Project on TVS Jupiter V/s Honda Activa

CHAPTER I

Introduction to Indian Two-wheeler Sector:

The Indian automotive industry consists of five segments: commercial vehicles; multi-utility
vehicles & passenger cars; two-wheelers; three-wheelers; and tractors. With 7,822,963 units
sold in the domestic market and 753,591 units exported during the first nine months of
FY2007, the industry (excluding tractors) marked a growth of 43% over the corresponding
previous. The two-wheeler sales have witnessed a spectacular growth trend since the mid
nineties.

India is the second largest producer and manufacturer of two-wheelers in the world. Indian
two-wheeler industry has got spectacular growth in the last few years. Indian two-wheeler
industry had a small beginning in the early 50's. The Automobile Products of India (API)
started manufacturing scooters in the country.

Bikes are a major segment of Indian two wheeler industry, the other two being scooters and
mopeds. Indian companies are among the largest two-wheeler manufacturers in the world.
Hero Honda andJupiter Auto are two of the Indian companies that top the list of world
companies manufacturing two-wheelers.

The two-wheeler market was opened to foreign companies in the mid 1980s. The openness of
Indian market to foreign companies lead to the arrival of new models of two-wheelers into
India. Easy availability of loans from the banks, relatively low rate of interest and the
discount of prices offered by the dealers and manufacturers lead to the increasing demand for
two-wheeler vehicles in India. This lead to the strong growth of Indian automobile industry.

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. In India there are some MNC’s and Indian company
dealing in automobile sector. The main key players who are dealing in this sector are Hero
Honda,Jupiter, Yamaha, Honda, and TVS. Hero Honda is the biggest player in this sector in
India as well as in the world and playing a very important role in two wheeler automobile

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sector. Hero Honda,Jupiter and TVS are the Indian companies and Yamaha & Honda are
international automobile brand.

Jupiter is the first Indian two wheeler automobile company in the market since
1945 with the name M/s Bacharj trading corporation private limited. In 1959 M/s Bacharj
trading corporation private limited change its name asJupiter Auto Ltd.Jupiter Auto obtains
license from the Government of India to manufacture two- and three-wheelers vehicles in
1959.

Hero Honda Motors Limited was established in 1984, as a joint venture

between India's Hero Group (world's largest bicycle manufacturers) and Japan's Honda Motor
Company. And created the world's single largest two wheeler company and also one of the
most successful joint ventures worldwide. During the 80s, Hero Honda became the first
company in India. Over 19 million Hero Honda two wheelers running on Indian roads today.

TVS Motors is the third largest company in the two-wheeler industry with a
market share of 16%. Infect, it is the only Indian company without a foreign collaboration in
the two-wheeler industry. When the company opted out of the collaboration with Suzuki in
2002, many believed that TVS was headed towards extinction. But the company proved the
doomsayers wrong and came out with a very successful `TVS Victor'. TVS Motors Ltd.
originally incorporated in 1982 to manufacture two-wheelers in collaboration with Suzuki
Motors of Japan, TVS was one of the leaders in two-wheeler industry.

Yamaha Motor Corporation is the auto mobile company of Japan

(1953) which works in India since 1955 and providing latest technology in India from last
two decades. Yamaha Motor India was incorporated in august 2001 as a 100% subsidiary of
Yamaha motor corporation, Japan

Honda motors of Japan is not a new name in the two wheeler scenario in the
country, they were in a tie up with the Firodias owned Kinetic group. However in the late 90s
they parted ways after problems arose over issues like introduction of new models,

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advertising expenditure, marketing strategies and other related issues. In the mid 80 Honda
motors of Japan joined hands with the largest bicycle maker of India the Hero cycles to create
Hero Honda which in a couple of decades or so have gone on to become the single largest
motorcycle company in the world. Though Honda has come on its own on the Indian market
yet it will be providing technological support to Hero Honda for the next ten years. Thus
presenting a unique situation in which the company will be in direct competition with the
company which it has been associated for nearly two decades. Honda Motorcycles and
Scooters India limited, a 100% subsidiary of Honda motor company Japan eventually entered
the Indian market with Honda Unicorn in 2004.

Profile Change in Indian Two-Wheeler Industry

The demand shift from scooters to motorcycles in the 1990s was without parallel in any
comparable product category in India. This was mainly attributed to the change in customers'
preference towards fuel-efficient and aesthetically appealing models, which scooter
manufacturers failed to provide. The delayed launch of new, advanced scooter models, fear of
four-stroke scooters being prone to increased skidding risks and vibrations, and the difficulty
of maintenance also contributed to this shift. Interestingly, the growth in the motorcycle
segment was mainly driven by the demand from rural and semi-urban consumers. An
estimated 60% of the demand for motorcycles came from rural and semi-urban customers.
The rise in their disposable incomes on account of good monsoons in the 1990s provided the
normally conservative rural and semi-urban customers with extra money that induced them to
experiment with new, innovative products.

