G.L.

BAJAJ
INSTITUTE OF MANAGEMENT AND RESEARCH

Approved by A.I.C.T.E., & Affiliated to Dr.A.P.J. Abdul Kalam Technical University

Plot No. 2, Knowledge Park III, Greater Naiad, U.P., India Pin-201308

A
PROJECT REPORT
ON

“ CUSTOMER SATISFACTION TOWARDS ROYAL ENFIELD BIKE”

Submitted For
THE PARTIAL FULLFILLMENT OF THE AWARD OF DEGREE OF
MASTER OF BUSINESS ADMINISTRATON (MBA)

Under the Guidance of: Submitted By:

NAME-DEEPAK KUMAR
MS VINEET
ROLLNO.-1780170051

[1]
[2]
 DECLARATION

I the under signed, hereby declare that the project work written and submitted was
based on the data collected by me and the information given in this report has not
been copied from any other previous report submitted to any other university or
college in the area of marketing in

“Customer Satisfaction Towards Royal Enfield Bike” As a MBA STUDENT OF GL

BAJAJ“INSTITUTE OF MANAGEMENT AND RESEARCH

DEEPAK KUMAR
Roll No: 1780170051

Date:

[3]
 ACKNOWLEDGEMENT

Concentration, dedication, hard work and application are essential but not the only factor
to achieve the desired goal. Those must be supplemented by the guidance assistance and
cooperation of experts to make it success.

I am extremely grateful to my institute for providing me the opportunity to undertake

this research project in the prestigious field.

I am deeply obliged to Mr. VIKAS GAUTAM, manager (sales) and our corporate guide
for this project, for his valuable help, guidance and encouragement given to us throughout
the course of this project and for successful completion of this project.

With profound pleasure, I take this opportunity to convey our sincere gratitude and
appreciation to our President Profit for their encouragement and support.

It would have been for me to find words to express our gratitude to GL BAJAJ Faculty
Ms. Vineet for his encouragement in completing this project.

We feel a deep some of gratitude to all those connected to this project.

[4]
 EXECUTIVE SUMMARY

Customer satisfaction is the art of managing customer expectation and experience. The four
dimensions of marketing, called as marketing mix: Product, Price, Place and Promotion. The
present study concentrates on the satisfaction level of the Royal Enfield Bullet owners in
Angel and Secundrabad city. The segmentation parameters, the targeting group, and the
positioning strategies are evaluated in this study. The product dimension and how customers
are so satisfied to upgrade themselves by buying superior models and the promotional
dimension where Royal Enfield conducts “RIDES” for their customers to
GOA,HIMALAYAS, RANN OF KUCHH, KANYAKUMARI ETC are incorporated in the
study.
The place dimension where Royal Enfield company is very much concerned about their
customers experience right from the time they enter into the showroom to the time they get
the delivery and also in case of servicing in their workshops. The price dimension is also
considered in detail in the study.
The study focuses on the marketing mix of Royal Enfield and the various parameters for its
success in the market as a niche player.
Auth

[5]
 INDEX

SL CONTENTS PAGE

NO NO

1 INTRODUCTION ( Industry and company)

9-50

2 LITRETURE REVIEW 51-62

3. RESEARCH FRAMEWORK 63-67

4 DATA COLLECTION, ANALYSIS AND 68-82

INTERPRETATION

5 CONCLUSION 82-85
Concluding remarks and suggestions

6 REFERENCES 86-88

7 APPENDIX 89-91

[6]
[7]
[8]
INTRODUCTION

[9]
 INTRODUCTION
Marketing is the process of performing market research, selling products and /or services to
customers and promoting them via advertisement to further enhance sales. It generates the
strategies that underlie sales technique, business communication and business development.
It is an integrated process through which companies build strong customer relationships and
create value for their customers and themselves. The term marketing concept holds that
achieving organizational goals depends on knowing or anticipating the needs and wants of
the target market and delivering the desired satisfaction more effectively than competitors.
This root system of marketing take the form of a detailed study of consumer behavior with
respect to products either in the pre- launch period with a great concern to sales growth. This
study is undertaken keeping in mind, the accomplishment of the various planned goals and
objectives that have been set by the management of respective company.
The necessity for consumer behavior and marketing study was not considered important
during the period prior to 1950 it was during the time the companies basically following
sales oriented marketing strategy started to change over to a modern marketing strategy of
being consumer oriented. When companies accepted this kind of an approach, consumers
were finally considered as the king of the market and the necessity of consumer behavior
study regarding marketing came into lime light .Marketers are getting involved in finding
the likes and dislikes of consumers and trying to find out what those factors could be that
influence a person in making purchase decision.
Customer satisfaction- Measures the gap between consumers experience and
expectation. If consumer experience matches his expectations then he is satisfied. If a
customer’s experience of a product or dealer service exceeds his/her expectations then the
consumer will be delighted .And conversely if the customers experience falls short of his/her
expectation then the customer is dissatisfied. Thus, customer satisfaction is the art of
managing customers expectations and experience. Many companies are fighting for share of
flat or fading markets. Thus, the cost of attracting new customer is rising. In fact, it costs
five times as much to attract a new customer as it does to keep a current customer satisfied.
Satisfied customers make repeat purchases and also spread positive word of mouth by
telling their good experience with the product. Smart companies go out of their way to
delight customers by delivering more than they promise. Today, it is universally accepted
that the satisfaction of customers is the ultimate benchmark of organizations success. This
indicates that the present market condition is very good & future of the indenting seems to
be highly
[10]
Potential , namely, customer satisfaction. This study on customer satisfaction is being
associated with one of the leading two-wheeler company the ‘Royal Enfield’. Taking into
present scenario of the two-wheeler market into consideration it seems to be ever booming to
property. During the earlier 70’s people were of the opinion that motorcycle was an
expensive and luxury item. But as the time passed over the decade, the notion was changed
at a great deal. Today out of every 10 houses in urban areas, 8 homes have two-wheeler.
Hence it is evident that two wheeler has changed from luxury item to a necessity. This
indicates that the present market condition is very good and future of the indenting seems to
be highly potential hence many new entrants are entering the industry and making and
making the competition even more enthusiastic.
Market segmentation- pertains to the division of a market of consumers into persons
with similar needs and wants. Market segmentation allows better allocation of a firm’s
finite resources. A firm only possesses limited amount of resources. Accordingly it must
make choices (and incur the related costs) in serving specific group(s) of consumers.

Customer Satisfaction Measurement

Measurement of Customer Satisfaction is a new significant addition to the new ISO9000:
2000 standard. Organizations certified to this standard are now required to identify
parameters that cause customer satisfaction or dissatisfaction and consciously measure them
there is obviously a strong link between customer satisfaction and customer retention.
Customer's perception of Service and Quality of product will determine the success of the
product or service in the market. With better understanding of customers' perceptions,
companies can determine the actions required to meet the customers' needs. They can identify
their own strengths and weaknesses, where they stand in comparison to their competitors,
chart out path

[11]
Future progress and improvement. Customer satisfaction measurement helps to promote an
increased focus on customer outcomes and stimulate improvements in the work practices
and processes used within the company.

WHY CUSTOMERS QUIT?

 1% due to death

 3% move away

 5% form other friendships

 9% for competitive reasons

 14% because of product dissatisfaction

 68% attitude of indifference towards customer service

WHAT DISPLACES THE CUSTOMERS

 Delay in responding

 Ignore his presence

 Untidy office

 Over changing without prior notice or information

 Delaying fund and dues

 Unmanned telephone and counter.

 Show rules instead of being helpful

 Making him look small, by not showing respect.

 Break promises

 Do not treat his complaint seriously

 When the staff argues with the customer

 Doubt his intelligence and capability.

[12]
THE GLOBAL SCENARIO OF TWO WHEELER INDUSTRY
Global motorcycles, scooters and mopeds market volume Measured in Terms is undoubtedly
going Asia’s way, with a massive chunk of the total concentrated market in the Asia-Pacific
region. Developing Nations in Asia and Latin America, Which Perceive two-wheelers as a
basic mode of transportation, are expected to remain the most promising markets for
scooters, motorcycles and mopeds. The last two decades have passed comprehensively have
transformed the powered two-wheeler industry worldwide. Demand has outgrown
expectations often, beating the industry’s calculation, with market changing the pattern
being accepted norm. Significant regional markets play a role in market evolution; where in
the wave of consumerism across the globe overhauled the structure of the powered two-
wheeler industry worldwide. Motorcycles and scooters favorites emerge with the male
customers, while mopeds and small scooters ready acceptance found with the female
customers. In Developed Countries like the U.S., Canada, Japan, Germany and Italy, motor
bikes and scooters are considered to be purchase and enjoyed by the wealthy and riding
enthusiasts. In contrast, Developing Markets Such As China, India and Other South East
Asia view motorcycles, scooters and mopeds as essential modes of transportation. The
Chinese motorcycle industry has emerged as a formidable force in the global motorcycle and
scooter market. The region’s Emerging leadership has ignited a fierce competition,
threatening to erode the monopoly hitherto Enjoyed by the Japanese majors. Price
Competitiveness vis-à-vis power, quality and comfort are key differentials in today’s
motorcycle and scooter industry. Replacement sales as well as components and accessories
Remains a major demand factor driving the two-wheeler market. Economic growth and
rapid urbanization Levels Also propel sales in the two-wheelers market. Fuel efficiency /
mileage, emission Levels, design & style, demographics, transportation system and engine
power are some of the other critical growth motivators. In Addition, Regulatory and
Government policy environment play an important role in determining the future direction
of the industry. The global motorcycle, scooters and mopeds industry was significantly
impacted by the Economic crisis disposable Income that severely restricted as well as low-
interest credit. The world market Experience to decline in growth rate to 6.6% in 2008,
10.6% from a healthy pace in 2007 witness. The situation worsened in 2009, with a sharp
fall in the market demand for substantial businesses by 6.7% for the year, and the trend
continued for 2010 as well. The Impact of the recession was severely felt much more mature
and in Developed Markets of North America, Japan and Europe, featuring high double-digit

[13]
declines in 2008 and 2009. On the Other Hand, Namely Developing Economies Latin
America and Asia-Pacific fared Relatively Better, recording

[14]
Marginal fall in Growth rates. Stocks of unsold inventory piled up in warehouses, as sales of
motorcycles regarded as pleasure equipment in the Western region became almost stagnate.
Several companies sprang to give high discount to dealers in order to overcome the scenario.
Most of the 2-wheeler companies either wrote-down or postponed their new product / model
launches during the slowdown period. Beginning with the global economy to turn around,
there is demand for new models from customers, and motorcycle OEMs face a challenging
task of restructuring their old business models to suit present day needs. The Asia-Pacific
market Reigns literally over the Other World Markets, as stated by the new market research
report on Motorcycles, Scooters & Mopeds. Asia-Pacific, home to vast, untapped and fast
growing Markets of China, India, Indonesia, Taiwan, Vietnam, and Thailand presents a
healthy picture for the global two-wheeler industry. Also Asia-Pacific Continues to drive the
future demand for motorcycles and scooters, Project to trail blazer ahead at the fastest
growth rate through 2015. Rapidly Evolving Markets Such as The Middle East, Latin
America and Africa offer tremendous growth potential also in the near future. The
Motorcycles segment comprises the most popular and largest category, accounting for a
major share of the global two-wheelers industry. Highest anticipated growth rate for the
segment. The global market for motorcycles, scooters & mopeds is highly fragmented, with
the players making continuous marketing efforts to sustain market shares and broaden their
customer base.
NATIONAL SCENARIO
Automobile is one of the largest industries in global market. Being the leader in product and
process technologies in the manufacturing sector, it has been recognised as one of the drivers
of economic growth. During the last decade, well¬-directed efforts have been made to
provide a new look to the automobile policy for realizing the sector's full potential for the
economy.
Steps like abolition of licensing, removal of quantitative restrictions and initiatives to bring
the policy framework in consonance with WTO requirements have set the industry in a
progressive track. Removal of the restrictive environment has helped restructuring, and
enabled industry to absorb new technologies, aligning itself with the global development and
also to realize its potential in the country. The liberalization policies have led to continuous
increase in competition which has ultimately resulted in modernization in line with the global
standards as well as in substantial cut in prices. Aggressive marketing by the auto finance
companies have also played a significant role in boosting automobile demand, especially
from the population in the middle income group.

