to carry out a wide range of reactions, which are difficult to carry out. Given its research capabilities, TVS MOTERS has today initiated contract research. Towards the end, the company has already evolved its strategies and is into discussions with renowned companies for carrying out the Contract Research. Custom synthesis is one area where the company has been concentrating on and is initiating work on several projects. In addition to the above, the Company is now on the threshold of commencing basic research activities to develop and screen new motors products for different categories.


There were various projects done on the concept of customer satisfaction. But I have found there is no study conducted on the concept of customer satisfaction 9

after sales service which seems to be playing an important role in satisfying the customer. Hence I have taken the opportunity to make a study on the customer satisfaction on after sales service of TVS MOTERS-bikes. This study focuses on various aspects relating to identify the levels of customers Satisfaction towards Goodwill TVS MOTERS Two wheelers for a number of criterias like product quality, price, after sales competitor strategy and analysis. Around 100 customers are interviewed on the above grounds various statistical Tools are used for Data analysis and for interpretation.


The basic principles involved in marketing research have been adopted in the overall methodology. The following methodology has been used for meeting the requirements.

Defining the objectives

Developing the information sources

Collecting the information

Analysis of information




Data collection is a term used to describe a process of preparing and collecting the data. The process of data collection is to obtain information to keep on record, to make Decisions about important issues, to pass information one to others. The analysis of the project was done based on the available information. The Data has been collected in the following ways.

1) Primary data 2) Secondary data

Primary data are those which are collected a fresh for the first time. The Information that is necessary on various aspects of the study had been collected personally. Primary data shows 3 methods of data collection. They are Interview method Observation method Questionnaire method

INTERVIEW METHOD: It establishes face to face communication. It shows systematic. It is an oral and verbal communication. This method is adopted when personal opinion or view point are to be gathered as a part of data.

In this method the data is collected through observation. In this method the observer applies his sense organs to note down whatever that he could observe in the field and related these data to explain some phenomenon.

In this method a pre printed list of questions arranged in sequence is used to elicit response from the respondents. This method of data collection includes 5 types of questions. 12

Open ended questions: It shows descriptive type of data questionnaire. Close ended questions: It shows objective type of questionnaires it means the questionnaires with the Yes or No questions. Pictorial questions: In this type of questions pictures are drawn and the respondents indicate the answer by selecting the picture he prefers. Dichotomous questions: In these questions two alternative are given, a positive one a negative one. Multiple choice questions: These questions contain more than two alternatives.

The secondary data are those which have already been collected some other else and which have already been passed. Secondary data is gathered in two ways. They are, Internal sources External sources

The data which is gathering from inside the organization is known as internal sources. They are different sources there. They are company records, manual and reports

The data which is gathering from outside of the organization is called external sources. They are articles from journals, magazines, reference of books in the college library and related websites.

The sample size of the present study is 30 retailers and 113 respondents of consumers; they are taken on the basis of random sampling, and collected the primary data from the respondents using the questionnaire.


The accuracy of the analysis and conclusions drawn entirely depends up to the reliability of the information provided by the respondents.

Due to fast changing marketing environment the analysis may not hold Good for a long time.

Some people were not interested to discuss their views.

The time period was limited only to 8 weeks.

Lack of goods customer response to the questionnaire.

Time constraint.

The study limited to the geographical area of the Vijayawada.

The sample selected is the basis of convenient random sampling only.



The Indian two-wheeler sector is the largest in terms of volumes among all the segments in the automobile industry. The segment can further be categorized into three sub-segments-scooters, motorcycles and mopeds. The automobile industry of India is one of the most booming and dynamic Industries. Every home in India possesses two wheeler or four wheeler. There is no Segment of The society that not been touched by the automobile revolution. Today automobile industry is a thriving industry with thousands of companies competing neck to neck, working tirelessly to roll out better models of two wheelers that will prove to be big hits with the customers. Differentiation is the main aspect where we manufactures have to concentrate. While they differentiate their product with the competitors, they have to identify their customer needs and want to develop two wheelers that would match exactly to the Customer requirements. Today India was the second manufacture of the two wheeler in the world. It stands next only to China in terms of the two wheelers reduced and sold. In India the two wheelers Industry has been growing steadily over the years. It had grown by ten Percent during 2002-03. The host of factors is at play driving the Industry sales. Some Of them are changing customer performance, new product launches, shorter replacement Cycle, customer finance scheme for instance, 35 to 45% two wheelers sales are probably financed through such schemes. Lately, however, some products like scooters and step-thru have been introduced in the market, which have features of more than one segment. Five players mainly dominate the two-wheeler segment. All these companies have foreign collaborations mainly with well-known Japanese firms. These ventures set up in the mid 80s suffered heavily due to a sharp epreciation in rupee till the early 90s. All these payers are now well established with about 95% intergeneration. Bajaj Auto the local player with low cost advantage dominates the sector. All the existing players have been expanding capacities and widening their product base to include 4-stroke vehicles, which conform to Euro environmental norms. Recently, Honda Corporation of Japan announced its intentions to set up a 100% 15

subsidiary to manufacture scooters and motorcycles. India is one of the lowest cost production bases for two-wheelers. In the last four to five years, the twowheeler market has witnessed a shift towards motorcycles at the expenses of scooters. With urban consumers aspiring to possess the latest in terms of looks and technology, energy Efficient and sleeker looking models have replaced the staid ones in the market. In the rural areas, consumers have come to prefer sturdier bikes to withstand the bad road conditions. Motorcycles sales now contribute 47.6% of two-wheeler sales, up from 41% in FY have made their debut around the 1950s; this section looks at the two wheelers which have over the years caught the imagination of country. It was in the year 1954 that the Indian government ordered for total number of 800 motorcycles to man the Pakistani borders. In came the Bullets which were initially launched in England as a 350cc bike and it was upgraded to 500cc a year or so later. These bikes have remained unaltered, barring some cosmetic changes which have undergone over the years. Thus one can say without much of a doubt that the 1955 Bullet was one of the initial hits of the Indian two-wheeler industry and till today it continues to be a darling of the motorcycle enthusiasts. Enfield Bullet had a close competition with another sturdy bike named Rajdoot; as the bike was strong enough to handle the rough Indian roads. The company had roped in Indian He-man Dharmendra for the promotion of the bike. With more than 1.6 million vehicles on the road the Rajdoot motorcycle was one of the initial hits of the earlier years of two-wheeler history in the country.When heavy motorcycles were the order of the day, a relatively lighter bike had caught on the imagination of the Indian two wheeler user. Ind- Suzukia bike launched by the then TVS MOTERS Suzukigroup was an instant hit; however the bike could not sustain it's initial success due to the high import content in the vehicle and less of localization. In scooters Bajaj Chetak has been hugely responsible for adding momentum to the transport system of the country, till today it remains one of the most successful brands to have come out of the Bajaj stable. The scooter is named after the horse of legendary Rana Pratap Singh. These sets of two wheels have become a part of the Indian milieu and are often considered a representative of the Indian middle class aspiration. Very few two-wheelers have been able to 16

emulate the success, which Bajaj Chetak has achieved over the years. Similarly LML Motors enjoyed a reasonable success with the launch of LML Select which came with new age technology and improved performance. Today newer models of two-wheeler are entering the market everyday, slowly pushing these names down the memory lane. However names like Chetak, Rajdoot and Bullet will always find a mention in the history of two-wheelers in the country.


The two-wheeler industry (henceforth TWI) in India has been in existence since 1955.It consists of these segments viz., scooters, motorcycles and mopeds. The increase in sales volume of this industry is proof of its high growth. In 1971, sales were around 0.1 million units per annum. But by 1998, this figure had risen to 3 million units per annum. Similarly, capacities of production have also increased from about 0.2 million units of annual capacity in the seventies to more than 4 million units in the late nineties. The TWI in India began operations within the framework of the national industrial policy as espoused by the industrial policy resolution of1956. (See government of India 1980, 1985, 1992). This resolution divided the entire industrial sector into three groups, of which one contained industries whose development was the exclusive responsibility of the state, another included those industries in which both the state and the private sector could participate and the last set of industries that could be developed exclusively under private initiative within the guidelines and objectives laid out by the five year plans (CMIE, 1990). Private investment was canalized and regulated through the extensive use of licensing giving the state comprehensive control over the direction and pattern of investment. Entry of firms, capacity expansion, choice of product and capacity mix and technology, were all effectively controlled by the state in a bid to prevent the concentration of economic power. However due to lapses in the system, fresh policies were brought in at the end of the sixties. These consisted of MRTP of 1969 and FERA of 1973,which were aimed at regulating monopoly and foreign investment respectively. Firms That came under the purview of these acts were allowed to invest only in a select set of Industries .This net of controls on the economy in the seventies caused several to 17

Operate below the minimum scale of efficiency (henceforth MES), Under-utilize capacity and, Use outdated technology.