Shift from Scooter to Motorcycle

Scooter Motorcycle Moped

Year Total In '000 Overall Growth
No. % No. % No. %
1993 1,503.36 -6.40 709.73 47.2 379.06 25.2 414.57 27.6
1994 1,770.22 17.75 840.17 47.5 472.58 26.7 457.47 25.8
1995 2,209.23 24.80 1,033.52 46.8 652.01 29.5 523.70 23.7
1996 2,660.04 20.41 1,223.43 46.0 809.53 30.4 627.08 23.6
1997 2,963.49 11.41 1,301.05 43.9 978.68 33.0 683.76 23.1
1998 3,042.85 2.68 1,262.70 41.5 1,131.31 37.2 648.84 21.3
1999 3,403.43 11.85 1,325.87 39.0 1,395.66 41.0 681.90 20.0
2000 3,745.55 -0.80 901.88 24.0 2,156.03 58.0 687.64 18.0

Source: (SIAM). No. Number of Units (in '000)

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Advanced technology, larger wheelbase, higher ground clearance and the ability to ride on
bad roads with less effort and less danger of skidding and decreased maintenance cost were
the other factors that encouraged customers to choose motorbikes over other two-wheelers.

 Key Earnings Drivers

Below are the key factors, which strongly affect the auto industry: -

Government policy impact on petrol prices: Petrol prices determine the running cost of
two/three wheelers expressed in Rupees per kilometer. 

Petrol prices are the highest in India as GOI subsidizes kerosene and diesel. But with the
recent change in GOI policy to reduce the subsidy, the prices of petrol will remain constant at
the current prices. This will have a positive effect on purchases of two/three wheelers.

Improvement in disposable income: With the increase in salary levels, due to entry of

multinationals following liberalization process and fifth pay commission, the disposable
income has improved exponentially over the years. This will have multiplier effect on
demand for consumer durables including two-wheelers.

Changes in prices of second-hand cars: The second hand car prices of small cars have
come down sharply in the recent past. This will shift the demand from higher-end two-
wheelers to cars and affect the demand for two-wheelers negatively. A further drop in
second-hand car prices will lead to pressure on the two-wheeler majors who plan to release
higher-end scooters and motorcycles.

Implementation of mass transport system: Many states have planned to implement mass

transport systems in state capitals in the future. This will have negative impact on demand for
two-wheelers in the long run. But taking into account the delays involved in implementation
of such large infrastructure projects the demand to be affected only five to seven years down
the line.

Availability of credit for vehicle purchase: The availability and cost of finance affects the
demand for two- and three-wheelers as the trend for increased credit purchases for consumer
durables have increased over the years. Therefore, any change with respect to any of these

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two parameters as a result of change in RBI policy has to be closely watched to assess the
demand for two- and three-wheelers.

Introduction of Hero Honda

Hero Honda Motors Limited was established in 1984, as a joint venture

between India's Hero Group (world's largest bicycle manufacturers) and Japan's Honda Motor
Company. And created the world's single largest two wheeler company and also one of the
most successful joint ventures worldwide. During the 80s, Hero Honda became the first
company in India. Over 19 million Hero Honda two wheelers running on Indian roads today.
India has the largest number of two wheelers in the world with 41.6 million vehicles.
India has a mix of 30 percent automobiles and 70 percent two wheelers in the country. India
was the second largest two wheeler manufacturer in the world starting in the 1950’s with the
birth of Automobile Products of India (API) that manufactured scooters. API manufactured
the Lambrettas but, another company,Jupiter Auto Ltd. surpassed API and remained through
the turn of the century from its association with Piaggio of Italy (manufacturer of Vespa).

The license raj that existed between the1940s to1980s in India, did not allow foreign
companies to enter the market and imports were tightly controlled. This regulatory maze,
before the economic liberalization, made business easier for local players to have a seller’s
market. Customers in India were forced to wait 12 years to buy a scooter fromJupiter. The
CEO ofJupiter commented that he did not need a marketing department, only a dispatch
department. By the year 1990,Jupiter had a waiting list that was twenty-six times its annual
output for scooters.

The motorcycle segment had the same long wait times with three manufacturers; Royal
Enfield, Ideal Jawa, and Escorts. Royal Enfield made a 350cc Bullet with the only four-stroke
engine at that time and took the higher end of the market but, there was little competition for
their customers. Ideal Jawa and Escorts took the middle and lower end of the market
respectively.