[15]
Evolution of Two-wheeler Industry in India
Two-wheeler segment is one of the most important components of the automobile sector that
has undergone significant changes due to shift in policy environment. The two-wheeler
industry has been in existence in the country since 1955. It consists of three segments viz.
scooters, motorcycles and mopeds. According to the figures published by SIAM, the share of
two-wheelers in automobile sector in terms of units sold was about 80 per cent during 2003-
¬04. This high figure itself is suggestive of the importance of the sector. In the initial years,
entry of firms, capacity expansion, choice of products including capacity mix and
technology, all critical areas of functioning of an industry, were effectively controlled by the
State machinery. The lapses in the system had invited fresh policy options that came into
being in late sixties. Amongst these policies, Monopolies and Restrictive Trade Practices
(MRTP) and Foreign Exchange Regulation Act (FERA) were aimed at regulating monopoly
and foreign investment respectively. This controlling mechanism over the industry resulted
in: (a) several firms operating below minimum scale of efficiency; (b) under-utilization of
capacity; and (c) usage of outdated technology. Recognition of the damaging effects of
licensing and fettering policies led to initiation of reforms, which ultimately took a more
prominent shape with the introduction of the New Economic Policy (NEP) in 1985.
However, the major set of reforms was launched in the year 1991 in response to the major
macroeconomic crisis faced by the economy. The industrial policies shifted from a regime of
regulation and tight control to a more liberalized and competitive era. Two major results of
policy changes during these years in two-wheeler industry were that the, weaker players died
out giving way to the new entrants and superior products and a sizeable increase in number
of brands entered the market that compelled the firms to compete on the basis of product
attributes. Finally, the two-¬wheeler industry in the country has been able to witness a
proliferation of brands with introduction of new technology as well as increase in number of
players. However, with various policy measures undertaken in order to increase the
competition, though the degree of concentration has been lessened over time, deregulation of
the industry has not really resulted in higher level of competition.
A Growth Perspective The composition of the two-wheeler industry has witnessed sea
changes in the post-reform period. In 1991, the share of scooters was about 50 per cent of the
total 2-wheeler demand in the Indian market. Motorcycle and moped had been experiencing
almost equal level of shares in the total number of two-wheelers. In 2003-04, the share of
motorcycles increased to 78 per cent of the total two-wheelers while the shares of scooters
and mopeds declined to the level of 16 and 6 per cent respectively. A clear picture of the
Page | 13

[16]
motorcycle segment's gaining importance during this period is exhibited by the Figures 1, 2
and 3 depicting total sales, share and annual growth during the period 1993-94 through
2003-
4. National Council of Applied Economic Research (NCAER) had forecast two-wheeler
demand during the period 2002¬-03 through 2011-12. The forecasts had been made using
econometric technique along with inputs obtained from a primary survey conducted at 14
prime cities in the country. Estimations were based on Panel Regression, which takes into
account both time series and cross section variation in data. A panel data of 16 major states
over a period of 5 years ending 1999 was used for the estimation of parameters. The models
considered a large number of macro-economic, demographic and socio-economic variables
to arrive at the best estimations for different two-wheeler segments. The all-India and
region-wise projected growth trends for the motorcycles and scooters are presented in Table
1 Table 1: Demand Forecast for Motorcycles and Scooters for 2011-12

2-Wheeler Segment Regions

South West North-Central East & North-East All India

2835 4327 2624 883 10669

Motorcycle
(12.9) (16.8) (12.5) (11.1) (14.0)

203 219 602 99 1124

Scooter
(2.6) (3.5) (2.8) (2.0) (2.08)
Note: Compound Annual Rate of Growth during 2002-03 and 2011-12 is presented
in parenthesis
Source: Indian Automobile Industry: Optimism in the Air, Industry Insight, And NCAER.
The projections have been made at all India and regional levels. Different scenarios have
been presented based on different assumptions regarding the demand drivers of the two-
wheeler industry. The most likely scenario assumed annual growth rate of Gross Domestic
Product (GDP) to be 5.5 per cent during 2002¬-03 and was anticipated to increase gradually
to 6.5 per cent during 2011¬-12... The demand for mopeds is not presented in this analysis
due to its already shrinking status compared to' motorcycles and scooters. It is important to
remember that the above-mentioned forecast presents a long-term growth for a period of 10
years. The high growth rate in motorcycle segment at present will stabilize after a certain
point beyond which a condition of equilibrium will set the growth path. Another important
thing to keep in.

[17]
Mind while interpreting these growth rates is that the forecast could consider the trend till
1999 and the model could not capture the recent developments that have taken place in last
few years. However, this will not alter the regional distribution to a significant extent. Table
1 suggests two important dimensions for the two-¬wheeler industry. The region-wise
numbers of motorcycle and scooter suggest the future market for these segments. At the all
India level, the demand for motorcycles will be almost 10 times of that of the scooters. The
same in the

[18]
Western region will be almost 20 times. It is also evident from the table that motorcycle will
find its major market in the western region of the country, which will account for more than
40 per cent of its total demand. The south and the north-central region will follow this. The
demand for scooters will be the maximum in the northern region, which will account for
more than 50 per cent of the demand for scooters in 2011-12.
The present economic situation of the country makes the scenario brighter for short-term
demand. Real GDP growth was at a high level of 7.4 per cent during the first quarter of 2004.
Both industry and the service sectors have shown high growth during this period at the rates
of 8.0 and 9.5 per cent respectively. However, poor rainfall last year will pull down the GDP
growth to some extent. Taking into account all these factors along with other leading
indicators including government spending, foreign investment, inflation and export growth,
NCAER has projected an average growth of GDP at 6.7 per cent during the tenth five-year
plan. Its mid-term forecast suggests an expected growth of 7.4 per cent in GDP during 2004-
05 to 2008-09. Very recently, IMF has portrayed a sustained global recovery in World
Economic Outlook. A significant shift has also been observed in Indian households from the
lower income group to the middle income group in recent years. The finance companies are
also more aggressive in their marketing compared to previous years. Combining all these
factors, one may visualize a higher growth rate in two-wheeler demand than presented in
Table 1, particularly for the motorcycle segment.
There is a large untapped market in semi-urban and rural areas of the country. Any strategic
planning for the two¬-wheeler industry needs to identify these markets with the help of
available statistical techniques. Potential markets can be identified as well as prioritized
using these techniques with the help of secondary data on socio-economic parameters. For
the two-wheeler industry, it is also important to identify the target groups for various
categories of motorcycles and scooters. With the formal introduction of second hand car
market by the reputed car manufacturers and easy loan availability for new as well as used
cars, the two-wheeler industry needs to upgrade its market information system to capture the
new market and to maintain its already existing markets. Availability of easy credit for two-
wheelers in rural and smaller urban areas also requires more focused attention. It is also
imperative to initiate measures to make the presence of Indian two-wheeler industry felt in
the global market. Adequate incentives for promoting exports and setting up of institutional
mechanism such as Automobile Export Promotion Council would be of great help for
further surge in demand for the Indian two-wheeler industry. In conclusion we can say that
there are great opportunities and possibilities in the automobile sector. But hike in the fuel
price is

[19]
Influencing the market of this industry.
There is a need of a very liberal policy for the fuel prices and requires a great good deal with
fuel supplying countries. Though the performance of the industry is better instead of high
and unfavorable fuel policy.
The GDP of India for the first half of the year 2011 is 8.9 per cent.

[20]
Title of the study
In today’s world customer is the key of the success of any business. So, customer behaviour
and its satisfaction level play very key role to sale of the product. That’s why we decided to
keep the project title related to key factor called STUDY OF “CUSTOMER
SATISFACTION”OF ROYAL ENFILD BIKE TOWORDS THE CUSTOMER with
reference tongue in LUCKNOW in UTTAR PRADESH.

Main purpose of the study was to know the customer buying behavior, demand and
satisfaction level into the minds of customer of Angel and Secundrabad because always
customers say something and do something. At the same time as there are many companies
manufacturing motorcycles, idea about thinking of customer on whether, what, how, and for
whom to purchase the motorcycle.

Therefore, research is required to measure present consumer buying behavior at the

purchase of Royal Enfield bike. So the researcher problem is to identify what are the
criteria that prospective customer takes into consideration before buying the motorcycles.
Also after purchasing are customers being satisfied or not.

Introduction about the Industry

Automobile is one of the largest industries in global market. Being the leader in product
design, redesign, new product development, process design, and utilizing new technologies
and innovative ideas in the manufacturing sector in such a way that it drives the economic
growth of the country. The automobile industry also provides employment to the large
number of peoples. Thus the role of automobile industry cannot be overlooked in Indian
Economy. All kind of vehicles are produced by the automobile industry.
Two wheeler segments is one of the largest volumes amongst all the automobile industry and
it can be divided into three such as Scooters, Motor cycles, and mopeds. In the last four to
five years, the two-wheeler market has witnessed a marked shift towards motorcycles at the
expense of scooters. In the rural areas, consumers have come to prefer sturdier bikes to
withstand the bad road conditions. In the process the share of motorcycle segment has grown
from 48% to 58%, the share of scooters declined drastically from 33% to 25%, while that of
mopeds declined by 2% from 19% to 17% during the year 2000-01. The Euro emission
norms effective from April 2000 led to the existing players in the two- stroke segment to
install catalytic converters. All the new models are now being replaced by 4-stroke
[21]
motorcycles. Excise duty on motorcycles has been reduced from 32% to 24%, resulting in
price reduction, which has aided in propelling the demand for motorcycles. Within the two-
wheeler industry, motorcycle segment grew at a phenomenally high rate of 35% as against a
deceleration of 3% for scooters and 27% for mopeds. In fact, motorcycle has been taking
away the share of scooters and mopeds in a 4.3 million two-wheeler market and surging
ahead with its market share of 68%. The increasing demand from semi-urban and rural
segments may have caused this positive shift towards motorcycles. The Indian two wheeler
industry made a modest beginning in the early 1950 when Automobile Product of India (API)
started manufacturing scooter in India. Until 1958, API and Enfield (motor cycle -350cc bike
and Escorts 175cc) were the only two products. Currently India is the second largest two
wheeler market in the world, it stands next to Japan and China in terms of number of two
wheelers produced and sold.
There are a number of two wheeler companies in India that produce vehicles of extremely
high standard. Some of the leading two wheeler manufacturers in India are Bajaj Auto,
TVS Motor, Kinetic Motor, Suzuki Motor Corporation, Royal Enfield Motors India, Hero
Honda Motors, Yamaha Motor India, LML India and Monte Motors. Many of two
wheelers

[22]
manufactured by these companies are exported to countries in South East Asia, Africa and
South America. Motorcycles are usually priced higher than that of the scooters and
mopeds.
. The two-wheeler has always been an intrinsic part of the Indian milieu. It offered and
continues to offer the Indian middle class the freedom from the clutches of an often non-
existent or unreliable public transport system. It offers mobility at a reasonable cost. For a
large portion of the population a scooter or a motorcycle is a necessary accessory for their
livelihood. From the financiers’ perspective, servicing this industry and this customer
segment is an operationally intensive exercise, covering locations that fall outside city limits
and being dependent on correspondent banking relationships and a robust collection
infrastructure. In the case of a downturn, caution enters the equation as financiers look to
keep NPAs under control. The customer typically belongs to the lower-middle and middle
class. For this segment, aspirations have outpaced real income growth leading to a greater
propensity to borrow and spend. With rising inflation, this segment has found itself over-
leveraged. The hardening of interest rates at such a juncture leads to the customer postponing
or deferring a new purchase. This is what has happened to the two-wheeler industry today.
The TATA NANO one-laky-rupee car is seen to be another threat to the two-wheeler
industry but the truth is that the running and maintenance cost and the sheer convenience of a
two-wheeler, given our infrastructure, are difficult to replace. However we must wait and
judge the aspiration impact of owning a car on the Indian consumer. .
Manufacturers are also working at increased segmenting of the market launching products
aimed a newer segments like girls and women. Newer products, such as electrically powered
motorbikes are also being introduced in the market. The market also is seeing a lot of action
in the 150cc plus market with new models slated to hit the market. At the same time, brand
building and promotional spends of top manufacturers have not shown significant reduction,
keeping the category in the minds of potential customers. Manufacturers have a very strong
relationship with their suppliers and dealers but very often view the financier as an external
‘service provider’. The financier has to have greater integration in the entire supply chain,
working towards maximising customer solutions and services.