While operation below MES resulted from the fact that several incentives were given to smaller firms, the capacity under-utilization was the result of The capacity mix being determined independent of the market demand, The policy of distributing imports based on capacity, causing firms to expand beyond levels determined by demand so as to be eligible for more imports. Use of outdated technology resulted from restrictions placed on import of through the provisions of FERA. Recognition of the deleterious effects of these policies led to the initiate of reforms in 1975, which took on a more pronounced shape and acquired wider scope under the New Economic Policy (NEP) in 1985. As part of these reforms, several groups of industries were deli censed and broad banding5 was permitted in select industries. Controls over capacity expansion were relaxed through the specification of the MES6 of production for several industries. Foreign investment was allowed in select industries and norms under the MRTP act were relaxed. These reforms led to a rise in the trend rate of growth of real GDP from 3.7% in the seventies to 5.4% in the eighties. However the major set of reforms came in 1991 in response to a series of macroeconomic crises that hit the Indian economy in 1990-91. Several industries were deregulated, the Indian rupee was devalued and made convertible on the current account and tariffs replaced quantitative restrictions in the area of trade. The initiation of reforms led to a drop in the growth of real GDP between 1990-1992, but this average at about 5.5% per annum after 1992. The decline in GDP in the years after reforms was the outcomes of devaluation and the concretionary fiscal and monetary policies taken in 1991 to address the foreign exchange crisis. Thus the industrial policy in India moved from a position of regulation and right control in the sixties and seventies, to a more liberalized one in the eighties and nineties. The two-wheeler industry in India has to a great extent been shaped by the evolution of the industrial policy of the country. Regulatory policies like FERA and MRTP caused the growth of some 18

segments in the industry like motorcycle to stagnate. These were later able to grow (both in terms of overall sales volumes and number of players) once foreign investments were allowed in1981.The reforms in the eighties like broad banding caused the entry of several new firms and products, which caused the existing technologically outdated products to lose sales volume and/or exit the market. Finally, with liberalization in the nineties, the industry witnessed a proliferation in brands. A description of the evolution of the two wheeler industry in India is usefully split up into four ten year periods. This division traces significant changes in economic policy making. The first time-period, 1960-1969, was one during which the growth of the two-wheeler industry was fostered through means like permitting foreign collaborations and phasing out of non-manufacturing firms in the industry. The period 1970-1980 saw state controls, through the use of the licensing system and certain regulatory acts over the economy, at their peak. During 1981-1990 significant reforms were initiated in the country. The final time-period covers the period 1991-1999 during which the reforms process was deepened these reforms encompassed several areas like finance, trade, tax, industrial policy etc. We now discuss in somewhat greater detail the principal characteristics of each sub period.

The automobile industry being classified as one of importance under the industrial policy resolution of 1948 was therefore controlled and regulated by the government. In order to encourage manufacturing, besides restricting import of complete vehicles, automobile assembler firms were phased out by 1952 (Tariff Commission, 1968), and only manufacturing firms allowed continuing. Production of automobiles was licensed, which meant that a firm required a licensing approval in order to open a plant. It also meant that the Government determined a firms capacity of production. During this period, collaborations with foreign firms were encouraged. Table 1 illustrates the fact that most firms existing in this period had some form of collaboration with foreign firms. Table 1 also gives the details of the various firms 19

that existed in the industry during this time period and the products they manufactured.

This was a period during which the overall growth rate of the twowheeler industry was high (around 15% per annum). Furthermore, the levels of restriction and control over the industry were also high. The former was the result of the steep oil price hikes in 1974 following which two-wheelers became popular modes of personal transport because they offered higher fuel efficiency over cars/jeeps8. On the other hand, the introduction of regulatory policies such as MRTP and FERA resulted in a controlled industry. The impact of MRTP was limited as it affected only large firms like Bajaj Auto Ltd. Whose growth rates were curbed as they came under the purview of this act. However, FERA had a more far-reaching effect as it caused foreign investment in India to be restricted. In the motorcycles segment FERA did not because technological stagnation, as a consequence of which, new products nor firms entered the market since this segment depended almost entirely on foreign collaborations for technology. The scooter and moped segments on the other hand were technologically more self-sufficient and thus there were two new entrants in the scooter segment and three in the moped segment.

The technological backwardness of the Indian two-wheeler industry was one of the reasons for the initiation of reforms in 1981. Foreign collaborations were allowed for all two-wheelers up to an engine capacity of 100 cc. this prompted a spate of new entries into the industry (Table 1) the majority of which entered the motorcycle segment, bringing with them new technology that resulted in more efficient production processes and products 10. the variety in products available also improved after broad banding was allowed in the industry in 1985 as a part of NEP. This, coupled with the announcement of the MES of production for the two wheeler industry, gave firms the flexibility to choose an optimal product and 20

capacity mix which could better incorporate market demand into their production strategy and thereby improve their capacity utilization and efficiency. These reforms had two major effects on the industry. First licensed capacities went up to 1.1 million units per annum overshooting the 0.675 million units per annum target set in the sixth plan. Second, several existing but weaker players died out giving way to new entrants and superior products.

The reforms that began in the late seventies underwent their most significant change in 1991 through the liberalization of the economy. The twowheeler industry was completely deregulated. In the area of trade, several reforms were introduced with the goal making Indian exports competitive. The twowheeler industry in the nineties was characterized by An increase in the number of brands available in the market which caused firms to compete on the basis of product features and Increase in sales volumes in the motorcycles segment vis--vis the scooter segment reversing the traditional trend.



TVS MOTERS MOTOR PVT. LTD. TVS MOTERS made its initial foray into India in 1985. Subsequently, it entered into a 50:50 joint-venture with the Escorts Group in 1996. However, in August 2001, TVS MOTERS acquired its remaining stake becoming a 100% subsidiary of TVS MOTERS Motor Co., Ltd, Japan (YMC). In 2008, Mitsui & Co., Ltd. entered into an agreement with YMC to become a joint-investor in the motorcycle manufacturing company "India TVS MOTERS Motor Private Limited (IYM)". IYM operates from its state-of-the-art manufacturing units at Surajpur in Uttar Pradesh and Faridabad in Haryana and produces motorcycles for both domestic and export markets. With a strong workforce of more than 2,000 employees, IYM is highly customer-driven and has a countrywide network of over 400 dealers. Presently, its product portfolio includes VMAX (1,679cc), MT01 (1,670cc), YZF-R1 (998cc), FZ1(998cc), YZF-R15 version 2.0 (150cc), Fazer (153cc), FZ-S (153cc), FZ16 (153cc), SZ-R(153cc), SZ & SZ-X (153cc), SS125 (123cc), YBR 125 (123cc), YBR 110 (106cc) and Crux (106cc).

We will establish TVS MOTERS as the "exclusive & trusted brand" of customers by "creating Kando" (touching their hearts) - the first time and every time with world class products & services delivered by people having "passion for customers".

We are committed to: Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of TVS MOTERS products, focusing on serving our customer where we can build long term relationships by raising their lifestyle through performance excellence, proactive design & innovative technology. Our 22

innovative solutions will always exceed the changing needs of our customers and provide value added vehicles. Build the Winning Team with capabilities for success, thriving in a climate for action and delivering results. Our employees are the most valuable assets and we intend to develop them to achieve international level of professionalism with progressive career development. As a good corporate citizen, we will conduct our business ethically and socially in a responsible manner with concerns for the environment. Grow through continuously innovating our business processes for creating value and knowledge across our customers thereby earning the loyalty of our partners & increasing our stakeholder value. We put customers first in everything we do. We take decisions keeping the customer in mind.

Challenging Spirit:
We strive for excellence in everything we do and in the quality of goods & services we provide. We work hard to achieve what we commit & achieve results faster than our competitors and we never give up.

We work cohesively with our colleagues as a multi-cultural team built on trust, respect, understanding & mutual co-operation. Everyone's contribution is equally important for our success.

Frank & Fair Organization:

We are honest, sincere, open minded, fair & transparent in our dealings. We actively listen to others and participate in healthy & frank discussions to achieve the organization's goals.

India TVS MOTERS Motor inaugurated New Plant at Surajpur (Greater Noida):
The new Surajpur plant has been inaugurated by Mr. T.Kazikawa C.E.O & MD TVS MOTERS Global on 6th July 2009, which have capacity to produce 6 23

lakh motorcycles annually including Fazer followed by FZ-16, FZ-S, YZF-R15 and other models. The plant capacity can be augmented up to 1 million units. This fully integrated assembly plant is built on the lines of TVS MOTERSs globally tried, tested and successfully implemented standards and meets the global quality benchmarks. At the core are the 5-S and TPM activities that fuel its Manufacturing Processes. The plant has 3 vehicle assembly lines and 4 engine assembly lines including one dedicated for export engines. The engine and vehicle assembly lines are synchronized and incorporate concepts of Unit Assurance i.e. Complete Product Assurance, Parts Assurance through 100% kit supply on lines and synchronization of parts storage, supply and production. The innovative production processes along with high tech final assurance processes are aimed to achieve Zero Claims at our dealers and thus, a highly satisfied customer base.


Paving the Road to TVS MOTERS Motor Corporation "I want to carry out trial manufacture of motorcycle engines." It was from these words spoken by Genichi Kawakami (TVS MOTERS Motor's first president) in 1953, that today's TVS MOTERS Motor Company was born. "If you're going to do something, be the best." Genichi Kawakami was the first son of Kaichi Kawakami, the third-generation president of Nippon Gakki (musical instruments and electronics; presently TVS MOTERS Corporation). Genichi studied and graduated from Takachiho Higher Commercial School in March of 1934. In July of 1937, he was the second Kawakami to join the Nippon Gakki Company.