In the mid-1980s, the Indian government regulations changed and permitted foreign
companies to enter the Indian market through minority joint ventures. The two-wheeler
market changed with four Indo-Japanese joint ventures: Hero Honda, TVS Suzuki,Jupiter

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Kawasaki and Kinetic Honda. The entry of these foreign companies changed the Indian
market dynamics from the supply side to the demand side.

COMPANY PROFILE

 Hero Honda Motors Limited

Hero Honda Motors Limited was established in 1984, as a joint venture between India's Hero
Group (world's largest bicycle manufacturers) and Japan's Honda Motor Company. In 1985
production began with the launch of its first motorcycle, the CD100, which gave 80 km to the
liter. In 1987 the engine plant was started and in 1989 the Company produced its 3,00,000th
motorcycle. In 2001 Hero Honda manufactured its 50,00,000th motorbike. Hero Honda has a
reputation of being the most fuel-efficient and the world's single largest two wheeler
Company. Shri Brijmohan Lall Munjal is the chairman and managing director of this
Company. As early as in 1960’s very few Indian bicycle manufacturers were interested in
exports. However, the hero groups foray into the overseas markets in 1963 pioneered Indian
exports in the bicycle segment. It was more prompted essentially by the need to remain
attuned to the global marketplace. While initial exports were restricted to Africa and the
middle east, today more than 50% of the exports from Hero Cycles Ltd. Meet the demands of
sophisticated markets in Europe and America. This is primarily because of appropriate
product development and excellent quality that hero offers.. Hero Honda has grown like no
other company in the auto business. Several times in the path, savvy observers have insisted
that it has grown just too big and that no company its size can continue to show growth rates.
But Hero Honda has ignored that opinion and continued growing at the place it has set many
years ago.
Hero Honda today faces more competitor than it has ever in the history. Now
that is the undisputed two wheeler Numero Uno in the country. Every single two wheeler
manufacturer in India if looking market share away from it. More over for the first time there
are so many four- stroke challengers in the market. And Hero Hondas best selling products
are ageing.

 Corporate Profile:

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The joint venture between India's Hero Group and Honda Motor Company, Japan has
not only created the world's single largest two wheeler company but also one of the most
successful joint ventures worldwide.

During the 80s, Hero Honda became the first company in India to prove that it was
possible to drive a vehicle without polluting the roads. The company introduced new
generation motorcycles that set industry benchmarks for fuel thrift and low emission. A
legendary 'Fill it - Shut it - Forget it' campaign captured the imagination of commuters across
India, and Hero Honda sold millions of bikes purely on the commitment of increased mileage

Over 19 million Hero Honda two wheelers tread Indian roads today. These are almost
as many as the number of people in Finland, Ireland and Sweden put together!
Hero Honda has consistently grown at double digits since inception; and today, every
second motorcycle sold in the country is a Hero Honda. Every 30 seconds, someone in India
buys Hero Honda's top -selling motorcycle – Splendor. This festive season, the company sold
half a million two wheelers in a single month—a feat unparalleled in global automotive
history.

Hero Honda bikes currently roll out from two globally benchmarked manufacturing
facilities based at Dharuhera and Gurgaon in Haryana. These plants together are capable of
churning out 3.9 million bikes per year. A third state of the art manufacturing facility at
Hardwar in Uttranchal will soon be commissioned to cope with sustained customer demand.

Hero Honda's extensive sales and service network now spans over 3000 customer
touch points. These comprise a mix of dealerships, service and spare points, spare parts
stockiest and authorized representatives of dealers located across different geographies.
Hero Honda values its relationship with customers. Its unique CRM initiative - Hero Honda
Passport Program, one of the largest programs of this kind in the world, has over 3 million
members on its roster. The program has not only helped Hero Honda understand its
customers and deliver value at different price points, but has also created a loyal community
of brand ambassadors.

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Having reached an unassailable pole position in the Indian two wheeler market, Hero
Honda is constantly working towards consolidating its position in the market place. The
company believes that changing demographic profile of India, increasing urbanization and
the empowerment of rural India will add millions of new families to the economic
mainstream. This would provide the growth ballast that would sustain Hero Honda in the
years to come. As Brijmohan Lall Munjal, the Chairman, Hero Honda Motors succinctly
points out, "We pioneered India’s motorcycle industry, and it's our responsibility now to take
the industry to the next level. We'll do all it takes to reach there.''