[23]
Sales of various companies for the first quarter of 2019

[24]
Company Profile

[25]
Introduction about the company
Either began its business operations in 1959 with the roll out of India’s first tractor. Today
the Either Group is a significant player in the Indian automobile industry with a gross sales
turnover of over INR 19,000 million (424 USD Man) in the year 2005-06.The Either Group
has diversified business interests in design & development, manufacturing and local/
international marketing of Trucks & Buses, Motorcycles, Automotive Gears and components

ROYAL ENFIELD INDIA MOTORS

LIMIT

Type Subsidiary

Industry Motorcycle

Founded 1955 as Enfield India

Headquarters Chennai, India

Products Motorcycles

Parent Either Motors

Website www.royalenfield.com

[26]
ORGANISATIONAL STRUCTURE OF ROYAL ENFIELD

Sino Name Designation

1 VINOD K DASARI CEO of Royal Enfield

2 Mr. Rajesh General Manager/Finance

3 Mr.Shaji Koshy General Manager/ Marketing & Sales

4 Mr.Tarun Sharma Zonal Head 1

5 Mr.jaya Pradeep Zonal Head 2

6 Mr.Jadrinder Singh Regional Manager 1

7 Mr.KesharTayal Regional Manger 2

8 Mr.Sanjay Kumar Regional Manger 3

9 Mr. Sachdera Regional Manager 4

10 Mr.PradeepChaurasiya Regional Manager 5

11 Mr.C.B.Rajesh Regional Manager 6

12 Mr.VikasGautam Regional Manager 7

13 Mr.T.Karthikeyan Regional Manager 8

14 Mr.G.Narashima Rao Regional Service Manager

15 Mr.Y.Raju Regional Commercial Executive

16 Mr. Dinesh Territory Service Manager 1

17 Mr.Manoj Kumar Varma Territory Service Manager 2

18 Mr. Parbhakar Brand Store Manager 1

19 Mr.K.VeeraSudhara Rao Brand Store Manager 2

20 Mr.G.BhanuParkash Brand Store Service Manager 1

21 Mr.A.Rambabu Brand Store Service Manager 2

[27]
Key Members Designation Functions

Mr. Visas Regional Manager – 1. He is responsible for four states UP

Gautama Sales In India.
Also responsible for entire Sales activities in
2. four
States.
Will be responsible for productivity &
3. profitability
of Company owned Show room outlet for four
states.
Handle the dealership management in four
4. states.
5. Strategic planning for regional level.
6. Training to the field team
7. Responsible for tracking customer information,
forecasts and reports and etc.

He is responsible for four states UP

Mr. Narasima Regional Manager – 1. LUCKNOW,
Rao Service in India.
2. Also responsible for whole four states entire
service activities.
3. Managing the regional service business and
customer satisfaction
Will be responsible for productivity &
4. profitability
of Company owned Workshop outlet for four
states.
Diagnosis & Analysis of field failures &
5. feedback
to factory on product complaints.
6. Training to the field team

Mr. Y.Raju Regional 1. He is responsible whole regional commercial

Commercial activities.
Executive 2. Commercial activities like billing of payments,
collection of payments, vehicle dispatching, and
Taxes etc.,

Mr. Parbhakar Brand Store Sales 1. He is responsible for Company outlet sales
Manager 1 activities in AALAMBAGH LUCKNOW

[28]
HISTORY OF ROYAL ENFIELD
In 1851 in Hunt End, England George Townsend put up his needle making mill,which
henamed GirvyWorks.On his passing away his sons George Jr. And his half brother
developed “Townsend Cycle” was reputed for its sturdy frame,a character that all Royal
Enfield followed In 1890 Townsend got himself in financial trouble and he parted away with
his financiersleaving the company to them.
In 1891 Albert Eadie and R W Smith took control and the firm was re-christened “The
EadieManufacturing Company Limited”
In 1892 a new company was created to market these new design bicycles called “The
EnfieldManufacturing Company Limited” by October 1892 and Enfield bikes were
announced to public.
In 1893 the word Royal was added (after the Royal Small Arms Company) and thus
RoyalEnfield began.The Royal Enfield trademark “Made like a Gun” appeared.

In 1897 R W Smith build himself a quadric cycle a simple bike with four wheels and a
Frenchengine. The Enfield vehicles was awarded the Silver Medal.
In 1899 the first mechanical vehicle was advertised by the Enfield Cycle Company.It
wasavailable in both tricycle and quadric cycle form,powered by a De Dion 1.5hp
engine. In 1907 having headquarters at Redditch produced run-of-the –mill conventional
cycles.

[29]
 In 1901 buoyed by the success Smith and Eadie built
firstRoyal Enfield car and it was on road on 1902 known
as the “Yellow Car” with 8hp De Dion engine.
In 1909 at a motor show they displayed a small 2 1/4
Vtwin engine.
In 1914 during the First World War was called on
tosupply motorcycles to the British War Department
and
Even awarded a contract to build bikes for the Imperial Russian Government.
Enfield started using its own engines-a 225cc two-stroke single and 425cc V-twin. Post war
it produced a larger 976cc twin and continued to produce the two-speed 225L until 1929.
In 1915 675cc in-line 3-cylinder 2-stroke prototype was the world’s first with
this configuration and engine type.
In 1917 the officers of the Women’s Police Force were issued Royal Enfield bikes of 600cc.

In 1924 saw the launch of the launch of the first Enfield four-stroke 350cc single using an
Apennine.
In 1925 the interwar year was a period when the sidecar reached its zenith. Royal Enfield
V-Twin engine Dairyman’s Outfit in the ACU Six day’s trial and obtained a special
certificate. In 1928 Royal Enfield adopted saddle tanks and center –spring girder front
forks-one of the first companies to do so.
In 1930 Royal Enfield range consisted of 13 models
In 1931 a four-valve, single cylinder was introduced and christened “Bullet” in 1932
FLYING FLEA or AIRBORNE
In 1940 During the Second World War, it made the Flying Flea, a 125cc motorcycle
designed to be dropped by parachute with airborne troupes. It was fitted into a steel tubular
cage called the “Bird Cage” with a parachute attached to it.

[30]
In 1947 made a J2- the first model with a telescopic front fork placed Redditch marquee at
thievery fore-front of motor cycle design.
In 1948 500cc twin which was in production till 1948
In 1949 the 350cc Bullet was launched in India, when Madras Motors won an order from
the Indian Army for the supply of motorcycles. It was the beginning of the reign of the
Bullet in the subcontinent. The Madras Motors Company started off by receiving the Bullet
in kits and simply assembling them. Then they began making the frames. After this Enfield
started sending in parts to be assembled in India.Eventualy they were also manufacturing the
engines, which meant that they were making the complete bike. For the next thirty years the
design of the bikes remained unchanged.
In 1950 several models were introduced: 650cc Meteor twin, a 250cc Clipper, a short
stroke250cc Crusader, Super Meteor, Constellation and the Interceptor.
In 1951 saw the market open up both ways downwards for smaller capacity, light
andmanoeuvrable machines and upwards for larger capacity, high powered and reliable
motorcycle. The Royal Enfield showroom in UK saw everything from 125cc two strokes
to the mighty 700cc Meteor.
In 1955 the Indian Army insisted that they would continue doing business with Madras
Motors only if the Bullet was produced indigenously for its police and army, for patrolling
the country's border. Enfield India Ltd is incorporated as a public limited company and
became India’s first four stroke motorcycle manufacturer.

[31]
From 1955 to 1959, Royal Enfield’s were painted red, and marketed in the USA as Indian
Motorcycles by the Blockhouse Corporation, who had control of the Indian Sales Corporation
(and therefore Indian Motorcycles) and had stopped manufacturing all American Indians in
the Springfield factory in 1953. But Americans were not impressed by the badge engineering
and the marketing agreement ended in 1960
In 1957, the tooling was sold to Enfield India so that they could manufacture bike
components in 1961; Royal Enfield’s were available in the US under their own name. The
largest Enfield “Indian" was a 700 cc twin named the Chief, like its American predecessors.
By 1962, all components were made in India.
In 1967 The Redditch factory ceased
production
In 1970 the Bradford-on Avon - factory closed, which meant the end of the British
Royal Enfield in 1971
In 1970 Enfield India was a company established in its own rights and with a production
line going full steam, the need for collaboration with Enfield of UK was no longer seen.
Considering the wet, slushy and messy road of India Mandingo gave way to “DELCO”
ignition system.
In 1973 the indigenous Mini Bullet “Sherpa” 173cc was launched.

In 1983 the 50cc Silver Plus and Explorer light weight vehicles were launched. It found
market among the office going males but also among a number of women who found it
convenient. In 1984 Bullet found niche marketing in UK and Europe. The deluxe models
appeared, chrome and metallic colors and 12volt electrical for brighter lightening and easier
starting. In 1990 Bullet 500 was launched in India. (India’s first 500cc bike)
In 1993 the Taurus Diesel was the first production diesel motorcycle in
India in 1994; Eicher Group acquired Enfield India Company.

[32]
In late 1995, the Enfield India firm acquired the rights to the name Royal Enfield
motors limited and first bullet club in Bangalore was launched. In 1997 Re launches
India’s first 535cc –the lightening.
In 2001 The Dare Devils, the motorcycle display team of corps of signals, Jabalpur, forms
human pyramid of 201 men on 10 Enfield 350cc bikes and rides a distance of more than
200m In 2002 India’s first cruiser the Thunderbird was launched.
In 2003 the first Rider Mania got together was held in Goethe Bullet enters the automotive
Hall of Pride at the ICICI overdrive awards.
In 2004 Bullet Electra was launched. The retro styled Bullet Machismo is rated “No. 1” in
thetas AutoCAD survey.
In 2005 Royal Enfield celebrates 50 glorious years of motorcycling. The Bullet Electra
features a revolutionary 5-speed left side gear shift that makes the marquee more accessible
to motorcyclists.
In 2007 Royal Enfield launches the all new limited edition of Machismo 500 LB
withcustomised accessories.
1997–2007-Ever tighter European emission norms forced the Bullet Standard 350 to end
2007as its last model year in the EU, so when on-hand stocks were all sold the British-design
engine Bullet became no longer available now. All new models exclusively featured the AVL
'lean-burn' engine. The introduction of a 5-speed gearbox meant that Royal Enfield could 'fix'
one of the long-standing quirks of the Bullet design—the foot-brake is on the left side while
the gearshift is on the right. Accordingly, the Bullet Machismo 350 was equipped with this
gearbox. However, the 'left-shift' gear change provoked a backlash from Indian Bullet
customers, forcing the company to not only continue the Bullet Standard with the traditional
system, but even on the Electra it was offered only as an option, leading to the Electra 4-
speed (traditional) and Electra 5-speed (left-shift) variants. Sales figures indicated that Indian
Bullet customers had shunned the new gearbox, foregoing even the attraction of 5-speed
transmission to keep the gearshift traditional. However, customers outside of India took to the
new gearbox with pleasure; as a result it became standard fitment on all exported models.
New

[33]
Developments included the addition of electric start as an option on some models, while
standard on others. In 2007–2008, a limited edition heavily accessorized 500 cc lean-burns
Machismo 500 was launched as the ultimate touring bike. Due to extremely limited
production (500 units) and high price, this became a rare bike. The Machismo 350 was
discontinued. Since 2007-As a result of work spanning several years, a new set of engines
was introduced. These were the Unit Construction Engines (UCE). The 350 cc UCE found
use in the domestic model Thunderbird Twin Spark in a configuration with two sparkplugs
per cylinder, with integrated 5-speed left-shift gearbox. It has not been featured on any of the
Bullet models, domestic or otherwise. As of 2011, the old cast-iron engine has been
completely phased out, including in the Standard 350 model. Now all Royal Enfield bikes are
only available with the all-aluminum UCE engine. Still, the old engine attracts its own
following, most notably for the signature 'thump' it produces which is perceptibly louder than
on the new bike.
The 500 cc UCE features fuel injection, and has greater power than any Royal Enfield 500 cc
motor. The 500cc UCE, with an integrated 5-speed gearbox, powers the current Bullet
Classic model. Starting in 2009 this engine was available only in the EU to satisfy emissions
regulations, but is as of 2010 is available in the United States under two frame models, the
Bullet Classic C5, or the Bullet G5, which looks similar and shares paneling with the earlier
AVL Electra models. Models classic 350 and 500 cc is an engine that gives the bike better
acceleration, high speeds and lower emissions. But while the engineering is modern, the
bike's appearance is deliberately nostalgic. The latest models are designed to lead an export
drive, but they are also meant to appeal to aspiring Indian consumers long acquainted with
retro styles. Make the new UCE Engine right. True, this new engine providesApprox 40%
more
Power with 30% less parts.