He quickly rose to positions of manager of the company's Tenryu Factory Company (musical instruments) and then Senior General Manager, before assuming the position of fourth-generation President in 1950 at the young age of 38. In 1953, Genichi was looking for a way to make use of idle machining equipment that had previously been used to make aircraft propellers. Looking 24

back on the founding of TVS MOTERS Motor Company, Genichi had this to say "While the company was performing well and had some financial leeway, I felt the need to look for our next area of business. So, I did some research." He explored producing many products, including sewing machines, auto parts, scooters, three-wheeled utility vehicles, and motorcycles. Market and competitive factors led him to focus on the motorcycle market. Genichi actually visited the United States many times during this period. When asked about this decision, he said, "I had my research division chief and other managers visit leading motorcycle factories around the country. They came back and told me there was still plenty of opportunity, even if we were entering the market late. I didn't want to be completely unprepared in this unfamiliar business so we toured to German factories before setting out to build our first 125cc bike. I joined in this tour around Europe during which my chief engineers learned how to build motorbikes. We did as much research as possible to insure that we could build a bike as good as any out there. Once we had that confidence, we started going." "If you are going to make it, make it the very best there is." With these words as their motto, the development team poured all their energies into building the first prototype, and ten months later in August of 1954 the first model was complete. It was the TVS MOTERS YA-1. The bike was powered by an aircooled, 2-stroke, single cylinder 125cc engine. Once finished, it was put through an unprecedented 10,000 km endurance test to ensure that its quality was topclass. This was destined to be the first crystallization of what has now become a long tradition of TVS MOTERS creativity and an inexhaustible spirit of challenge.

The first TVS MOTERS motorcycle... the YA-1. Then, in January of 1955 the Hamakita Factory of Nippon Gakki was built and production began on the YA-1. With confidence in the new direction that Genichi was taking, TVS MOTERS Motor Co. Ltd. was founded on July 1, 1955. Staffed by 274 enthusiastic employees, the new motorcycle manufacturer built about 200 units per month. That same year, TVS MOTERS entered its new YA-1 in the two biggest race events in Japan. They were the 3rd Mt. Fuji Ascent Race and the 1st Asama 25

Highlands Race. In these debut races TVS MOTERS won the 125cc class and the following year the YA-1 won again in both the Light and Ultra-light classes of the Asama Highlands Race.

By 1956, a second model was ready for production. This was the YC1, a 175cc single cylinder two-stroke. In 1957 TVS MOTERS began production of its first 250cc, two-stroke twin, the YD1. Based on Genichi's firm belief that a product isn't a product until it can hold it's own around the world, in 1958 TVS MOTERS became the first Japanese maker to venture into the international race arena. The result was an impressive 6th place in the Catalina Grand Prix race in the USA. News of this achievement won immediate recognition for the high level of TVS MOTERS technology not only in Japan but among American race fans, as well. This was only the start, however.

The first TVS MOTERS to compete in Americ(1957). TVS MOTERS took quick action using the momentum gained in the USA and began marketing their motorcycles through an independent distributor in California. In 1958, Cooper Motors began selling the YD-1 250 and the MF-1 (50cc, two-stroke, single cylinder, step through street bike). Then in 1960, TVS MOTERS International Corporation began selling motorcycles in the USA through dealers. With the overseas experiences under his belt, in 1960, Genichi then turned his attention to the Marine industry and the production of the first TVS MOTERS boats and outboard motors. This was the beginning of an aggressive expansion into new fields utilizing the new engines and FRP (fiberglass reinforced plastic) technologies. The first watercraft model was the CAT-21, followed by the RUN-13 and the P-7 123cc outboard motor. In 1963, TVS MOTERS demonstrated its focus on cuttingedge, technological innovations by developing the Auto lube System. This landmark solution was a separate oil injection system for two-stroke models, eliminating the inconvenience of pre-mixing fuel and oil. TVS MOTERS was building a strong reputation as a superior manufacturer which was reflected in its first project carried out in the new Iwata, 26

Japan Plant, built in 1966. (The YMC headquarters was moved to Iwata in 1972.) Toyota and TVS MOTERS teamed up to produce the highly regarded Toyota 2000 GT sports car. This very limited edition vehicle, still admired for its performance and craftsmanship, created a sensation among enthusiast in Japan and abroad.

Genichi said, "I believe that the most important thing when building a product is to always keep in mind the standpoint of the people who will use it." An example of the commitment to "walking in the customers' shoes" was the move in 1966 by TVS MOTERS to continue its expansion. Overseas motorcycle manufacturing was established in Thailand and Mexico. In 1968, the globalization continued with Brazil and the Netherlands. With manufacturing bases, distributors and R&D operations in a market, TVS MOTERS could be involved in grassroots efforts to build products that truly met the needs of each market by respecting and valuing the distinct national sensibilities and customs of each country. TVS MOTERS continues that tradition, today. By the late 1960s, TVS MOTERS had quality products that had proven themselves in the global marketplace based on superior performance and innovation. Distribution and product diversity were on the right track. But Genichi knew that beyond quality, success would demand more. He had this view on the power of original ideas. "In the future, a company's future will hinge on ideas over and above quality. Products that have no character, nothing unique about them, will not sell no matter how well made or affordable and that would spell doom for any company." He also knew that forward vision, walking hand in hand with original ideas, would create an opportunity for the company and its customers that could mean years of happiness and memorable experiences. Genichi said, "In the business world today, so many people are obsessed with figures. They become fixated on the numbers of the minute and without them are too afraid to do any real work. But in fact, every situation is in flux from moment to moment, developing with a natural flow. Unless one reads that flow, it is impossible to start out in a new field of business."A real-world illustration of this belief is the TVS MOTERS DT-1. The world's first true off-road motorcycle debuted in 1968 to 27

create an entirely new genre we know today as trail bikes. The DT-1 made a huge impact on motorcycling in the USA because it was truly dirt worthy. TVS MOTERS definitely "read the flow" when it produced the 250cc, single cylinder, 2-stroke, Endure that put TVS MOTERS On/Off-Road motorcycles on the map in the USA. The DT-1 exemplified the power of original ideas, forward vision, and quick action coupled with keeping in mind the customers' desires. In years to come TVS MOTERS continued to grow (and continues to this day). Diversity increased with the addition of products including snowmobiles, race kart engines, generators,scooters,ATVs,personal water craft and more Genichi Kawakami set the stage for TVS MOTERS Motor Company's success with his vision and philosophies. Total honesty towards the customer and making products that hold their own enables the company that serves people in thirty-three countries, to provide an improved lifestyle through exceptional quality, high performance products. Genichi Kawakami's history with TVS MOTERS was long and rich. He saw the new corporate headquarters in Cypress, California and the 25th Anniversary of TVS MOTERS become a reality in 1980. He also watched bike #20 million roll off the assembly line in 1982. Genichi passed away on May 25, 2002 yet his vision lives on through the people and products of TVS MOTERS, throughout the world.

Manufacturing Process: IYM's Manufacturing facilities comprises of 2 state-of-the-art Plants at Faridabad (Haryana) and Surajpur (Uttar Pradesh). Currently 10 models roll out of the two TVS MOTERS Plants. The infrastructure at both the plants supports production of motorcycles and it's parts for the domestic as well as oversees market. At the core are the 5-S and TPM activities that fuel our agile Manufacturing Processes. We have In-house facility for Machining, Welding processes as well as finishing processes of Electroplating and Painting till the assembly line. The stringent Quality Assurance norms ensure that our motorcycles meet the reputed International standards of excellence in every sphere. As an Environmentally sensitive organization we have the concept of "Environment-friendly technology" ingrained in our Corporate Philosophy. The 28

Company boasts of effluent Treatment plant, Rain water - Harvesting mechanism, a motivated forestation drive. The IS0-14001 certification is on the anvil - early next year. All our endeavors give us reason to believe that sustainable development for TVS MOTERS will not remain merely an idea in pipeline. We believe in taking care of not only Your Motoring Needs but also the needs of Future Generations to come.


Company Name

TVS MOTERS Motor Co., Ltd.


July 1, 1955


85,666 million yen (as of June 30, 2011)


Hiroyuki Yanagi

Employees (Consolidated)

52,184 (as of December 31, 2010) Parent :10,302 (as of December 31, 2010)

Sales (Consolidated)

1,294,131 million yen (from January 1, 2010 to December 31, 2010) Parent: 470,134 million yen (from January 1, 2010 to December 31, 2010)

Sales Profile

Sales (%) by product category (consolidated) 29

Sales (%) by region (consolidated)

Lines of Businesses Manufacture and sales of motorcycles, scooters, electrically power assisted bicycles, boats, sail boats, personal watercrafts, pools, utility boats, fishing boats, outboard motors, diesel engines, 4wheel ATVS MOTERS, side-by-side vehicles, racing kart engines, golf cars, multi-purpose engines, generators, water pumps, snowmobiles, small-sized snow throwers, automobile engines, intelligent machinery, industrial-use unmanned helicopters, electrical power units for

wheelchairs, helmets. Import and sales of various types of products, and development of of tourist leisure,



recreational facilities and related services.


2500 Shingai, Iwata-shi, Shizuoka-ken, Japan

Group Companies

Consolidated subsidiaries: 106 Non-consolidated subsidiaries: 6 (by the equity method) Affiliates: 26 (by the equity method)


Corporate Philosophy:

(Creating kando with products and services that exceed your expectations.) For over 50 years, TVS MOTERS Motor group has endeavored to create diverse value through products and services since its founding. We have worked based on three ideas which constitute our Corporate Philosophy. One is our Corporate Mission, that is our core identity, values, purpose and visionary goals. The second is Management Principles - the guiding management principles for achieving our corporate mission. The third is Action Guidelines, the guidelines each individual should follow to realize our corporate mission. Being the Kando* creating company is our goal to offer new excitement and a more fulfilling life for people all over the world. We strive to use our ingenuity and passion to realize peoples' dreams and always be the ones they look up to for the next Kando*.