 Mission statement:

Hero Honda’s mission is to strive for synergy between technology, systems and human
resources, to produce products and services that meet the quality, performance and price
aspirations of its customers. At the same time maintain the highest standards of ethics and
social responsibilities. This mission is what drives Hero Honda to new heights in excellence
and helps the organization forge a unique and mutually beneficial relationship with all its
stake holders.

 HERO HONDA'S MANDATE:

Hero Honda is a world leader because of its excellent manpower, proven

management, extensive dealer network, efficient supply chain and world-class products with
cutting edge technology from Honda Motor Company, Japan. The teamwork and
commitment are manifested in the highest level of customer satisfaction, and this goes a long
way towards reinforcing its leadership status “Hero”, is the brand name used by the Munjal
brothers in the year 1956 with the flagship company Hero Cycles. The two-wheeler
manufacturing business of bicycle components had originally started in the 1940’s and turned
into the world’s largest bicycle manufacturer today. Hero, is a name synonymous with two-
wheelers in India today. The Munjals roll their own steel, make free wheel bicycle critical
components and have diversified into different ventures like product design. The Hero Group
philosophy is: “To provide excellent transportation to the common man at easily affordable
prices and to provide total satisfaction in all its spheres of activity”. The Hero group vision is
to build long lasting relationships with everyone (customers, workers, dealers and vendors).
The Hero Group has a passion for setting higher standards and “Engineering Satisfaction” is
the prime motivation, way of life and work culture of the Group.

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In the year 1984, Mr. Brijmohan Lal Munjal, the Chairman and Managing Director of Hero
Honda Motors (HHM), headed an alliance between the Munjal family and Honda Motor
Company Ltd. (HMC). HHM Mission Statement is: “We, at Hero Honda, are continuously
striving for synergy between technology, systems, and human resources to provide products
and services that meet the quality, performance, and price aspirations of our customers. While
doing so, we maintain the highest standards of ethics and societal responsibilities, constantly
innovate products and processes, and develop teams that keep the momentum going to take
the company to excellence in the new millennium”. This alliance became one of the most
successful joint ventures in India, until the year 1999 when HMC had announced a 100%
subsidiary, Honda Motorcycle & Scooter India (HMSI). This announcement caused the HHM
stock price to decrease by 30 percent that same day. Munjal had to come up with some new
strategic decisions as, HMSI and other foreign new entry companies were causing increased
intensity of rivalry for HHM.

Growth Of Company

The business growth of Hero Honda has been phenomenal throughout its early days. The
Munjal family started a modest business of bicycle components. Hero Group expanded so big
that by 2002 they had sold 86 million bicycles producing 16000 bicycles a day. Today Hero
Honda has an assembly line of 9 different models of motorcycles available. It holds the
record for most popular bike in the world by sales for Its Splendor model. Hero Honda
Motors Limited was established in joint venture with Honda Motors of Japan in 1984, to
manufacture motorcycles. It is currently the largest producer of Two Wheelers in the world. It
sold 3 million bikes in the year 2005-2006. Recently it has also entered in scooter
manufacturing, with its model PLEASURE mainly aimed at girls. The Hero Group has done
business differently right from the start and that is what has helped them to achieve break-
through in the competitive two-wheeler market. The Group's low key, but focused, style of
management has earned the company plaudits amidst investors, employees, vendors and
dealers, as also worldwide recognition. The growth of the Group through the years has been
influenced by a number of factors :-

 Just-in-Time

The Hero Group through the Hero Cycles Division was the first to introduce the concept of
just-in-time inventory. The Group boasts of superb operational efficiencies. Every assembly

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line worker operates two machines simultaneously to save time and improve productivity.
The fact that most of the machines are either developed or fabricated in-house, has resulted in
low inventory levels. In Hero Cycles Limited, the just-in-time inventory principle has been
working since the beginning of production in the unit and is functional even till date.. This is
the Japanese style of production and in India; Hero is probably the only company to have
mastered the art of the just-in-time inventory principle.

 Ancillarisation

An integral part of the Group strategy of doing business differently was providing support to
ancillary units. There are over 300 ancillary units today, whose production is dedicated to
Hero's requirements and also a large number of other vendors, which include some of the
better known companies in the automotive segment. Employee Policy:

Another Striking feature within the Hero Group is the commitment and dedication of its
workers. There is no organized labor union and family members of employees find ready
employment within Hero. The philosophy with regard to labor management is "Hero is
growing, grow with Hero." When it comes to workers' benefits, the Hero Group is known for
providing facilities, further ahead of the industry norms. Long before other companies did so,
Hero was giving its employees a uniform allowance, as well as House Rent Allowance
(HRA) and Leave Travel Allowance (LTA). Extra benefits took the form of medical check-
ups, not just for workers, but also for the immediate family members.