[34]
A Record feat
The Army Service Corps (ASC) Tornados Team successfully mounted 54 Persons
on a single Royal Enfield 500 Motorcycle on Sunday the 28th of November 2010.
The motorcycle used for this attempt did not have any modifications in the Engine
for this feat.
The Royal Wizard
The smash hit movie Harry Potter and the Deathly Hallows is said to have given
Royal Enfield and Watson an Squire sidecars a significant popularity. In the film,
Royal Enfield 500 fitted with a Watson a sidecar is featured with Hagrid riding the
bike and Harry Potter sitting in the sidecar whilst they zip through London at night,
dodging traffic.
Infrastructure and technology collaboration
To manufacture quality bikes that are well known worldwide for their reliability and
toughness state -of -the -art infrastructure is required, and that is just what Royal Enfield has
done at Chennai manufacturing facility. An active in- house research & development wing is
constantly at work to meet changing customer preference and the challenge of Indian and
international environment standards. When introducing a new product, this team undertakes
all related planning which includes a rigorous customer contact programmed, design,
concurrent engineering and testing process. The bike design team at royal Enfield is well
known equipped with high-end CAD/CAM workstation and the latest modeling software
.top-notch designers work continuously to come up with innovative bikes to meet the
market’s expectations. Royal Enfield was also amongst the first Indian companies to
introduce enterprise resources planning (ERP) systems to manage its operations .it also has
an online supply chain management system in operation
Collaborations
Royal Enfield has technology tie-up with:
AVL of Austria. for new engines.
DB Designs, UK for styling.
Fritz Egli of Switzerland.for high power engines for 535cc and 624cc.
Cranfielduniversity, UK.
Criterion Engineers, UK for a new 5 speed transmission system.
Manufacturing
Royal Enfield manufacturing operations go through a series of modernization
And improvement efforts, with a number of automated processes. The company has put in
place modern manufacturing practice like cellular layouts, statistical process .

[35]
Certification for managing its operations in a clean and safe environment, it has obtained the
ISO 14001 Quality certificate. Royal Enfield ensures that all components used in bikes are
sourced from the best vendors in the Indian automotive industry, who are geared to supply
according to the company’s stringent quality standards. The company works closely with all
of its suppliers ,giving them technical and managerial support while maintaining practice
like direct-on line and vendor self certification.
Handcrafted
Royal Enfield’s are a rare breed in an age of mass-produced, user-friendly predictability.
These are mechanical motorcycles, handcrafted with love, engineered with purpose, and
designed in a way that gives each machine its own unique character. This character is
reinforced by Royal Enfield's cultural DNA - by where it was born, and by where it is now
built. Its classic British pedigree shows in every line, while the gleaming new engine hints at
the devotion that has enabled this legendary marquee to thrive in the outskirts of Chennai.
Over 300 highly skilled people hand assembles each Royal Enfield. From machine shop to
paint and polish, there is care in every step of the bike manufacturing process. An active in-
house Research & Development team works to meet the demands of a dynamic industry,
including changing customer preferences and the challenges that come with international
environmental standards. The Design team is equipped with the latest in CAD/CAM
workstations and modeling software. Royal Enfield also collaborates with international
companies to ensure they are always atop the highest quality control standards and continue
to make an impression in the world market. Many of the company's staff is third generation, a
true testament to the Royal Enfield loyalty and ongoing success of their motorcycles. From
engine and gearbox assembly to hand painted gas tanks, each step of our manufacturing
process makes Royal Enfield a world-class machine.
Inspired by the past, engineered for the future
To vintage enthusiasts, a Royal Enfield is what a motorcycle should look like. It has a
strong presence and makes a confident, but subtle statement about its rider. Riders are part
of a community where customizing their motorcycles and their riding adventures are part of
their identity. Below pictures of

Originality - Outfit your Royal Enfield with accessories to fit your custom design. Choose
from seats, handlebars, wheels, exhausts, carriers, or even a side car to make your bike
unique to you.

[36]
Reliability - The Bullet has existed for over half a century because of its reliability on
rugged roads, and a promise to deliver the authentic Royal Enfield adventure to each of its
riders. It is the bike of choice for touring companies traveling to the world's highest
navigable roads in the Himalayas, also the testing grounds for the new Keihin EFI system.
Affordability - No other motorbike on the market can offer the versatility of Royal
Enfield, and your custom design does not come with a large price tag.
Royal Enfield is both the revival of an old tradition and the beginning of a new adventure,
and we continue to commit to building a world-class motorbike.

Marketing network
You can fell the pulse of yours customers, only if you get close to them this though process
has driven royal Enfield to set up has wide network of 13 marketing offices, 223 dealers in
all major cities and towns, 25 spare parts distributors and stockiest and 150 authorized
service centers. These exports motorcycles to over 30 countries like the USA,Japan,
Bahrain,UK,Germany and many European countries through 5international offices ,25
importers of and over 200 dealers across the globe.

[37]
ROYAL ENFIELD REVIVING UP
Siddhartha holds a 1994, BA (Hones) in Economics, St Stephens College; DelhiUniversity,
First worked at as a trainee at Royal Enfield in 1995. 1997, postgraduate diploma in
Mechanical Engineering, Canfield University; 1998, Mac in Automotive Engineering,
University of Leeds. In 1998, Siddhartha joined the either group (owned largely by his
family), and worked in the marketing division of either tractors for a year.Siddharth All is an
avid motorcyclist and has been for several long trips on his Bullet in India and in Europe.
Worked with Royal Enfield from 2000-04,He became Chief Executive Officer of Royal
Enfield Motorcycles in 2001 ,2004-06, Chief Operating Officer, Either Group; since 2008,
Managing Director, VE Commercial Vehicles, a joint venture with Volvo Group. He is also
credited with creating the GIS & Digital Maps division of EicherGoodearth Ltd.

His varied experience in the automotive industry, both in India and overseas, has endowed
him with deep insights and expertise on the industry. He learnt shop-floor practices and
highly sophisticated manufacturing processes while working at MAN Nutzfahrzeugen – a
large German commercial vehicle manufacturer. He has also had stints at Fritz Eglin the
renowned motorcycle specialist in Switzerland, and later joined royal en-field’s importer in
the UK, before his tenure in the Materials and Product Development departments of Royal
Enfield in Chennai.
Having survived the British parent's, demise in 1971, the Indian engineers opted for
faithfulness over inventiveness. For decades, they produced the workaday Bullet and the
Thunderbird Twin spark for the local market. The name of Royal Enfield has also found a
second life in India long after the British parent closed its factory gates in the early 1970s.
The motor-cycle marquee, with a cannon crest and the motto "Made Like a Gun", is one of a
number of British-sounding brands that Indian owners keep alive more than 60 years after

[38]
Their country won independence from British rule. Royal Enfield to go global from its
manufacturing base in Chennai in the southern state of Tamil Nadu. By the late 1990s, Royal
Enfield was facing bankruptcy. The 1950s technology had a reputation for unreliability and
oil leaks, and was being overtaken by models from Hero Honda, Marti Suzuki and Bajaj
Auto. Either, which had bought the company in 1991, was considering closing it down. But
then Mr. All, the youthful scion of the family that controlled either - and a proud owner of a
Royal Enfield bike returned to India after studying in the UK. He asked if he could try to
rescue the marquee, and oversaw its revival as chief executive from 2004 to 2006. "If it was a
matter of selling a few more bikes, it was worth giving it a try," hesays.Mr All’s first move
was to hire a management team with experience of making Japanese bikes. Then he focused
on up-grading Royal Enfield's technology (just as Harley-Davidson had done with its
adoption of the Evolution engine in 1984).Under the newly appointed CEO of Enfield India,
Siddhartha All, Either undertook major investment in the ailing firm. This was started with
the purchase of trademark and intellectual property rights of the defunct British Royal Enfield
firm, changing the name of the company to Royal Enfield Motors. Many management and
production changes were made, with the production process being streamlined and excess
capacity redistributed. His targets were cash break-even in12months, net break-even in 18
months, and net profit in 24 months. He started as Head of sales, Marketing and product
development but soon realized that he needed the top job to effect change. The first thing he
did after he took over was to shut down Enfield’s new Raipur plant. Next, stopped the dealer
discount that was costing the company up to Rs 80 Laths a month. Without the large-scale
Army/Law Enforcement orders to bail the company out, there was only the individual sales
route in which the company had to perform if it were to survive at all. The company also
faced the difficult task of catering to a very diverse market. To preserve the Bullet's nature
and reputation as a classic British bike, as the Raja Gaudi, and to attract youngsters away
from the newly appeared performance motorcycle market, the Bullet marquee was split up
into two. The Bullet Standard 350 featured all the increased manufacturing quality and
reliability but was maintained in the traditional 'Bullet' look, available only in black. A new
model, available in more colors and chrome accents, a CV carburetor, and gas-charged shock
absorbers - but with the same engine and gearbox as the Standard - was launched. This model
was called the 'Bullet Electra'. The Electra 350 went on to become the best-selling Royal
Enfield model, accounting for around half the company's sales.
During the past five years, Royal Enfield has increased sales to 50,000 units a year, and
operating margins have reached more than 10 per cent on turnover for the past nine months
of

[39]
Rs3bn ($64m, €44m, £39m), after an investment of Rs650m. Its motorcycles are exported
to 30 countries.
Either Motor believes the British retro feel will find favor with a new generation of
motorcycle enthusiasts. "We have the product. It's beautiful. It's not a speed monster or a
Japanese commuter bike. It's something completely different. We are trying to create a
brand that will become global," says Siddhartha All, chief executive.
Present status of the organization
Either Motors consolidated net sales for the period under review was up 33.35 per cent at Rs
1,383.59 core, compared to Rs 1,037.51 core in the first quarter last fiscal. Either Motor
posted 82.24 per cent increase in consolidated net profit for the first quarter ended March 31,
2011 at Rs 73.28 core. For the three months period ended March 31, 2010, the firm's
consolidated net profit was Rs 40.21 core."After posting record highs in Q4 2010 and also for
the full year of 2010 in terms of volume and profitability, Either Motors has done
exceedingly well to carry the growth momentum into Q1 (of 2011)," Either Motors Managing
Director and CEO Siddhartha All said in a statement.
In case of VE Commercial Vehicles (VECV) category, the trucks and buses division sales
volume in the five tones and above segment grew by 30.5 per cent over the same quarter
last year to 12,505 units.
In the high-end European heavy duty segment, due to issues specific to the mining
segment, Volvo Trucks India's sales fell by 34.2 per cent compared to first quarter of
2010."I believe that this is a temporary phenomenon, and that Volvo Trucks India will be
back on growth trajectory very soon," All said. The Royal Enfield motorcycle division
sold 16,968 units, up
36.2 per cent compared to the same quarter last year."We now have capacity to produce and
sell at a run rate of more than 6,000 units a month. We are continuing with necessary steps
to further increase this capacity," the statement said.

ROYAL ENFIELD Strategies- Promoting riding-

As the only genuine touring motorcycle manufactured in India, Royal Enfield has more
recently stayed away from regular mass media advertising and has concentrated more on
building its brand around the values that the brand stands for - riding and eating up the
miles. Royal Enfield strongly promotes leisure motorcycling as a lifestyle and encourages
the Royal Enfield riders/owners to keep riding. We feel that organizing such fun trips is a
good break for our customers who would otherwise not be too inclined to go for a spin on
their bikes. This gives them a chance to make new friends,” MrRavichandran said.

[40]
Quite unlike volume-driven models from the stables of Hero Honda and Bajaj Auto, Royal
Enfield motorcycles are meant for the passionate rider who will buy them irrespective of
the price. Little wonder, therefore, that some of them are already part of dedicated clubs. It
is to the others that ‘Keep Riding’ will reach out.
Building Camaradine-The Company’s Web site is one of the major communication
tools through which dealers and brand stores make known the trips planned in the coming
weeks. “The company is not looking at this activity in terms of sales leads or enquiries. Our
objective is to facilitate a sense of camaraderie where one makes a new friend or ends up
buying a new bike,” MrRavichandran said.