Offering new excitement and a more fulfilling life for people all over the world TVS MOTERS Motor strives to realize peoples' dreams with ingenuity and passion, and to always be a company people look to for the next exciting product or concept that provides exceptional value and deep satisfaction.

1. Creating value that surpasses customer expectations To continue to produce value that moves people, we must remain keenly aware of the customer's evolving needs. We must strive to find success by always surpassing customer expectations with safe, high-quality products and services. 2. Establishing a corporate environment that fosters selfesteem We must build a corporate culture that encourages enterprise and enhances corporate vitality. The focus will be on nurturing the creativity and ability of our employees, with an equitable system of evaluation and rewards. 3. Fulfilling social responsibilities globally As a good corporate citizen, we act from a worldwide perspective and in accordance with global standards. We must conduct our corporate activities with concern for the environment and communities and fulfill our social responsibility with honesty and sincerity.

Acting with Speed Meeting change with swift and informed action Spirit of Challenge


Courage to set higher goals without fear of failure Persistence Working with tenacity to achieve desired results, and then evaluating them

List of Directors and Corporate Auditors:

Directors and corporate Auditors of TVS MOTERS Motor Co.,Ltd. are as follows: Title President Director and Representative Name Hiroyuki Yanagi Takaaki Kimura Toyoo Ohtsubo Yoshiteru Takahashi Hiroyuki Suzuki Kozo Shinozaki Nobuya Hideshima Masahiro Takizawa Yuko Kawamoto Masamitsu Sakurai Mitsuru Umemura 33

Representative Director Director Director Director Director Director Director Director (Outside) Director (Outside) Director (Outside)

Standing Corporate Auditor

Yutaka Kume

Standing Corporate Auditor

Shigeki Hirasawa

Corporate Auditor (Outside)

Norihiko Shimizu

Corporate Auditor (Outside)

Tetsuo Kawawa

TVS MOTERS Motor's Engineering, Manufacturing and Marketing

Introducing TVS MOTERS Motor's product creation from three points of view The standards of engineering, manufacturing and marketing that define TVS MOTERS There is a strict standard that prevails in every workplace where TVS MOTERS products are created. It is a no-compromise standard based on unique TVS MOTERS values. One could call this a people-oriented standard of product creation, based on human perceptions and human sensibilities. At TVS MOTERS Motor our aim is nothing less than a level of quality that moves people to the soul in everything from the product concept and design to its performance and functions.


Technical review:
TVS MOTERS Motor publishes a "Technical Review" once a year to share reports on our ongoing R&D efforts and recent advances in engineering and manufacturing. Click on any of the titles below to obtain an English-language PDF of the publication cited. The Influence of Port Fuel Injection on Combustion Stability Unburned Gas Temperature Measurement in an SI Engine Using Fiber-Optic Laser Interferometry Development of sympathetic nervous system activity monitor using salivary amylase activity Scaling and Evaluation of Wholebody Vibration by the Category Judgment Method Development of Fracture Splitting Method for Case Hardened Connecting Rods A Model for Motorcycle Rider Operation Based on Genetic Algorithms Example of Usability Evaluation Activities in Motorcycle

Development Fuel Cell System for Motorcycles Fuel Injection System for Smaller Motorcycles An application of a smart control suspension system for a passenger car based on soft computing Study on Bearing Lubricity with 2-stroke Engine Oil Motorcycle Tire Crash Analysis Development of Magnetostrictive Load Sensor for MotorcycleMeasurement Robot.


Communication Plaza
The TVS MOTERS Communication Plaza was born of a vision formulated on the occasion of 40th anniversary of TVS MOTERS Motor to create a facility that would gather in one place an archive and exhibits of the many products, technologies and activities that the company has created since its founding in 1955, and to also serve as a venue for deepening communication and exchange with our customers and the society at large, in ways that help achieve our corporate mission of being a company that creates Kando. That vision became a reality when the Communication Plaza was opened on July 1, 1998, the 43rd anniversary of the company's founding.


Another important role of the Communication Plaza is to be a space where group company employees from around the world can meet and talk together about the corporate vision and the past, present and future of the TVS MOTERS Motor group, and in this way serve as a communication space that can generate new ideas and new value.

Communication Plaza
2500 Shingai, Iwata-shi, Shizuoka, Japan

Open days/hours:

9:00 - 17:00 Mon. - Fri. (only operation days of TVS MOTERS Motor's head office)

10:00 - 17:00 2nd and 4th Sat. of each month

Admission: Free

Ground Floor
Symbol zone The first thing visitors to the Communication Plaza see is the Symbol Zone displaying the historic models that are the roots of today's TVS MOTERS product lines, including the very first TVS MOTERS motorcycle YA-1, the jointly developed Toyota 2000GT, the early snowmobile "SL350", the first outboard motor P-7 and the production motorboat STRIPE-18. The first thing visitors to the Communication Plaza see is the Symbol Zone displaying the historic models that are the roots of today's TVS MOTERS product lines, including the very first TVS MOTERS motorcycle YA-1, the jointly developed Toyota 2000GT, the early snowmobile "SL350", the first outboard motor P-7 and the production motorboat STRIPE-18. The TVS MOTERS Communication Plaza was born of a vision formulated on the occasion of 40th anniversary of TVS MOTERS Motor to create a facility that would gather in one place an archive and exhibits 37

of the many products, technologies and activities that the company has created since its founding in 1955, and to also serve as a venue for deepening communication and exchange with our customers and the society at large, in ways that help achieve our corporate mission of being a company that creates Kando. That vision became a reality when the Communication Plaza was opened on July 1, 1998, the 43rd anniversary of the company's founding.

Product display space:

Here visitors see models old and new from the full range of TVS MOTERS products, from the motorcycles and scooters used and loved by people around the world, the boats, PWCs and outboard motors that are an integral part of today's marine leisure, as well as other leisure vehicles like golf cars, snowmobiles and ATVS MOTERS, plus a wide variety of products used in daily life, such as PAS electrically power assisted bicycles, portable generators, snow throwers, water purifiers, industrial robots and utility-use unmanned helicopters. 38

Presentation room:
This room is for presentations about TVS MOTERS Motor through media such as our corporate videos.

Simulation corner:
Here, sound simulators, image simulators and video and computer monitors offer visitors virtual experiences of TVS MOTERS products. There may also be models that can actually be mounted and ridden.

Plaza shop:
At this shop you can purchase a variety of original TVS MOTERS goods and items that will make perfect souvenirs of your visit.

2nd Floor History space

Here visitors journey back to the very earliest years of TVS MOTERS Motor through displays explaining the origins of TVS MOTERS's tuning fork mark and its meaning, a short biographical introduction to the corporate founder, Genichi Kawakami, and his philosophy, a display of TVS MOTERS's first motorcycle, YA-1, and the subsequent YD-1, which was the company's first completely original model. Photo exhibits show the early history of TVS MOTERS racing and displays of actual race machines from the various categories over the years stand alongside other important TVS MOTERS motorcycles, marine and automobile engines, snowmobiles and other products that give the visitor a panorama of our corporate history.

Satisfaction is a persons feeling of pleasure or disappointment resulting from comparing a products perceived performance in relation to his or her experience 39

.Philip Kotler Todays most successful companies are raising expectations and delivering performance to match. These companies embrace total customer satisfaction. Highly satisfied customers produce several benefits for the company. Satisfied customers are fewer prices sensitive, remain customers for a longer period, and talk favorably to others about the company for a longer period, and talk favorably to others about the company and its products. A company can always increase customer satisfaction by lowering its price or increasing its services, but this may result lower profits. Thus, the purpose of marketing is to generate customer value profitably. How closely experience with a product Meet or exceeds a customers expectation. ..M.K.Rampal.S.L.Gupta Customer satisfaction depends on a products perceived performance in delivering value relative to a buyers expectations. If the products performance falls short of the customers expectations, the buyer is dissatisfied. If performance matches expectations, the buyer is satisfied. If performance exceeds expectations the buyer is delighted. Outstanding marketing companies go out of their way to keep their customer satisfied. Satisfied customers make repeat purchase and they tell others about their experiences with the product. The key is to match customer expectations with company performance. Smart companies aim to delight customers buy promising only what they can deliver then delivering more than they promise. Customers satisfaction is closely linked to quality. In recent years many companies have adopted TQM programs, designed to constantly improve the quality of their products, services, marketing processes. Quality has a direct impact on performance and hence on customer satisfaction. Marketing in the present day world has occupied an important role in Business activity. The entry activity of any business revolves around the processes, earlier their use to be exchange of goods for goods. Later introduction of money has made the exchange of transaction simple; layer what all was produced got sold. The entry concept was to sell the product. During this period marketing was simple activity involving the process of exchange of goods orservices. Now the counters of the development in the marketing have undergone revolution changes 40