SALES AND SERVICE TRAINING FOR ROYAL ENFIELD DEALERS

The Sales training was conducted on 13th feb2019 by Mr.VikasGautam, Regional Manager-
sales,Mr and MrDinesh,Territory Service Manager(UP) on “Learn Apply Share and Guide”
for Dealers and showroom staffs to enhance customer experience right from the customer
steps in the showroom till he gets the delivery.
The Service training was conducted on 18thfeb 2019 by Mr.Narsimharao, Regional
manager-service and MrDinesh,Territory Service Manager (UP) on Workshop
Management and Company policy.The service training was conducted to build a strong
bond between the different dealers in Andhra Pradesh to enhance the co-operation and
support among the dealers.

[41]
RIDES FOR ROYAL ENFIELD CUATOMERS

Besides manufacturing the legendary motorcycles which have become synonymous with
an adventureous and leisure motorcycle culture across the world,Royal Enfield also
conducts rides all over India like Ladhak ,Rann of Kutch,NH17 road on Mumbai-Pune
highway,

[42]
Rajasthan,Goa ,Kanyakumari etc, which give a taste of adventure and with a closer look at
the intricacies of the wonderful terrains,the people and the culture of the region.Each ride has
medical,logistic and technical backup ensuring the well being of all the men and their
machine on these rides.

ONE RIDE-Starting 2011 the FIRST Sunday of April came to be celebrated as the
ONERIDE day where Royal Enfield owners all over the world were encouraged to take their
motorcycles out and ride. This year the ONE RIDE took place on the 3rd of April and was
celebrated across the world. This celebration is in line with Royal Enfield’s philosophy of
promoting the adventure and leisure riding under its 'keep riding' initiative.This was a ride
for camaraderie and unity where the roads came alive with the distinct thump of Royal
Enfield machines. The event became big with the support of all riders and enthusiasts who
came forward and joined in the celebrations.Perhaps one of the largest celebrations of the
ONE RIDE was on home ground in Chennai. Over 140 bikers assembled at the Besant Nagar
beach to celebrate the ONE RIDE. The CEO of Royal Enfield DrVenkiPadmanabham was
one of the prominent riders in the group. Major rides happened at places like Ambala,
Gurgaon, Delhi, Jaipur, Bikaner, Udaipur, Chandigarh, Agra, Luck now, Muzzafarpur,
Patna, Allahabad, Deoria, Kolkata, Hyderabad, Ranchi, Visage, Bangalore, Mangalore,
Mysore, Medicare, Cochin, Kottayam, Nasik, Indore, Bhopal, Kolhapur ,Goa Mumbai and
Pane. Internationally the ONE RIDE was also celebrated and riders rode out at following
locations. Photographs and live tweets were sent in from some of these locations also
1. Australia 2. Korea 3. Japan 4. Neap 5. Dubai 6. Luxembourg 7. Spain 8. UK
9. Argentina 10. USA
BULLET BABA-STRANGE BUT TRUE
On National Highway 65, at chattily outside the Rajasthan city of between Jodhpur and Bali
is a temple to a Royal Enfield motorcycle. Its rider Om Singh Rathore, son of village leader
met an unfortunate end in a collision with a tree two decades ago, but his revered
motorcycle, which is believed to have paranormal powers, lives on. The machine was
immortalized when local people deified the dead rider. Now the "Bullet babe", named after
the legendary Bullet model that has been in production for more than 50 years in India, is a
roadside shrine for truckers and fertility-seekers...The bike returned to the accident spot each
time it was seized and put in the police station compound, inspite of empting the fuel tank
and bounding the bike with iron chains. “Dead” Cathode rescues all the people who meet
with accident on that

[43]
Highway. In the boardroom of Either Motors and at the roadside shrine in Rajasthan,
executives and pilgrims share faith in the immortal appeal of the Bullet. This death-
defying union of British engineering and Indian devotion, they believe, opens hearts and
markets.

CORPORATE SOCIAL RESPONSIBILITY-

Royal Enfield supported The International Expedition for Cancer Advocacy and
Survivorship, aimed at spreading awareness on cancer in the remote areas of Latah. The
expedition was led by CaptDrRituBiyani who has been actively involved in this arena for a
long time. Was held from the 11th of September to the 26th of September 2010, the event
was a 15 day rally from Lehn to Chandigarh. Cancer survivors, caregivers, healthcare
professionals and all those who wished to support the cause and show solidarity were
eligible to be part of the campaign. The expedition included motorbike riders and pillions,
four wheeler drivers and co-passengers, and fund rising for the foundation’s ongoing
projects.
The expedition aims to inculcate a positive attitude among people affected by cancer, and

to generate peer support among participants by helping raise awareness through

workshops.

DEALER PROFILE-SHERYA AUTOWORDS

ADDRESS-5 A, Adders Nagar, TehriPulia, Anambah, Luck now - 226005
PROPREITER- R SRINIVAS
ESTABLISED: Started the journey with royal Enfield in the year 2013 as Authorized
dealer.

Range of providing service- LUCKNOW

[44]
VALUES OF KAY SHERYA AUTOWORDS
 TRUST

 SATISFACTION

 PASSION
VISION
To make Kay SHERYS AUTOWORDS the dominant dealer for best service provider
and build on trust by their all customers. This they hope to achieve by
 Building transparency in all our dealings

 Understanding the needs of customers and offering them the superior
products and services
MISSION
 Understanding the needs of customers and offering them the superior
products and services.
 Building long lasting relation with their customers and Royal Enfield.

DEALER’S TIE UP

 Kay SHERYA AUTOWORDS provides facility of finance and insurance to
the customers at a time. So customers do not need to go to any where finance
and loan.
Sherya Autowords pvt ltd Showroom and the bikes kept for test drive.

[45]
.Finance Tie up
 HDFC

 INDUSIND
Both finance providers are having good reputation in the market. Also customers are free to
get finance from any finance company.
Insurance Tie up
 BAJAJ ALLIANZ
RIDES-Every year the dealers conduct 2-3 tours for the customers to different
locations.Therecent ride was conducted in February 2011 to Humpy, starting from the
showroom.The ride was for two days.Other rides were to Srisailum, Kurnool etc.

ACHIEVEMENTS
 ROYAL ENFIELD REGION 4 BEST DELEAR AWARD 2006

 ROYAL ENFIELD REGION 5 BEST SALES PERFORMANCE 2009

 ROYAL ENFIELD REGION 5 BEST SALES PERFORMANCE 2010

ERRAGADDA BRAND STORE WORK SHOP AND STORE FOR
SPARE PARTS

[46]
ROYAL ENFIELD

Profile of the product:

Royal Enfield bullet Electra 5s

The new seat is richly padded for greater support and comfort over long rides. New gas filled
rear shock absorbers improve rear suspension ensuring a more compliant ride. Improved
Looks New metallic colors and three dimensional graphics on the tank enhance the visual,
appeal of this already attractive machine. White dials, chrome mirrors and a redesigned chain
case cover add classic appeal to this motorcycle.
Improved Technology-The new glass wool silencer lets you enjoy the traditional beat of
the Bullet. Its Transistor Controlled ignition ensures a longer spark as well as improved
battery charging.
Royal Enfield Bullet 350 Standard
The Royal Enfield Bullet 350 Standard has proven itself over 45 years in the toughest of
conditions. Finished in Black color this motorcycle retains the classic bike appeal with tank
emblems and deep valance mudguards. Now with a heavier crank and glass wool silencer.

[47]
Royal Enfield Thunderbird Twin spark

The new Royal Enfield

Thunderbird Twin spark
offers an unmatched
cruising
Experience for the Enfield enthusiasts as well as those used to Indo-Japanese motorcycles.
With an integrated gearbox transmission losses are reduced and the engine develops 20BHP
of power and 28Nm of torque. Symmetrical Twin Spark Plugs for better combustion leading
to better power and fuel efficiency. Featuring attractive cruiser styling, gas filled shock
absorbers, lots of chrome and disc brakes the Thunderbird has been upgraded to a Digital
Transistor Controlled Ignition System with variable ignition timing and a larger CV
carburetor for increased performance .Larger 6-plate clutch for smoother shifting and longer
clutch life
ROYAL ENFIELD CLASSIC 350cc and CLASSIC 500cc

Classic 500cc
Comes to India. Armed with a potent fuel injected 500cc Unit Construction engine, twin
spark,
[48]
Air-cooled and clothed in a disarmingly appealing post war styling, this promises to be the
most coveted Royal Enfield in history. For those who want it all. The power, the fuel
efficiency, the reliability and simple, yet drop dead gorgeous classic styling. The classic
turns heads not because it wants to but because it can’t help it. You will appreciate the beat
not just for the music it creates but also for the muted feeling of strength and power that it
signifies. The view is simply better when you are astride a Royal Enfield Classic 500 –
whether moving or still. Nothing more to be said.
THEORETICAL KNOWLEDGE
MARKET STRATEGY
It is those marketing decision-variables which when blended together will form a
marketing strategy designed to satisfy the firm’s customers. The major instruments of
marketing mix are in the hands of management and they are:
PRODUCT MIX:
The aggregate of products offered for sale by a firm. The product mix may be measured
in breadth (i.e., the number of product lines carried), or in depth (i.e., the assortment of
sizes, types, colors, and style within each product line).
PROMOTION MIX:
The selected combination of advertising, publicity, sales, promotion, and personal selling
used to communicate, which inform, and sell goods to the customer.
PRICE MIX:
The establishment of a realistic price framework to maintain a company’s competition in
the market place.
PLACE MIX:
The decision taken to market the goods through a particular channel to achieve the
most economic cost effective result.
PERSONNEL MIX:
The decision taken to recruit and develop a group of employees to implement the
marketing program and provide customer satisfaction effectively.
AFTER SALES SERVICE:
It is a business activity by which a company serves the customer in post sales period. It
may be regarded as an attribute of the product itself. Customer services (i.e., after sales
services) and delivering quality services is the major issue determining the competitive
edge of organizations.

[49]
 Porter’s Five Forces:
Bargaining power of suppliers:
Suppliers tend to be powerful when they’re concentrated or organized, when there are
few substitutes, when the supplied product is an important input, when the cost of
switching suppliers is high, and when the supplier can integrate down stream.
Bargaining power of Buyers:
The bargaining power of buyers is the impact that customers have on an industry. If the
buyers possess strong or growing bargaining power, the market conditions are such that there
exists many suppliers to a few buyers. Such a segment becomes unattractive since the buyer
sets the price. Buyers are powerful if they are concentrated, if the product represents a
significant fraction of the buyer’s costs, if buyers are price sensitive or when they can
upgrade upstream. The buyer power becomes insignificant if buyers’ switching costs are
high, if buyers are fragmented or if producers threaten forward integration. The power of
buyers is the impact that customers have on a producing industry. In general, when buyer
power is strong, the relationship to the producing industry is near to what an economist terms
a monopsony - a market in which there are many suppliers and one buyer. Under such market
conditions, the buyer sets the price. In reality few pure monopsonies exist, but frequently
there is some asymmetry between a producing industry and buyers.
Threat of Substitute Products:
In Porter's model, substitute products refer to products in other industries. To the economist,
a threat of substitutes exists when a product's demand is affected by the price change of a
substitute product. A product's price elasticity is affected by substitute products - as more
substitutes become available, the demand becomes more elastic since customers have more
alternatives. A close substitute product constrains the ability of firms in an industry to raise
prices. The competition engendered by a Threat of Substitute comes from products outside
the industry.

Threat from new Entrants:

It is not only incumbent rivals that pose a threat to firms in an industry;
the possibility that new firms may enter the industry also affects
competition. In theory, any firm should be able to enter and exit a
market, and if free entry and exit exists, then profits always should be
nominal. In reality, however, industries possess characteristics that
protect the high profit levels of firms in the market and inhibit additional
rivals from entering the market. These are barriers to entry.

[50]
SWOT ANALYSIS FOR ROYAL ENFIELD, INDIA

STRENGTHS WEAKNESSES
 Experience in the market  Weak product diversity
 Established brand  Not much emphasis on aggressive
 Committed and dedicated staff selling
 High emphasis on R and D  Only plant to meet the national and
 Established market channel international demand for the
 Blend of traditional and modern product and spare parts
style and technology.  Longer waiting periods
 International demand  High price
 Customers use the brand to  No bike in entry and executive level
enhance their status/image Segment
 Effective advertising capability

 No competition in 350cc and
500cc bikes

 ERP operated operations

 Online supply chain management

 Proven product durability

 Customer retention

OPPORTUNITIES THREATS
 First mover advantage  Cut throat competition
 Growing premium segment  Increasing players in the market
 Expansion of target market  Raising cost of raw materials
(including women)  Increasing rates of interests on
 Increasing dispensable income Finance
 Global expansion  Entry of other players in the 350cc
 Offering better finance scheme Segment
 Entry of exclusive foreign players

[51]
LITRETURE REVIEW

[52]
For our research we applied the TCSI model to the automobile industry in Taiwan. The

Subjects of our research were consumers of new cars in Taiwan during the years 2006–2008.

According to statistics provided by the Taiwan Transportation Vehicle Manufacturers

Association (TTVMA) Toyota, Ford, Nissan, and Mitsubishi Motors made up for 79% of all

Cars sold in Taiwan from January through June, 2008. Questionnaires were issued randomly

To four companies. We used structural equation modeling (SEM) to manifest the models

Suitability and develop a standard questionnaire to obtain the customer’s opinions. The

Conclusions reached provide valuable insight into the companies and industry and can help

Them to develop strategies to increase their competitiveness. For our research we applied the

TCSI model to the automobile industry in Taiwan. ► We used structural equation modeling

(SEM) to manifest the model’s suitability and develop a standard questionnaire to obtain the

customer’s opinions. ► The conclusions reached provide valuable insight into the companies

and industry and can help them to develop strategies to increase their competitiveness.Chiu,

Shoo-I., et al. "Preliminary research on customer satisfaction models in Taiwan: A case study

From the automobile industry." Expert Systems with Applications 38.8 (2011): 9780-9787.

The purpose of this study is to explore the dimensional structure of the SERVQUAL

Scale within non-western service setting as well as the impact of service quality

Dimensions on customer satisfaction and loyalty. A quantitative approach was

Employed, using 32-item, seven-point Liker-scaled questionnaire administered to 384

Participants with 55.99 per cent usable response rate. Data were analyzed using

Exploratory factor analysis, Cranach’s internal consistency and test to, respectively,

Measure scale suitability, usability and strength/direction of association. The outcome

From the study was the reduction of the 32 items to 26 scale items with 0.929

Total α score. Further outcomes show that service quality dimensions are significant

Predictors of customer satisfaction and loyalty with the commitment dimension

[53]
Accounting for the highest degree of this impact. Isogons, Ernest Meek, and Ike-Leech

Gobi. "Service quality, customer satisfaction and loyalty in automobile repair services

Sector." International Journal of Quality & Reliability Management 32.3 (2015): 250-269.

Swan, John E., and Richard L. Oliver. "An applied analysis of buyer equity perceptions and

satisfaction with automobile salespeople." Journal of Personal Selling & Sales

Management 11.2 (1991): 15-26 the purpose of this study is to explore the dimensional

Structure of the SERVQUAL scale within non-western service setting as well as the

Impact of service quality dimensions on customer satisfaction and loyalty. The

Outcome from the study was the reduction of the 32 items to 26 scale items with 0.929

Total α score. Further outcomes show that service quality dimensions are significant

predictors of customer satisfaction and loyalty with the commitment dimension

Accounting for the highest degree of this impact.

Jamal, Ahmad, and Mohammed Al-Marri. "Exploring the effect of self-image congruence

And brand preference on satisfaction: the role of expertise." Journal of Marketing

Management 23.7-8 (2007): 613-629.Prior research has reported that self-image congruence

Can influence brand preference, brand satisfaction and purchase intentions. With the help of

An empirical research, the paper argues that while self-image congruence may be related to

Satisfaction in general in the automobile market, it may not necessarily affect satisfaction

Judgments when customers have higher levels of expertise. The paper discusses implications

For brand managers and argues to take into account customer characteristics such as
customer

Expertise while developing positioning strategies

[54]
Ghana, Nor Haskin Bad. "Relationship marketing in branding: The automobile authorized

Independent dealers in Malaysia." International Journal of Business and Social Science 3.5

(2012).This paper focused the relationship marketing in branding within the customer durable

Goods, specific to the firm-dealer relationship in Malaysia automobile industry perspective.

The dealers in this study represented by four main authorized independent sales dealers,

Which exclusively carries the firm’s brand? The survey method is used in this study. The

Findings showed that in Malaysia automobile firm-dealers relationship there are moderate to

High adoption of relationship marketing among each dealer with their firms. Relations to this,

There are differences exist between relationship marketing components among these four

Automobile sales dealers towards their firm’s brand. From the findings, it’s tends to suggest

that relationship marketing is able to become among of importance factors in proposing why

The sales volume of certain brand name is higher than others. Great concerned on
relationship

Marketing will create significance difference in firm’s brand sales It is clear that, in future,

Relationship marketing will become the crucial strategy for the firm. The argument by past

Literatures towards the tangibles aspect such like price and advertisement that’s begins to lost

It competitiveness increase the importance intangible element such as relationship marketing.

The emergence of relationship marketing strategy in enhances the strategic approach

Regarding brand development and communication is not something rhetoric for firm

(Lind green et al., 2004). In Western part of the investigation of relationship marketing

Doesn’t just stop in the context of industrial market but have been expanded to the consumer

Markets as well. This paper tried to follow this stream and focus on consumer market

Products that specific to automobile industry in Malaysia country, which is other than

Western context. The findings of the paper determined that relationship marketing begins to

Practice in Malaysia firm industry as well, for example in Malaysian automobile industry.

[55]
Even though the practice is in moderate to high level, however, the execution of relationship

Marketing in Malaysia automobile industry demonstrated the importance role of this

Approach that will motivate the firm to explore it further. Somehow the finding is also able to

Prove that the difference level of relationship marketing adoption suggests the reason for

Difference market acceptance on the firms‟ brands. Indeed, this research also has opened up

For further exploration in the area of relationship marketing in Asia context, particularly in

Relation to branding context. Research along this line is necessary, as it’s not only able to

Provide insights but also for generalization purposes as well. Indeed, the purpose of

Generalization aspect also created the need for other study extension and replication along

This line to be executed. Beside, the investigation can also be extended to the perspective of

Entrepreneurship branding that focuses on small and medium sized companies

Ali, Husniyati, Wan Eduard Wan Rashid, and Kamauzaman Josef. "Total quality

management in the Malaysian automobile industry." International Business Research (2009).

Abstract Due to global competition, companies have indeed emphasized that quality should

Have to be put in place, integrated into all aspects of products and services within their

Management system. Hence total quality management (TQM) has become increasingly

Popular as one of the managerial devices in ensuring continuous improvement as to improve

Customer satisfaction and retention as well as to ensure its product or service quality.

Importantly, employees are regarded as the most important entity in ensuring that total

Quality management (TQM) can be carried out successfully in an organization. Therefore,

This paper will address certain issues based on employees’ perspectives with regard to TQM

Implementation in the SMEs of the automobile industry in Clang Valley. Specifically, the

Research would identify the perceptions towards TQM among the employees in the small-

Medium industry in the automobile sector. Secondly, to determine the important

Factors towards TQM implementation as perceived by those employees. Finally, to ascertain

[56]
Whether there are other measurements employed by the SMEs of the automobile industry in

Ensuring quality. Even this study presents a general framework for advancing the knowledge

And perception of the employees on TQM, it may help the automobile industry to improve

Their service to the customer. In fact, quality control is much required in small firms as to

Emulate the big companies as well as to match the quality to differentiate their product or

Services from their competitors. Furthermore, TQM will give an impact towards significant

Returns, performance improvements, better teamwork and decision in services...

. Ali, H., Rashid, W. E. W., & Josef, K. (2009). Total quality management in the Malaysian

Automobile industry. International Business Research. Online bookings and online purchase

are the current wave in Indian car industry. Internet is gradually hitting the core of every

industry including the car industry. It creates a greater awareness of the vehicle and

influences the buyer to purchase. Internet is believed to have a greater impact on the sales

process and will definitely give higher level of sales satisfaction. This paper analyses

consumer attitudes towards Internet-based car manufacturers‟ websites. Our aim was to o

brain a theoretically and empirically grounded initial reference position, against which later

research can examine and interpret the role played by changes in the variables representing

consumer preferences and shifts in these preferences, and thus helps the car manufacturers

learn in depth the ways to enhance customer satisfaction. Regression analysis shows that the

two independent variables significantly affect the satisfaction of Indian car buyers on the

Internet. Moreover, through appropriate interpretation of parametric change in the regression

Analysis, we can explore the consequences of possible (future) changes in Manufacturer’s

Website over Internet, especially with respect to maximizing the quality and easy navigation

Of website in order to retain a loyal customer. Generalizing, we suggest that Internet based
car

Manufacturers can effectively maximize level of satisfaction of the existing and prospective

Customers by adopting the suggested model. Effective Website management online and B2C

[57]
Web strategies will be vitally important, as the online landscape evolves rapidly with the

Emergence of powerful consumer-to-consumer tools like blogs, discussion forums, social

Networking sites and virtual worlds. Automotive companies

Richens, Marsha L., and Peter H. Bloch. "Post-purchase product satisfaction: Incorporating

the effects of involvement and time." Journal of Business Research 23.2 (1991): 145-158.

This study examines temporal changes in post-purchase product satisfaction for a durable

goods purchase. Involvement and satisfaction variables were measured in a cross-sectional

And a longitudinal study of car owners. Overall, consumers with high product involvement

showed slightly greater satisfaction with their cars than low-involvement consumers over the

Term of ownership. However, in the 2-month period after purchase, consumers with high

product involvement showed a decline in satisfaction, whereas low-involvement consumers'

Satisfaction increased. The role of disconfirmation in these changes was investigated.

Benefits and problems disconfirmation were found to make independent contributions to

Satisfaction judgments, and the strength and form of contribution varied with product

Involvement. These findings suggest that benefits and problems disconfirmation need to be

Measured separately in satisfaction research.

Amphora, Gunman, Abhishek Nandi, and Amative Mukherjee. "An empirical research on

Consumer behaviour towards small car segment in Indian Market." Business Perspectives
and

Research 1.1 (2012): 37-46.

India's automobile industry has undergone a remarkable transformation in the last decade.

The small car segment (A1 and A2 segment compact cars) remains at the forefront of this

Growth story. The automotive industry in India grew at a Computed Annual Growth Rate

(CAGR) of 11.5% over the past five years, and the growth rate in last FY2010-11 was

Impressive at more than 26% (Marti Suzuki Ltd, Annual Report 2009-2010). This research
[58]
Paper focuses on customer perception towards various features of existing cars and tries to

Find the degree of consumer preferences about different automobile features which
influences

Their buying behavior. The increasing disposable income of common people evolution of a

Sophisticated well off middle class and affordability of high quality cars fuels the growth of

The Indian automobile sector. The research analyses 161 complete responses from northern

Region of India and suggests certain product aspects that the existing players should focus on

More closely to allure the customers with better services and at the same time to retain the

Existing customers.

. Peterson, Robert A., and William R. Wilson. "Measuring customer satisfaction: fact and .

artifact." Journal of the academy of marketing science 20.1 (1992): 61. Self-reports of

customer satisfaction invariably possess distributions that are negatively skewed and exhibit a

positivity bias. Examination of the customer satisfaction literature and empirical

investigations reveal that measurements of customer satisfaction exhibit tendencies of

confounding and methodological contamination and appear to reflect numerous artifacts.

Implications and suggestions for research and practice are discussed.

Chiu, Shao-I., et al. "Preliminary research on customer satisfaction models in Taiwan: A case

study from the automobile industry." Expert Systems with Applications 38.8 (2011): 9780-

9787. For our research we applied the TCSI model to the automobile industry in Taiwan. The

subjects of our research were consumers of new cars in Taiwan during the years 2006–2008.

According to statistics provided by the Taiwan Transportation Vehicle Manufacturers

Association (TTVMA) Toyota, Ford, Nissan, and Mitsubishi Motors made up for 79% of all

cars sold in Taiwan from January through June, 2008. Questionnaires were issued randomly

to four companies. We used structural equation modeling (SEM) to manifest the model’s

suitability and develop a standard questionnaire to obtain the customer’s opinions. The

conclusions reached provide valuable insight into the companies and industry and can help

[59]
them to develop strategies to increase their competitiveness.► For our research we applied

the TCSI model to the automobile industry in Taiwan. ► We used structural equation

modeling (SEM) to manifest the model’s suitability and develop a standard questionnaire to

obtain the customer’s opinions. ► The conclusions reached provide valuable insight into the

companies and industry and can help them to develop strategies to increase their

competitiveness.

Auh, Seagoing, and Michael D. Johnson. "The complex relationship between customer

satisfaction and loyalty for automobiles." Customer retention in the automotive industry.