today. The emphasis has shifted from production oriented to sales oriented consumers satisfaction. To excel competition or to win markets, it is pertinent that marketers have depth knowledge of the ever widening horizons of marketing, if the professionals or marketers have a right perception of marketing, this task would be rendered considerably easier. Through the decades automobile industry took varied evolution in technology of car manufacturing new designs, technological advancement has made deliberate improvements in the standards of car manufacturing .Earlier owning of car was difficult. Not only owning, but also maintenance was also a costly affair in those days, it was on par with higher income strata. It was the businessman and high esteemed people who use to possess a car. A decade ago, the people who owned a car when seen has high status kind amount the rest, but now a days car is a increasingly becoming an affordable mode of persona transportation. The automobile industry has increasingly waded through in its mode of manufacturing keeping in mind the constant increase in demand for the product. Now the car industry has tremendously improved in all the aspects like sophisticated, engineering through CAD, prototype developing, advancement in research methodologies, and advancement in technology etc., and above all marketing of these varied car models through different marketing strategies followed witnessed a tremendous growth and success. Many multination automobile companies have set up their base in India foreseeing good scope in the present market condition during the last decade or so. This turn has lead to heavy competition not only in Indian car manufacturing industry but also among the multinational companies, which have set up their base in India. When small car entered into the Indian car market, it made a revolutionary change in the scenario of the automobile industry. maruti udyog Ltd,. It was the first entrance into the small car segment, which captured the major part of the Indian car market. at this stage of the car market Korean car markets Daewoo and Hyundai also entered in to the car market followed by padmini automobiles & TELCO. The above companies introduced their respective small cars i.e., Maruti 800 Daewoo Matiz, Hyundai santro, fiat Urio , tata indica these companies followed different marketing strategies in order to capture the car market . 41

Customers satisfaction:
The extent to which products perceived performance matches a buyers expectations. if the products performance falls short of expectation, the buyer is dissatisfied . if performance matched or exceeds expectations . the buyers satisfied or delighted satisfied customers make repeat purchases , and they will tell others , about the good experiences with the products. the key is to make customer expectations with company performance smart companies aim to delight customers by promising only what they can deliver , the delivering more than what they promise. In deciding which products and services to buy consumer relay on their perception of relative value. Customer value is the difference between the values the consumers gains from owing and using a product and the cost obtaining and using the product . customer

satisfaction closely like to quality leading many companies to adopt TQM practices. Marketing occurs when people satisfy their needs and wants through an exchange beyond creation short term exchanges marketers need to build a long term relation ship with valued customers , distributors , dealers and suppliers . An empirical study on marketing survey analysis of the company.This means that a survey of the market as well as the research is done on that survey for a particular product of the company. Customer satisfaction may be defined as a qualitative measure where in a customer experience various degree of satisfaction until the performance of the product matches his expectation. Customer satisfaction with a product depends on the products performance relative to the buyers expectation. If the performance of the product falls short of his expectation the customer is dissatisfied. If the performance of the product exceeds his expectation the customer is high satisfied .customer satisfaction can be achieved through quality, value and service For a customer-centered company customer satisfaction is both a goal as well as major factor in the companys success. Companies that achieve high customer satisfaction ratings must realize that highly satisfied customers produce several benefits to the company. They are less price-sensitive and they remain customers for a longer period. They also talk favorably to the others about the company and its product and services. 42

Although customers centered firms seek to deliver a high level of customer satisfaction than their competitors, they do not attempt to maximize the customer satisfaction a company can always increase customer satisfaction by lowering the price and increasing its services. But this may result in lower profits. The company may be able to increase profitability along with customer satisfaction by improving its manufacturing or investing of the R & D. satisfaction is the customers fulfillment response. It is a judgment that a product or service features or the product or service it self provides a pleasurable level of consumption related fulfillment. It less technical terms, we translate this definition to mean that satisfaction is the customers evaluation of product or service in term of whether that product or service has met their needs and dissatisfaction with the product or service. In addition to a sense of fulfillment in the knowledge that ones needs have been met, satisfaction can also be related to other types of feelings, depending on the particular context or types of services. For example, satisfaction can be viewed as contentment more of a passive response that consumers may associate with services they dont think a lot about or services that they recive routinely overtime satisfaction may also be associated with felling of pleasure for services that make the consumers feel good or are associated with a sense of happiness. For those services that really surprise consumers in a positive way, satisfaction may mean delight. And in some situation, where the removal of a negative leads to satisfaction, the consumer may associate a sense of relief with satisfaction. It is also important to recognize that although we tend to measure consumer satisfaction is dynamic, moving target that may evolve overtime, influenced by a variety or factors. Particularly when product usage of the service experience takes overtime, satisfaction may be highly variable depending on which point in the usage or experience cycle one is focusing on. Similarly,in the case of very new services or a service not previously experienced, customer expectation may be barely forming at the point of initial purchase; these expectations will solidly as the process unfolds and consumers begins to form his or her perception. Through the services cycle the consumers may have a variety of different experiences- some good, some not goodand each will ultimately impact satisfaction Usually here should be two essential things to take place transactions in the market. Those are nothing but product and customer. Without product here will be no customer are tangible. But the satisfaction of the customer is intangible. That 43

intangible factor influences a lot on the tangible one. i.e. product. so each and every organization has concentrate more on satisfying is customers. Unless otherwise the companies gain mind share and hear share of the customer, heir product may not sustain in the marked, and they may no retain their customers back. The gradual opining up economies but respective government saved the way for the multinational companies resulting in an extremely competitive market leaving benefits the customers. The availability of the choice has led to think and act before he dies. The saying customer is king, was gained importance. Most of the organizations accepted he promise that, an organization must become more knowledge-intensive and value oriented in order to serve the customers. Customers are getting benefited because hire felt and unfelt needs are care by the marketers of the day. The improvements of marketing efforts gave shape after sales services. Now organizations are thinking upon the concepts like relationship marketing, involving the customers as partners of growth for the organization.

What determines customer satisfaction:

Customer satisfaction influenced by specific product or service features and by perceptions of quality as suggested. Satisfaction is slso influenced by customers emotional responses, their attributions, and their perceptions of equity.

Product and service feature:

Customer satisfaction with a product or service is influenced by significantly by the customers evaluation of product or service features, research has shown that customer of services will make trade-offs among different services features, depending on the type of service being evaluated and the critically of service. Customers emotions can also affect their perceptions of satisfaction with products and services. These emotions can be stable, preexisting emotions. FACTORS INFLUNCING CUSTOMER SATISFACTION: Marketing research has identified four distinct facers which influence the customer satisfaction. According to Lile and Sheth the major aspects of each are.

Product: Basic design: how familiar designer are with customer needs, incentives drives the design, manufacturing and quality control. 44

Sales activity: It is the message that the Company sends out in its advertising. Intermediaries, and the attitudes that it projects to the customer. After sales: Guarantees, parts and service, feedback, complains handling, and overall responsiveness o a customer with a problem.

Cultures: Intrinsic values and belief of the firm as well as tangible and intangible symbols and systems it uses To instill These values into Employee behavior at all levels.



Customer Satisfaction

Sales Activity



Identify your customer. Establish a good communication. So you learn what your customers expectations are about your service product. Create or modify your product or service according to that information. 45

Make sure everyone in your company or organization is aware and willing to improve the customer, service vision and mission.


The customer is at the centre of this triangle, because every activity must be seen in terms of its impact on customer satisfaction, under it has been observed that the customer service triangle developed by Albert and Zemke will standing how the customer views the organizations performance rather than accepting an internal view.





Customer service is both a management function and an integral part of your business marketing strategy. Marketing strategies outline how your marketing objectives will be achieved. For example if the objective is to increase marketing objectives for profits, cash, flow, and market share can be achieved by increasing the number of users, increasing the rate of purchase, retaining existing customers and having them repeat their purchases, or acquiring new customers. You can provide excellent customer service and retain current customers by focusing on the 4cs Customer needs meet their needs and maintain their satisfaction 46

Cost to satisfy needs gaining customer satisfaction doesnt have to be expensive. Convenience being accountable to your customer, they want to help and give their opinions.







SATISFACTION Complaints and suggestion system:

A customer c entered organization makes it easy for its customer to delivery suggestion and complaints. Many restaurants and hotels provide forms for guests to report like and dislike. Some customer centered companies like general electrical whirlpool establish hot lines with toll free 200 telephone numbers companies are also adding web pages and e- mail to facilities two way communication. These information flows provide companies with many good ideas and enable them to act quickly to resolve problems.

Customer satisfaction surveys:

Studies shows that although customers are dissatisfied with one out of every four purchases, less than 5 percent of dissatisfy customers will complain. Most customers will buy less or switch suppliers. Complaint levels are thus, not a good measure of customer satisfaction, companys measure customer satisfaction directly by conducting periodic surveys. They send questionnaires or make telephone calls to a random sample of recent customers. They also solicit buyers views on their competitors performances. While collecting customer satisfaction data, it is also useful to ask additional questions to measure purchase intention, this will normally be high if the customers satisfaction is higher. It is also useful to measure the like hood or willingness to recommended the company and brand to other. A high positive word of mouth score indicates that the company in producing high customer satisfaction. And also the reputation of the company is driving the customers towards the company and the customers are satisfied with the companys performance.

Lost customer analysis:


Companies should contact customer who have stopped buying of who have switched to another supplier to learn why this happened. When IBM loses a customer, it meant a though effort to learn where it failed. Not only is it important to conduct exit interviews, when customer first stops. Buying but it is also necessary to monitor the customer loss rate.