Gabler Vela, 1997. 141-166. Increasing customer satisfaction is the key to increasing

Customer loyalty in the highly competitive automotive industry. However, the relationship

Between satisfaction and loyalty is likely complex. This paper provides a theoretical basis

for modeling this complex relationship. Accordingly, customers move categorically from

problem solving behavior to an evoked set of preferred alternatives as satisfaction

increases. This should result in an increase in the impact of satisfaction on loyalty at a

relatively high level of satisfaction which subsequently decreases, or levels off, at an

extreme level of satisfaction. An empirical study is reported which supports these

predictions as well as the arguments on which they are based.

Yuvaraju, Duggan, and S. Dura Rae. "Customer satisfaction towards Honda two wheelers:

A case study in Tirupati." Journal of Business and Management 16.5 (2014): 65-74.

Customer satisfaction is a feeling of pleasure or disappointment resulting from comparing a

products perceived performance or outcome in relation to his or her expectations.In this paper

we found that 60%of respondents to know the advertisement of Honda Bike through media,

90 percent of the respondents were completely satisfied with the mileage and performance of

the bike, 73% of respondents are satisfied with pick-up of the Honda Bike , 56% of the

respondents are attract the quality of the service to choose this bike, 50% of the respondents

[60]
are satisfied with the design of the bike, 54% of the respondents considered the price of the

Honda, 60 % of the respondents felt the explanation to be “excellent”. According to the chi-

square test find that there is significance difference between the preferable factors like

mileage, pickup, price and design A study was useful in understanding the customer

relationship management of Honda Bikes among a various customers launching new

formulations can make Honda to the pioneer in many market segments. Honda was inferred

that most customers of high-income group preferred the supply of Honda Bikes. About 70%

of customers are aware of Honda Bikes. Most of the customers agree that Honda is best

quality with reasonable price the attitude 50% of customers towards price of Honda Bikes is

reasonable. But 10% of the customers are asking for improvement in the quality.

Bagodi, Virupaxi, and Biswajit Mahanty. "Two-wheeler service sector in India: factors of

importance for sustainable growth." Journal of Advances in Management Research 5.1

(2008): 21-27. It is an era of customer delight. The conventional measures implemented

by the service organizations tend to be inadquate to attract customers persistendly. We

examine the current status of two‐wheeler service stations in terms of their strategies

and actions adopted in managing the service stations. The important factors to achieve

customer satisfaction in two‐wheeler service industry are identified. Data collected for

this study encompasses: (1) questionnaire survey of the service stations, (2)

questionnaire survey of the customers (3) formal interviews with the managers and

representatives of the manufacturing units, and (4) informal interview with service

personnel and the customers. The specific contribution of our research in lies in

identificaion and categorizing the factors in Indian context.

Jensen, Søren Underlien. "Pedestrian and bicyclist level of service on roadway

[61]
segments." Transportation Research Record 2031.1 (2007): 43-51.The Danish Road

Directorate sponsored a study to develop methods for objectively quantifying pedestrian and

bicyclist stated satisfaction with road sections between intersections. The results provide a

measure of how well urban and rural roads accommodate pedestrian and bicycle travel. To

determine how existing traffic operations, geometric conditions, and other variables affect

pedestrians' and bicyclists' satisfaction, 407 randomly selected Danes were shown video clips

from 56 roadway segments filmed by a pedestrian walking and a bicyclist riding along the

road. Respondents rated the roadway segments on a six-point scale ranging from very

dissatisfied to very satisfied. This resulted in 7,724 pedestrian ratings and 7,596 bicyclist

ratings. Roadway segments and video clips were described by 150 variables. Pedestrian and

bicyclist satisfaction models were developed by cumulative logit regression of the ratings and

the variables. The models included variables that related significantly (p ≤ .05) to the

satisfaction ratings. Variables that significantly influenced the level of satisfaction were

motorized traffic volume and speed; urban land uses; rural landscapes; the types and widths

of pedestrian and bicycle facilities; the numbers and widths of the drive lanes; the volumes of

pedestrians, bicyclists, and parked cars; and the presence of median, trees, and bus stops. The

models returned the percentage splits of the six levels of satisfaction. These splits were then

transformed into a level of service. The models provide traffic planners and others the ability

to rate roadways according to pedestrians' and bicyclists' satisfaction and may be used in the

process of evaluating existing roads, designing new roads, or redesigning existing roads

Amsaveni, R., and R. Kokila. "A Study on Satisfaction Levels of Working Women Towards

Two Wheelers in Coimbatore, Tamil Nadu." Indian Journal of Marketing 44.5 (2014): 44-55.

The two wheeler section in India has witnessed one of the most imposing levels of growth in

the automobile industry. The Indian two wheeler market has undergone significant renovation

in recent times and stylish, fuel-efficient, and eco-friendly two wheelers are gaining

[62]
popularity. In addition, the markets in Asia, Africa, Middle East, South America, and even

parts of Europe are progressively emerging as new markets for the Indian two wheelers that

indicate their enhanced stature and technological prowess. Vehicles are identified as means of

logistics and conveyance, a dynamic of livelihood, and even an insignia of wealth and luxury.

Women play a significant role in the domestic and social economic life of the society. The

prominent role of women in decision making is due to increasing literacy, the ability to be

assertive, the possession of independent income, and a more significant role in the family.

The present study tries to identify the attributes playing prominent role in the buying behavior

of the working women while purchasing two wheelers. The main objective of the study is to

comprehend the satisfaction level of working women towards two wheelers and to identify

the quandary faced by them. The statistical tools like simple percentage, chi-square test,

ANOVA, factor analysis were applied to realize the objectives of the study. The results

divulge that majority of the respondents were satisfied with the vehicle they owned; the

respondents expected performance, cost effectiveness, appearance, and re-sale value while

purchasing two wheelers. The study also reveals that the respondents were facing tribulations

like frequent breakdown and low mileage.

[63]
RESEARCH FRAMEWORK

[64]
SCOPE OF STUDY
 The main scope of the study is restricted to Luck now city in Uttar Pradesh.
 The study have been made to find the level of satisfaction the customer has
regarding sales and service experience at the showroom and workshop

OBJECTIVE OF STUDY

 To major satisfaction analysis of people on the performance,

serviceability, and company image of Royal Enfield bikes.
 The study will point out the different problems being faced by customers
of Royal Enfield Company.
 To find what is helpful for increasing customer satisfaction.
 Identify various areas of improvements.

 To Majoring the overall satisfaction of the customer.

RESEARCH METHODOLOGY
Research Design-
A research design is the detailed blue print used to guide a research study towards its
objectives. It helps to collect, measure and analysis of data. The present study seeks to find
out the attribute towards buying of bike. The study also aims at finding satisfaction level of
customers at the showroom and at the workshop. So this makes the study a descriptive one.
Type of Research
The study undertaken is of “PRIMARY &Descriptive Research” in nature.
Nature of Research
The study is “quantitative” in nature.
It is structured, standardized question based personal MEETS.

[65]
Types of question
The questions asked during the study are “straight forward and limited probing”.
Total number of questions: 11
Total number of closed ended questions: 11

Source of Data
Secondary source
In this study the secondary data is collected from the following sources.
1. Company‘s website
2. Reports of the Company
3. magazines of the Company
4. Books on Marketing and Research methodology

Primary Source
The Primary source of collecting data for research is:
Structured, standardized personal telephonic interview of customers of Shankar
Automobiles in A).
Research Technique
In this study the ―survey method is used as a research technique. This method helps to
obtain right information from respondents.

Sampling plan
Sampling is a process of selection of some part of the population on the basis of which
inference about the population is made. The information about the entire population by
examine a part of it .The effectiveness of the research depends on the sample size selected
for the survey purpose.

SAMPLE SIZE-

There are the sample size is 100 customer of royal Enfield.

[66]
Sampling Unit:-
It means ―“Who is to be surveyed”. Here target population is decided and it is customer
who have purchased their bike within sampling frame is developed so that everyone in the
target population has known chance of being sampled. So the survey is conducted
particularly in Aalamagh and Lucknow city.

For the purpose of proper survey, there is need of perfect research instruments to find out
sample size for more accurate result about buying behavior of bike. The sample size is
100 respondents.
Sample Element
The sample element of research is customer of SheryaAutowordspvt ltd.

[67]
Sample Extent
The sample extent is limited to Aalambagh, Lucknow city.

Sampling Procedure
The sampling procedure followed is Simple random sampling we use an unsystematic
random selection process ensuring that every element has the same opportunity of being
selected.
Research Instrument
In this study the research instrument is ―Questionnaire. It consists of set of question
presented to respondents.The questionnaire is structured & combinations of various close
and open ended questions. Close ended question already have the possible answers and the
open ended question allow the respondents to answer in their own word.

LIMITATIONS OF STUDIES
 The sample is small to be generalized.

 The study has been restricted to Lucknow.

 The study was conducted only for the period of about one month, so there is
time constraint.
 The study is limited to Royal Enfield owners only.

 The information provided by the respondents was not always authentic
which indicated a vague picture in certain situations of the study.

[68]
DATA ANALYSIS, FINDING
AND INTERPRETATION

[69]
DATA ANALYSIS
The process of inspecting, cleaning, transforming, and modeling data with
the objective of discovering useful information, arriving at conclusions, and supporting the

decision making process is called Data Analysis. There are multiple facets and approaches

with diverse techniques for the data analysis. The data analysis in statistics are generally

divided into descriptive statistics, exploratory data analysis (EDA), and confirmatory data

analysis (CDA). Data need to be cleaned. Data cleaning is the process of correcting the

outliers and other incorrect and unwanted information. There are several types of data cleaning

process to employ depends on the type of data to be cleaned. For quantitative data methods the

outlier detection can be used to get rid of anomaly in the data. Spellcheckers can used to lessen

the amount of mistyped words in case of textual data.

Business intelligence covers the data analysis that run heavily on aggregation, disaggregation,

slicing and dicing, focusing on the business information. Predictive analytics is the application

of statistical or structural models for predictive forecasting. Text analytics is the application of

statistical, linguistic, and structural models to extract and classify information from texts. All

these are varieties of data analysis.

DATA INTERPRETATION
Data interpretation refers to the implementation of processes

through which data is reviewed for the purpose of arriving at an informed conclusion. The

interpretation of data assigns a meaning to the information analyzed and determines its

signification and implications.

The importance of data interpretation is evident and this is why it needs to be done properly.

Data is very likely to arrive from multiple sources and has a tendency to enter the analysis

process with haphazard ordering. Data analysis tends to be extremely subjective. That is to

[70]
say, the nature and goal of interpretation will vary from business to business, likely correlating

to the type of data being analyzed. While there are several different types of processes that are

implemented based on individual data nature, the two broadest and most common categories

are “quantitative analysis” and “qualitative analysis”.

[71]
1.AGE WISE CLASSIFICATION
Data:TABLE 1

Age Respondents Percentage (%)

20-24 42 42

25-29 32 32

30 – 35 18 18

more than 35 8 8

Total 100 100

ANALYSIS
According the above table 42% respondents are in age group 20-24, 32% respondents are in
age group of 25-29, 18% were in 30-35, 8% in above 35 year old. It is the inferred that most
of the royal Enfield user are youth and adult are Generally prefer enfield bike.

AGE WISE

8%

18%
42% 20-24
25-29
30-35
ABOVE 35

32%

[72]
2. GENDER
Data: TABLE 2

Percentage
Education Respondents (%)

MALE 95 95

FEMALE 5 5

Others 0 0

Total 100 100

NO OF RESPONDENT
100
90
80
70
60
50 98%
40 NO OF RESPONDENT
30
20
10
0 2%
MALE
FEMALE
0%
OTHER

TABLE -2

ANALYSIS; According to the table out of 100 respondent ,98% were Male, where as 2% were
female. It is inferred that majority male are customer of royal Enfield Bike and only some female are
using it.

[73]
3.Occupation wise classification
Occupation Respondents Percentage(%)

STUDENT 35 35

OWN BUSINESSMAN 25 25

GOVERNMENT SERVANT 10 10

EX SERVICEMAN 8 8

Private Company employee 20 20

OTHER 2 2
TOTAL 100 100

OCCUPATION
2%

20%

35% STUDENT
OWN BUSINESSMAN
GOVERNMENT SERVENT
8% EX SERVICEMAN
PVT COMPANT
OTHER
, 10%

25%

TABLE-3

Analysis- According to the table 35% Respondent were students, 25%were Businessman,10% were
Govt employee 8%were ex serviceman ,20%were pvt company employee and 2% were Doing other
jobs.
Majority of student are owning Royal Enfield and the main resionbehind is it shows Strongness.
Other professionals are less as compare to student.
Page.