Customer satisfaction is what they expect from the manufacturer and how much they satisfied with the service? If the performances of the product fall short of expectation, the customer is not satisfied. If the performance of the product of the product matches with the expectations the customer is satisfied. If the performance of the product is more than the expectations the customer is highly satisfied and delighted.

It is very necessary to measure the customer satisfaction because every average business losses 10% to 30% of its customers each year often without knowing. Therefore the manufacture has to be in a position. To identity which customer they have lost, why they were lost and when they are lost and have to take the proper steps to overcome these problems. In a business, it is so far more expensive to win a new customer then to maintains the existing one that is cost of acquiring a new customer is 5 to 7 times greater than retaining the current one. Customer satisfaction is closely linked to quality in recent years, many companies have adopted total quality management (TQM) programs, designed to constantly improve.

CUSTOMER SERVICES Service: Identifiable, intangible activity that is the main object of Transactions designed to provide want satisfaction to customer.

According to Vishwanadhan in his book of Analysis of Manufacturing Enterprises, an Approach to Leveraging Value defines customer service as follows. Customer service is defined as he set of activities involved in timely and accurate delivery of product, invoices and any other items necessary of use the products in a fashion perceived as excellent.

The important elements of the customer service include Delivery reliable and consistency Delivery service frequency Single point of contact Price and quality After sales services The objectives of a customer service strategy is o enhanced customer Retention by creating such a high level of customer satisfaction he customer would not even think of another supplier.


Marketers must determine what customer want and then give it to them. This can be done in several ways. One is by getting feedback regarding buyer preferences and Then information to customize the service delivery. For example, what do restaurant guest want? It has been found that are gender preferences.


Customer can fall into different groupings; the way of car to one group may be Different from that of another, and in the restaurant business here are other customer groups besides men and women. Today, many fast food giants Mc Donalds for Example is now targeting on kids. There is one other major customer group however. The needs considerable attention- associates. They are individuals who work in the organizations. They are internal customers who cannot be ignored in the service equation. Key to customer retention it Training associate to create service firms positive service. 49

Counters: They believe that if staff does their jobs, customer will be satisfied and will make repeat purchases. Customers identification is considered to b the crucial task and c


A good first impression is critical in the service business, because it sets the stage for everything that follows, Moreover; first impression is typically made within for 30 seconds of the service counter. If everything goes well at this stage, customers are likely to have a positive attitude and look forward to an enjoyable experience. If, however, things do not go well, even a minor problem may be the basis for the customer deciding not come back again. There rules to make a good impression: Greet guests as quickly as possible. (Hello, good evening etc) Dont allow guests to remind unattended for more than one minute. Use good posture to communicate. The tone of your greetings should be warm and your message welcoming.

Delivering Customer Value and Satisfaction

Marketing alone cannot deliver superior customer value and satisfaction. Although it plays a leading role, marketing can be only a partner in attracting, keeping, and growing customers. Relationship marketing requires that marketers must work closely with other company departments to form an effective value chain that serves the customer. Moreover, the company can be effective only to the extent that it works effectively with its marketing system partners to form a competitively superior value-delivery network. We now take a closer look at the concepts of a company value chain and value-delivery network.

Service quality dimensions:

Research suggest that consumers do not perceive quality in a one- dimensional way, but rather judge quality based on multiple factors relevant to the context. For ex, quality of automobiles is judged by such factors as reliability, serviceability, prestige, durability, functionality, and ease of use, whereas quality of food products might be assessed on other dimensions (flavor, freshness, aroma, and soon). Similarly, specific 50

dimensions of service quality have been identified through the pioneering research of parusuraman, zeithaml, and berry. Their research identified five specific dimensions of service quality that apply across a variety of service contexts


In providing outstanding services, five dimensions RATER consideration .Reliability Assurance Tangibles Empathy Responsiveness that warrant

Ability to perform the promised service dependably and accurately. Delivering on promises of five dimensions, reliability has been consistently shown to be most important determinant of perceptions of service quality among customers. It is defined as the ability to perform the promised service dependably and accurately. In its broadest sense, reliability means that the company delivers on its promises about deliver, service provision, problem resolution, and pricing. Customers want to do business with companies that keep their Promises.

Knowledge and accuracy of the employees and their ability to convey trust and confidence. Inspiring trust and confidence it is defined as employees knowledge and courtesy and the ability of the firm and its employees to inspire trust and confidence. This dimension is likely to be particularly important for services that the consumer perceives as involving high risk and or about which they feel uncertain about their ability to evaluate outcomes- for ex, banking, insurance brokerage, medical, and legal services.

Appearance of physical facilities. Equipments, personnel communication materials (physical evidence of facilities). Representing the service 51

physically tangibles are defined as the appearance of the physical facilities, equipment, personnel, and communication materials. All of these provide physical representations or images of the service that customers, particularly new customers, will use to evaluate quality. Service industries that emphasizes tangibles in the strategies include hospitality services where the customer visits the established units to receive the service, such restaurants and hotels, retail stores, and entertainment companies

Caring, individualized attention the firm provides its customers. Treating customers as individuals empathy is defined as the caring, individualized attention the firm provides its customers. The essence of empathy is conveying, through personalized or customized service, that customers are unique and special. Customers want to feel understood by and important to firms that provide service to them. Personnel at small firms often know customers by name and build relationships that reflect that personal knowledge of customers requirement and preferences. When such a small firm competes with large firms, the ability to be empathetic may give the small firm a clear advantage.

Willingness to help customer and provide prompt service. It is the lingness of help customers and provides prompt service. This dimension emphasizes attentiveness and promptness in dealing with customer by the length of time they

have to wait for assistance, answers to questions, or attentions to problems. Responsiveness also captures the notion of flexibility and ability to customize the service to customer needs. Personnel at small firms often know customers by name and build relationships that reflect that personal knowledge of customers requirement and preferences. When such a small firm competes with large firms, the ability to be empathetic may give the small firm a clear advantage.







Five stars of services Quality

Everyone has a service level expectation and it is up to the service to reach at least the lowest point of his level. This concept can be applied in Terms of a zone of tolerance, which is the level of service which a customer expects. This is illustrated in the figure and shows that service should be at least adequate. Anything below this level is unacceptable. Conversely, if the organization can provide a degree of service that is above the desired level that will result in customer delight To Typically ensures that person will return again and again.





Zone of Tolerance Unacceptable


Customer delight

Degrees of service level Expectations

Excellent service is not an end in its own right. Not is customer satisfaction. IT is a mean to an end. The commercial organization is to make profits and the aim of public organization is to provide an efficient service within budget. Service excellence I sonly required in so far as it achieves these objectives. It is possible to have very satisfied customer who is not profitable and to invest in high quality service which does not affect the customer buying behavior. It is also possible to such an extent that the customer finds the service unattractive. It is therefore important to find out which factors of service influence most of the customer propensity to buy and to be ahead of nearest rivals of these factors in Terms of service offer.


The after sales service or post sale service also called the aftermarket includes customer service e.g. repair and maintenance, Training, warranties, manuals and instructions, installation, consultation service, delivery and maintain the original product Through overhauling, replacements of parts, adjustments, and the satisfaction of outstanding warranty items. Most industrial products and many consumer durables require servicing on a regular basis. Service often must be provided to company with a warranty policy, a manufacturer must make arrangements for service Training and appropriate service facilities and spare parts to accommodate and fulfill The Terms of the special warranty. Today competitive market caused that many companies are evaluated their strategy to be more differentiated from others. After sales service is one of the elements, which help all firms in this matter. Many new breeds of high Tech companies are now discovering That They need to differentiate themselves from rivals in appealing to customers. After sales service support is being recognized as one of the competitive differentiation for most firms, which now produce in the same low cost regions of the world (Lele & Sheth, 1987). Harve mathe (1999) also emphasized on after sales service as a strong marketing Tools, which helps firms to be competitive in the market. He mentions, service is providing to be a source of competitive advantage that enables firms to 54

remain leaders in a highly competitive market or to create differentiation, which will enable a challenger to attack and overtake the leader. According To Goffin (1999 & 2001) customer support, which is also referred To as product support after sales service, Technical support or simply service is important because. It can be a major of revenues, although it often receives too little management attention. IT is essential for achieving customer satisfaction and good long Term relationship as identifying by number of researchers. IT can provide a competitive advantage. IT needs to be fully evaluated during new product development as good product design can make customer support more efficient and cost effective.

Increased competition in many industries has led to increased attention on customer service. Various studies indicate that upset customer may have big effect on sales of the Company. Therefore, all firms Try to put their attention to keep their customer satisfied and fulfill their needs and wants as much as possible. One of the strong tools which help all companies in this matter is providing best after sales service. Providing good and reliable products, which is another main Target of each company can be achieved can be achieved by good after sales

customer service. Avinder (1996) believes; increasingly after sales customer service is becoming the order winning criteria for most firms and is now being recognized as an important research priority. According to major study conducted by the conference board, the primary Rationale of the manufactures for offering after sales service is the need to support their products. In fact after sales service adds the products value and its often Treated as integral part of the product. Proper after sales service helps companies in customer retention too. Many companies have begun to align entire organization to deliver excellent service since they know their investment will pay off in terms of competitive advantage and customer retention (Jennifer potter 1994).


Finally, after sales service is often in response to a customer problem, e.g. product failure restoration, problem diagnosis, expert assistance to resolve a problem, problem with using the product etc. therefore after sales service is a recovery process that attempts to resolve a customer problem, which if not resolved, causes dissatisfaction and less satisfied customer. The service function therefore attempts to recover the customer satisfaction to the level it was before the occurrence of the problems (Gronroos, 2000). Service is the prompt delivery of the product. It is courteous sales personnel. It is a user or service manual manual modified to meet your customer's needs. It is ready access to a service facility. It is knowledgeable, costeffective maintenance, repair, or replacement. Service is location. Service is dealer support. Service varies by the product type, the quality of the product, the price of the product, and the distribution channel employed. For export products that require no service - such as food products, some consumer goods, and commercial disposables the issue is resolved once distribution channels, quality criteria, and return policies have been identified.



Mode Magazines Newspapers Television ads Existing users & friends Fairs Any other

Number of respondents 8 10 12 60

Percentages 8 10 12 60

6 4

6 4




According to the survey highest no of respondents are satisfied by i.e.,62 According to the survey, highest no of respondents are satisfied by the product i.e., 62 percent.. The product is popular in the market for its brand name and for the service provided by the company and least the price.

TABLE-1 57

Type of Bike bought

Particulars New Pre-owned Total

No. of respondents 102 11 113

Percentage 90% 10% 100%

Graphical representation of type of bike bought TVS MOTERS brand

100 90 80 70 60 50 40 30 20 10 0 New Pre-Owned 11%


From the analysis we can interpret that among 113 respondents surveyed, most of the respondents i.e., 90% of the customers chosen new TVS MOTERS vehicle. Out of 113 respondents surveyed, 11% of the customers chosen pre-owned TVS MOTERS vehicle.

TABLE- 2 58

Reasoning for preferring TVS MOTERS Brand Particulars Good mileage Durability Economical Safety Total No. of Respondents 40 27 35 11 113 Percentage 35% 24% 31% 10% 100

Graphical representation of Reasons for preferri ng TVS MOTERS brand

45 40 35 30 25 20 15 10 5 0

35% 31% 24%


good milege




From the analysis we can interpret that among 113 respondents surveyed, most of the respondents i.e., 35% felt that good mileage was the reasons for their preferring TVS MOTERS brand. 24% felt that the durability was the reason for their preference. 31% felt that economical was the cause of their preference. 10% felt that safety was the reason for preferring TVS MOTERS brand.

TABLE- 3 59

Customer opinion regarding factors, product attributes motivated them to purchase TVS MOTERS Vehicle Particulars Product Price Promotional schemes Dealers Total No. of Respondents 54 36 14 9 113 Percentage 48% 32% 12% 8% 100

Graphical representation: Product attributes motivated them to purchase TVS MOTERS Vehicle.

65 55 45 32% 35 25 15 5 product pice promotional schemes dealers 12% 8% 48%

Interpretation: We can see from the above graph inkling as to product attributes that are most appealing to the respondents. Majority of more than half of the respondents surveyed considered the product to be the most appealing attribute. While around 32% of the respondents considered price to be an appealing attribute and 12% felt that promotional schemes of the company to appealing attribute.


TABLE-4 Reasons for buying TVS MOTERS vehicle from the Goodwill Motors PVT.Limited. Particulars Service Wide range of choice Finance facility Convenience Total No. of Respondents 40 34 28 11 113 Percentage 35% 30% 25% 10% 100

Graphical representation Reasons for buying TVS MOTERS vehicle from the Goodwill PVT.Limited.
40 35 30 25 20 15 10 5 0 service Wide range of choice Finance facility Convenience 10


35 30 25

Interpretation: From the analysis we can interpret that among 113 respondents, most of the respondents i.e., 35% satisfied with the service at Goodwill Motors Pvt Ltd. 30 % of the customers satisfied with the availability of wide range of choice at Goodwill Motors Pvt Ltd. 25% of the customers satisfied with the finance facility named Goodwill Finance at Goodwill Motors Pvt Ltd. 10% of the customers satisfied with the convenience at Goodwill Motors Pvt Ltd. 61

Table 5 Customers opinion regarding sufficient number of Colors available in their vehicle Particulars Availability Not-availability Total No. of respondents 104 9 113 Percentage 92% 8% 100

Graphical representation Customers opinion regarding sufficient number of colors available in their vehicle.
100 90 80 70 60 50 40 30 20 10 0 92

8 Available Not Avaliable

Interpretation : From the analysis we can interpret that among 113 respondents, most of the respondents i.e., 82% satisfied with the availability of colors in their TVS MOTERS vehicle. Very few i.e., 18% are not satisfied. The analysis indicates that majority of respondents were satisfied with the availability of colors in their TVS MOTERS vehicle.


TABLE-6 Customer opinion regarding whether the company provide any type of warranty on vehicle. Particulars Yes No Total No. of Respondents 93 20 113 Percentage 82% 18% 100

Graphical representation The company provides any type of warranty on vehicle.

90 80 70 60 50 40 30 20 10 0 Yes No

Interpretation: From the analysis we can interpret that among 113 respondents, majority of the respondents i.e.,82% said that the company provides any type of warranty on TVS MOTERS vehicle. Very few i.e.,18% are not satisfied with warranty on TVS MOTERS vehicle. The analysis indicates that majority of respondents were satisfied with the company provides any type of warranty on TVS MOTERS vehicle.


TABLE-7 Customer opinion on the implementation of the new technology in TVS MOTERS vehicles Particulars Well Satisfied Satisfied Not Satisfied Total No. of Respondents 88 18 7 113 Percentage 78% 16% 6% 100

Graphical representation Customer opinion on the implementation of the new technology in TVS MOTERS vehicles
90 80 70 60 50 40 30 20 10 0 Well Satisfied Satisfied Not Satisfied 16 6 78

Interpretation: From the analysis we can interpret that majority of the respondents i.e., 78% have been well satisfied with the new technology introducing in the TVS MOTERS vehicles . 16% of respondents are satisfied with the new technology. 6% of respondents are not satisfied with the new technology. The analysis indicates that the majority of the respondents are satisfied with the new technology.


TABLE -8 Customer opinion on the maintenance of the TVS MOTERS vehicles Particulars Low maintenance Average maintenance High maintenance Total No. of respondents 77 26 10 113 Percentage 68% 23% 9% 100

Graphical representation Customer opinion on the maintenance of the TVS MOTERS vehicles
80 70 60 50 40 30 20 10 0 Low maintenance Average maintenance High maintenance 9 23 68

Interpretation: From the analysis we can interpret that The majority of the respondents i.e., 68% have been satisfied with the low maintenance of the TVS MOTERS vehicles . 23% of respondents are satisfied with the average maintenance, 9% of respondents are not satisfied with high maintenance. The analysis indicates that the majority of the respondents are satisfied with the maintenance of TVS MOTERS vehicle.


Table - 9 Opinion of customer that how long they have been using this vehicle. Particulars Less than 3 months Less than 6 months 6 months to 1 year Above one year Total No. of Respondents 34 39 23 17 113 Percentage 30% 35% 20% 15% 100

Graphical representation: Opinion of customer that how long they have been using this vehicle
40 35% 35 30% 30 25 20% 20 15% 15 10 5 0 less than 3 months less than 6 months 6 months to one above one year year

Interpretation: From the analysis we can interpret that the majority of The respondents i.e., 35% have been using this vehicle from for last six months 30% of respondents are have been using this vehicle from for last 3 months. Out of 100 respondents few members, i.e. 20% are using vehicles from 6 month to one year . 15% are using above one year.


TABLE-10 Customer satisfaction with regard to mileage of the vehicle. Particulars Highly satisfied Satisfied Dissatisfied Total No. of respondents 91 18 4 113 Percentage 81% 16% 3% 100

Graphical representation Customers satisfaction with regard to mileage of the vehicle.

90 80 70 60 50 40 30 20 10 0 Highly satisfied satisfied dissatisfied 16% 3% 81%

Interpretation: From the analysis we can interpret that the majority of The respondents i.e.,81% are highly satisfied with the mileage of the vehicle, 16% of respondents are satisfied with the mileage of the vehicle , 3% of respondents not satisfied with millage. Out of 100 respondents few members are dissatisfied with the mileage of the vehicle..


TABLE-11 Customers opinion regarding the availability of spare parts. Opinion No. respondents Always available Sometimes available Rarely available Total 93 11 9 113 82% 10% 8% 100 of Percentage

Graphical representation Customers

90 80 70 60 50 40 30 20 10 0 Always Available Some Times Available Rarely Avaialable 10% 8%








Interpretation: Most of the respondents are satisfied with the availability of spare parts. The analysis indicates that the majority of the respondents were satisfied the availability of the spare parts.


TABLE-12 Customers opinion regarding the vehicle complaints handled by the company. Opinion Excellent Good Average Poor Total No. of respondents 65 25 14 9 113 Percentage 58% 22% 12% 8% 100

Graphical representation Customers opinion regarding the vehicle complaints handled by the company
70 60 50 40 30 20 10 0 Excellent Good Average Poor 22% 12% 8% 58%

Interpretation: In the clear from the above graph that, most of the respondents were satisfied by the way company handling the complaints. Out of 113 respondents very few respondents are not satisfied.