[74]
4.Which model of Royal Enfield do you presently use?
PRODUCT RESPONDENTS Percentage(%)
CLASSIC350 35 35
CLASSIC500 5 5
BULLET ELECTRA 25 25
THUNDERBIRD 5 5
BULLED500 4 4
BULLET350 18 18
CLASSIC CROME 2 2
HIMALAYAN 4 4
INTERCEPTOR650 2 2
CONTINENTOL GT 650 3 3
TRIALS 350 5 5
TRIALS 500 2 2
TOTAL 100 100%

USING VEHICLE
40

35

30

25

20
35
15
25
10 18
5
5 5 4 4 3 5
0 2 2 2

Table-4

ANALYSIS: According to the table 35%are Response for Using Classic 350 which is
Highest after is 25%are responsible for using Electra model and other
model of bullet having fewer users in the city. It is inferred that Classic
350 is the favorite among the Customer and Other Model are unable to
Attract Customers.

[75]
5. HOW YOU RATE FOR YOUR SATISFACTION LRVEL WITH RESPECT TO
AFTER SALE SERVICES OF YOUR ROYAL ENFILD BIKE?
Data: TABLE: 5

Income Respondents Percentage (%)

HIGHLY SATISFIED 30 19%

SATISFIED 50 42%

5
0
DISSATISFIED
K 20 16%

TOTAL 100 100%

SATISFACTION LEVEL

20%

30%

HIGHLY SATISFIED
SATISFIED
DISSATISFIED

50%

ANALYSIS: According to table 30%respondent are highly satisfied, 50%are satisfied, while
20%are dissatisfied with after sale services of their royal enfold bike. It is inferred that
smaller number are satisfied with after sale services of royal enfold.

[76]
6. DO You Agree That Company Acts Towards The Company Logged By The
Customer?
Data: TABLE: 6
Company act towards
the complaints Respondents Percentage (%)

Yes 65 65%

No 25 25%

Can’t Say 10 10%

Total 100 100%

COMPANY ACT TOWARDS COMPLAINTS

10%

YES
25%
NO
CAN'T SAY

65%

ANALYSIS : According to the table 65% respondent are of the view that, agree that
company acts towards the complaints lodged by the customer 25% of them are not agree
with the statement, while 10 % them can’t say anything. Most of customer says that the
company act towards the customer complaint lodged by customer.

[77]
7. What is the rate of fuel Consumption for Royal Enfield Bile?
Data: TABLE: 7
Rate of fuel
consumption Respondent Percentage (%)

LOW 30 30%

AVERAGE 50 50%

HIGH 20 20%

Total 100 100%

Sales

20%

30%

LOW
AVERAGE
HIGH

50%

ANALYSIS: According to the table 50%are of the view that, Royal Enfield bike has average
fuel consumed rate, 31% are says that the fuel consumption rate is low. While 20% of them
say it has high fuel consumption rate. It is inferred that half to the respondents feel
consumption is average as compare to other bikes.

[78]
8. Are you satisfied with the performance of the bike?
Data: TABLE: 8
Satisfaction With the
performance Respondent Percentage (%)

HIGHALY
SATISFIED 25 25%

SATISFIED 50 50%

DISSATISFIED 25 25%

Total 100 100%

SATISFACTION WITH THE PERFORMANCE

25% 25%

HIGHLY SATISFIED
SATISFIED
DISSATISFIED

50%

ANALYSIS: According to the table 25%respondents are highly satisfied with the performance
of bike, 50%are satisfied, and 25% of them are dissatisfied with the performance of the bike.
There is fewer number of respondent are who heavily satisfied with the performance of
royal Enfield.

[79]
10. What is one thing you want to improve in bike Enfield Bile?
Data: TABLE: 10
WANT TO
IMPROVE Respondent Percentage (%)

SPEED 16 16%

MIELAGE 43 43%

LOOK 28 28%

NO NEED TO
CHANGES 13 13%
TOTAL
100 100%

WANT TO IMPROVE

13% 16%

SPEED
MILEAGE

28% LOOK
NO NEED TO CHANGES

43%

ANALYSIS: According to the table 16% respondent says that company improve speed of
bike, 43%says mileage. 28% says look and 13% says that there is no need to changes in bike.
It is inferred that maximum number of customer are what more fuel-efficient bike they
suggested improvement in mileage.

[80]
11. According to your opinion what can be done to improve royal Enfield bike sale in
local market?
Data: TABLE: 11
WHAT CAN WE
DONE TO IMPROVE
SALE Respondent Percentage (%)

ADVERTISE MORE 11 11%

PROVIDE BETTER
SERVICE 22 22%

IMPROVE
QUALITY 24 24%

SHOULD REDUCE
PRICE 34 34%
NO NEED TO
IMPROVE 9 9%
TOTAL
100 100%

CAN DO TO IMPROVE SALE

9% 11%

ADVERTISE MORE

22% PROVIDE BETTER SERVICES

IMPROVE QUALITY
34%
SHOULD REDUCE PRICE
NO NEED TO IMPROVE

24%

ANALYSIS: According to table 11%of respondent says that company should be advertise
more, 22% says that company should provide better services, 24% says improve quality 34%
says that company should reduce the prices of the product and 9% says that there is no
need to change for the growing sales in local market, most of the respondent think that
company should reduce the price of its product is well improve quality of the bike.

[81]
12. Overall satisfaction level has derived as expected from royal Enfield bike?

Data: TABLE: 12
OVERALL
SATISFACTION Respondent Percentage (%)

DETRACTOR 60 60%

PASSIVES 28 28%

PROMOTERS 12 12%

TOTAL 100 100%

Sales

12%

DETRACTOR
PASSIVES
28%
PROMOTERS
60%

ANALYSIS: According to table and graph 60% respondent are detractor, 28% of them are
passives, while 12%of them are promoters of royal Enfield bike. It is in inferred that most of
the customers are not fully satisfied with the royal Enfield bike. They want more from the
royal Enfield.

[82]
DATA INTERPRETATION AND FINDINGS
1. It is inferred that most of the royal Enfield users are youth and adult do generally not
prefer Royal Enfield Bike. (TABLE NO-1)

2. It is inferred that majority makes are customer of royal Enfield Bike and only some girls
are using it. (TABLE NO-2)

3. Majority of student are owning royal Enfield and the main Reason is it shows Strangeness
.other professionals are less as compare to students. (TABLE NO-3)

4. It is inferred that classic 350 is favorite among the customer and other models are unable
to attract customer. (TABLE NO 4)

5. It is inferred that a smaller number of respondent are satisfied with after sale services of
royal Enfield. (TABLE NO-5)

6. Most of the customer says that the company act towards complaints lodged by customer.
(TABLE NO-6)

7. It is inferred that half of the respondent feel that the fuel consumption is average as
compare as compare to other bike. (TABLE NO-7)

8. It is inferred that most of the customers are satisfied with the overall performance of the
royal Enfield bike. (TABLE NO-8)

9. Most of the respondents think that company should be reduce the price of its product as
well as improve quality of bikes. (TABLE NO-11)

10. It is inferred that maximum number of the customer as want to more fuel efficient bike.
They suggest improve in mileage. (TABLE NO 9)

11. Majority of the respondents falls under the age group of 20-24 and hence Royal Enfield
is mainly preferred by Young aged people.
(TABLE NO 1)

[83]
Conclusion

[84]
The study has helped Royal Enfield dealer to understand whether the purchase are happy

aren’t if not. What are the most reason for discontent of Clint to the dealers and what are all

rhea ways in which to recover the satisfaction level of client towards dealers that once sale

service come back to accomplish younger generation and time of life and additional

fascinated by royal Enfield bullet

The shopping for behavior is rule prepondently y the requirement for power and respect for

long listing whole and user are largely skilled males, 20-35 years getting on together with
some students.

Most of the purchaser is down to new enhance classics classic 350/500, additionaly customer

are simply buying the value of royal Enfield and customer are treble loyal towards the whole

Royal Enfield bullet. Royal Enfield ought to specialize in its effort to succeed in the client

the millage of Royal Enfield Bullet Bikes is extremely economical and most of them like

better to purchase their Bikes fresh from sales room with the spare components obtainable in

market simply. Royal Enfield Bullet includes a satisfaction with within the client for its
sound, comfort, and safety.

In last conclude that majority of respondents said that they are satisfied with the bike’s

performance, but company should focus on the reduction of the price of the bikes and

investigate the improvement in after sale service of bikes. The fuel consumption is also high

as per respondent’s point of view. Finally, we can say that customers in local market are not

fully satisfied with the Royal Enfield Bike.

[85]
SUGGESTIONSAND
RECOMMENDATIONS
1) Promotional Strategies:
Advertise for free test rides to the general public. Also encourage door step rides.
Give more attention to the product by taking up stalls in major exhibitions and
trade expositions.
By holding regular Royal Enfield owners meet, which will in turn entice the press directly
to give regular write ups in the papers and thus creating attention towards the company
image and its product.
2) Advertising:
The advertising strategies to be followed by the company are as follows
i) Make product based advertisements focusing on the quality, durability and reliability of the
vehicle. The company should also show the bond amongst the company and vehicle owners.
ii) The print ads will have to be placed in those magazines that reach the target market. For
e.g. magazines like automobile magazines, magazines targeted at youth etc… the print ads
should be curiosity creating, which would entice the public to take initiative and come to the
dealer and find out more about the company & its products.
iii) Nowadays net advertising have also become popular and gained importance. The
net advertising should be placed in some of the most popular websites like yahoo.com,
indiatimes.com, and rediff.com. Etc… the net advertising should be attractive.
3) To encourage Riders Club Membership in UTTAR PRADESH and so that
customers to have a real experience of their bike.
4) As now the on road presence of Royal Enfield bikes are increasing and its demand is
increasing day-by-day company should establish a new plant as soon as possible, as many
customers drop out due to long waiting periods (standard, Electra and thunderbird 3-
4months and Classic 350cc and 500cc 7-9months waiting period)
5) Brand Ambassador A non-flamboyant well-built brand ambassador from India
may be chosen to represent the brand to connect with the Indian customers.
6) Weak follow up from dealership -It is observed during the study that Royal
Enfield should improve on the follow up calls to retain the prospective customers.
If the following strategies are followed then Royal Enfield can increase the brand
awareness and also retain many customers who are interested but are reluctant to wait.

[86]
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[89]
 ANNEXURE
QUESTIONNAIRE

Consumer Satisfaction Toward Bike Of Royal Enfield

1. Name

2. Age

20-24
25-29
30-35
Above 35

3. Gender

Male
Female
Other

4. Occupation

Student
Govt. Servant
Ex- Serviceman
Professional
Self-Employed
Other

5. Which Model of Royal Enfield do you presently own?

Classic 350
Classic 500
Bullet Electra
Thunderbird 500
Thunderbird 350
Bullet 500
Bullet 350
Classic Chrome
Classic Desert Storm
Classic Battle Green
Bullet Machismo
Continental GT

6. How you rate for your satisfaction level with respect to after sales service of your
Royal Enfield Bike?
[90]
 Highly Satisfied
Satisfied
Dissatisfied

7. Do you agree that company acts towards the complaints lodged by the customers?

Yes
No
Can’t Say

8. What is the rate of fuel consumption for Royal Enfield Bike?

Low
Average
High

9. Are you satisfied with the performance of the bike?

Highly Satisfied
Satisfied
Dissatisfied

10. What is the one thing you want to improve in bike?

Speed
Mileage
Look
No Need to Change

11. According to your opinion what can be done to improve Royal Enfield Bikes sales in
local Markets?

Advertise More
Provide Better Service
Improve Quality
Should Reduce Prices
No Need to Improve

12. Are you Satisfied with the Bike’s Mileage?

Yes
No
Can’t Say

13. Will you easily get spare parts of Royal Enfield in market?

[91]
 Yes
No
Can’t Say

14. When it comes to comfort and convenience, the Royal Enfield Bike is …

Very Comfortable
Average
Not Comfortable

15. Overall Satisfaction level has derived as expected from Royal Enfield Bike?

Highly
Dissatisfied Delighted

0 1 2 3 4 5 6 7 8 9 10

[92]