TABLE-13 Customer opinion regarding the servicing charges on vehicle Opinion No. respondents More than estimated As per the estimated Low Total 2 88 23 113 2 78% 20% 100 of Percentage

Graphical representation Customer

90 80 70 60 50 40 30 20 10 0 More Than estimated As per estimated Low








Interpretation: It can be understood from the above graph it is observed that, most of the respondents i.e. 78% of the respondents opined that servicing charges are as per the estimation, 20% of the respondents felt that low servicing cost charged on vehicle and 2% of the respondents are not satisfied with the more than estimated servicing charge. The analysis indicates that majority of the respondents were satisfied with the servicing cost charged on vehicle.


TABLE-14 Ratings on the explanation given by service advisor of work done on your vehicle Particulars Excellent Good Average Poor Total No. of respondents 36 `51 17 9 113 Percentage 32% 45% 15% 8% 100

Graphical representation Rate the explanation given by service advisor of work done on your vehicle
50 45 40 35 30 25 20 15 10 5 0 Excellent Good Average Un acceptable 8% 15% 32% 45%

Interpretation: It can be understood from the above graph, it can be inferred that, most of the respondents i.e. 32% of respondents feel, the explanation given by service advisor of work done on vehicle is excellent. 45% respondents are opined that it was good, out of 100 respondents 15% felt it was average, very few respondents felt that it was unacceptable.


TABLE-15 Rate the quality of service at Goodwill TVS MOTERS. Particulars Excellent Good Fair Poor Total No. of respondents 23 67 17 6 113 Percentage 21% 59% 15% 5% 100

Graphical representation Rate

70 60 50 40 30 21% 20 10 0 Excellent Good Average Un acceptable 15% 5% 59%









Interpretation: It can be understood from the above graph, it is observed that most of the respondents 21% of respondents felt that the quality of service is excellent at Goodwill TVS MOTERS. 59% respondents are opined that it was good, out of 100 respondents 15% felt it was average, very few respondents felt that it was unacceptable at Goodwill MOTERS. The analysis indicates that majority of the respondents were satisfied with the Quality of service is excellent at Goodwill TVS MOTERS. 72 TVS

TABLE-16 Customer opinion regarding the delivery service of Goodwill TVS MOTERS pvt, limited. Opinion Prompt Delay Total No.of respondents 96 17 113 Percentage 85% 15% 100

Graphical representation: Customers opinion regarding the delivery service of Goodwill TVS MOTERS pvt.
90 80 70 60 50 40 30 20 10 0 Prompt Delay


Interpretation: It can be understood from the above graph it is clear that, most of the respondents i.e. 85% of respondents felt that the delivery service of Goodwill TVS MOTERS is prompt. very few respondents said that (i.e. 15% of respondents) they are not satisfied with the delivery service of Goodwill TVS MOTERS The analysis indicated that majority of the respondents were satisfied with the delivery service of Goodwill TVS MOTERS pvt. Limited.


TABLE-17 Customers opinion regarding whether they suggest Goodwill TVS MOTERS to their friends. Particulars Yes No Total No. of respondents 104 9 113 Percentage 92% 8% 100

Graphical representation Customers opinion regarding do you suggest a valued service / sales for your friends
100 90 80 70 60 50 40 30 20 10 0 Yes No





Interpretation: It can be understood from the above graph The most of the respondents 92% of respondents are felt that they are suggesting a valued sales / service for our friends in Goodwill MOTERS. Very few respondents are said that they are not interest to suggesting valued sales / service for our friends in Goodwill TVS MOTERS. The analysis indicates that majority of the respondents were satisfied with the sales/service of Goodwill TVS MOTERS and they are suggested to our friends TVS


TABLE-18 Mode of payment made by the customers to acquire the bike Particular Finance Spot cash Total No.of respondents 97 16 113 Percentage 86% 14% 100%

Graphical representation: Way in which customers bought their Bike.

100 90 80 70 60 50 40 30 20 10 0 finance spot cash

Interpretation: It can be understood from the above graph The most of the respondents 86% of Respondents were bought their bikes mostly in finance. And 14% of the people bought their bikes with spot cash.


TABLE-19 Customer opinion on the performance of bike on high ways Particular Excellent Good Better Bad Total No. of respondents 70 26 12 5 113 Percentage 62% 23% 11% 4% 100

Graphical representation Customer opinion on the performance of bike on high ways

70 60 50 40 30 20 10 0 Excellent Good Better Bad 23% 11% 4%


Interpretation: It can be understood from the above graph The most of the respondents 62% of respondents were highly satisfied with performance of their bike in highways. 23% of the people were satisfied. 4% of respondents not satisfied.


TABLE-20 Customer awareness about extended warranty Particular Yes No Total No. of respondents 87 26 113 Percentage 77% 23% 100

Graphical representation Customer awareness about extended warranty

90 80 70 60 50 40 30 20 10 0 Yes No 23% 77%

Interpretation: The above analysis has shown 77% of respondents having the awareness about the extended warranty , 23% of respondents doesnt aware about extended warranty.


Most of the respondents felt good mileage was the reason for the preference of TVS MOTERS, followed by low price of spare, durability and economical and safety respectively.

A majority of the respondents were influenced by commercial sources in their purchase decision, while minority of them was influenced by personal sources.

Majority of respondents were satisfied with performance of TVS MOTERS two wheeler, while less than fifth of them were not satisfied.

Most of the respondents depend upon their own finances.

Majority of the respondents chose a finance source, mainly to the low rate in interest charged by them, while the rest chose it due to its flexibility and the few formalities involved.

The analysis indicated that majority of the respondents were satisfied with the maintenance of the vehicle.

The analysis indicates that majority of the respondents were satisfied with the delivery service of Goodwill TVS MOTERS pvt. Limited

The analysis indicates that majority of the respondents were satisfied with the Quality of service is excellent at Goodwill TVS MOTERS.


Dealer has to provide service like mileage adjustments. A/C services, etc.,

Dealer has to deliver the orders quicker in context of satisfying the customers.

Some technical programs are to be conducted by the leader in order to upgrade the skills of worker and employees.

As some of the respondents are wishing to other brands, dealer has to maintain better relationship with the customers.

Dealer has to introduce some new schemes to attract employees.

Companies have to increase the awareness level in buyers through print media.

Company has to provide more festival offers and off seasons offers to all customers.

Company has to attract the customer by giving free gift hampers at the time of purchase.

Company has to provide the free demo show to the customers.

Company has to conduct the communication classes to the sales executives.


QUESTIONNAIRE ON CUSTOMER SATISFACTION 1) Type of bike bought? (a) New (b) Pre owned

2) Reasons for preferring TVS MOTERS brand? a) Good mileage c) Economical b) Durability d) Safety

3) Customer opinion regarding factors, product attributes motivated them to purchase TVS MOTERS Vehicle? a) Product c) Promotional schemes b) Price d) dealer

4) Reasons for buying TVS MOTERS vehicle from the Goodwill Motors PVT.Limited. a) Service c) Finance facility b) Wide range of choice d) Convenience

5) Customers opinion regarding sufficient number of Colors available in their vehicle? a) Available b) Not-available

6) Customer opinion regarding whether the company provide any type of warranty on vehicle? a) Yes b) No

7) Customer opinion on the implementation of the new technology in TVS MOTERS vehicles? a) Well Satisfied b) Satisfied c) Not satisfied

8) Customer opinion on the maintenance of the TVS MOTERS vehicles? 80

a) Low maintenance b) Average maintenance c) High maintenance

9) Opinion of customer that how long they have been using this vehicle? a) Less than 3 months c) 6 months to one year b) Less than 6 months

10) Customer satisfaction with regard to mileage of the vehicle? a) Highly satisfied c) Dissatisfied 11) Customers opinion regarding the availability of spare parts? a) Always Available c) Rarely available 12) Customers opinion regarding the vehicle complaints handled by the company? a) Excellent c) Average b) Good d) Poor b) Sometimes available b) Satisfied

13) Customer opinion regarding the servicing charges on vehicle? a) High b) Low c) Moderate

14) Ratings on the explanation given by service advisor of work done on your vehicle? a) Excellent c) Average b) Good d) Poor

15) Rate the quality of service at Goodwill TVS MOTERS? a) Excellent c) Fair b) Good d) Poor

16) Customer opinion regarding the delivery service of Goodwill TVS MOTERS Pvt, limited? a) Prompt b) Delay


17) Customers opinion regarding whether they suggest Goodwill TVS MOTERS to their friends. TVS MOTERS? a) Yes b) No

18) Mode of payment made by the customers to acquire the bike? (a) Finance (b) Spot cash

19) Customer opinion on the performance of bike on high ways? (a) Excellent (b) Good (c) Better (d) Bad

20) Customer awareness about extended warranty a) Yes b) No

Do you want to render any suggestion _____________________________________________________________________ ___________________________________________________

Thank you for sharing your opinions about TVS MOTERS your comments are much appreciated.





Philip Kotler, Marketing Management, Peason education, New Delhi, 1994 Philip Kotler, Principles of Marketing, Pearson Education, Delhi, 1999 V.S.R. Swamy, Marketing Management, Mc. Millian Books, Mumbai, 1995 Philip Kotler, Principles of Marketing, Pearson Education, New Delhi, 2000 C.N. Sonatakki, Marketing Management, Kalyani Publishers, Calcutta, 1999 Ramesh & Malhotra, Marketing Research, Mc. Millian Books, New Delhi, 1998 Santon W.J, Fundamentals of Marketing, Mc. Grawn Hill, Calcutta 1994 Sexena, Marketing Management, Mc. Graw Hill, New Delhi, 2000 S.L. Gupta, Brand Management, Himalaya Publishing, Mumbai,2002