 Dealer Network

The relationship of Hero Group with their dealers is unique in its closeness. The dealers are
considered a part of the Hero family. A nation-wide dealer network comprising of over 5,000
outlets, and have a formidable distribution system in place. Sales agents from Hero travels to
all the corners of the country, visiting dealers and send back daily postcards with information
on the stock position that day, turnover, fresh purchases, anticipated demand and also
competitor action in the region. The manufacturing units have a separate department to
handle dealer complaints and problems and the first response is always given in 24 hours.

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 Financial Planning

The Hero Group benefits from the Group Chairman's financial acumen and his grasp on
technology, manufacturing and marketing. Group Company, Hero Cycles Limited has one of
the highest labor productivity rates in the world. In Hero Honda Motors Limited, the focus is
on financial and raw material management and a low employee turnover.

 Quality

Quality at Hero is attained not just by modern plants and equipment and through latest
technology, but by enforcing a strict discipline. At the Group factories, attaining quality
standards is an everyday practice - a strictly pursued discipline. It comes from an
amalgamation of the latest technology with deep-rooted experience derived from nearly four
decades of hard labor. It is an attitude that masters the challenge of growth and change -
change in consumers' perceptions about products and new aspirations arising from a new
generation of buyers. Constant technology up gradation ensures that the Group stays in the
global mainstream and maintains its competitive edge. With each of its foreign
collaborations, the Group goes onto strengthen its quality measures as per the book. The
Group also employs the services of independent experts from around the world to assist in
new design and production processes.

 Diversification

Throughout the years of enormous growth, the Group Chairman, Mr. Lall has actively looked
at diversification. A considerable level of backward integration in its manufacturing activities
has been ample in the Group's growth and led to the establishment of the Hero Cycles Cold
Rolling Division, Munjal and Sunbeam Castings, Munjal Auto Components and Munjal
Showa Limited amongst other component-manufacturing units.

Then there were the expansion into the automotive segment with the setting up of Majestic
Auto Limited, where the first indigenously designed moped, Hero Majestic, went into
commercial production in 1978. Then came Hero Motors which introduced Hero Puch, in
collaboration with global technology leader Steyr Daimler Puch of Austria. Hero Honda
Motors was established in 1984 to manufacture 100 cc motorcycles.

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The Hero Group also took a venture into other segments like exports, financial services,
information technology, which includes customer response services and software
development. Further expansion is expected in the areas of Insurance and
Telecommunication. The Hero Group's phenomenal growth is the result of constant
innovations, a close watch on costs and the dynamic leadership of the Group Chairman,
characterized by a culture of entrepreneurship, of right attitudes and building stronger
relationships with investors, partners, vendors and dealers and customers

Honda Activa 5G vs TVS Jupiter Price

Honda Activa 5G Price (ex-showroom, TVS Jupiter Price (ex-showroom,
Variant Mumbai) Variant Mumbai)
Standard ₹54600 Standard ₹52800
Deluxe ₹56500 ZX ₹55300
ZX with Disc ₹57600
Classic ₹58800
Both scooters are priced closely and there is not much difference. The Honda Activa 5G
deluxe costs INR 56,500 (ex-showroom Mumbai), while the comparable variant TVS Jupiter
ZX costs INR 55,300 (ex-showroom, Mumbai). The Activa 5G is slightly more expensive in
comparison.

Honda Activa 5G vs TVS Jupiter Design

The Activa and the Jupiter are utility scooters. Styling is not their USP. However both
companies have ensured that they look contemporary and stylish. The design is basic scooter
like and in this department there is very little to choose between them. Both scooters are free
of body graphics and have a clean look. The TVS Jupiter ZX gets a dual tone theme to add
some excitement, which we are not a fan of. The Activa 5G has quite imposing looks as well.
Both these scooters have a metal body (except the front panel). The Jupiter adds some more
flair as it gets alloy wheels which are black in colour. This gives it a slight advantage over the
Activa in terms of appeal.

Also Read: Honda Activa 5G details

Honda Activa 5G vs TVS Jupiter Features
Both scooters are quite feature rich. The Honda Activa 5G now comes with a seat opening
switch next to the ignition key. This makes it easy to open the seat as one does not have to
remove the key from the ignition. However, the seat needs to be opened for filling fuel. The
Jupiter on the other hand does not have a seat switch and you need to remove the key and slot

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it on the side panel to open the seat. However, the fuel filler cap is placed outside, which
eliminates the need to open the seat for filling fuel.

The Activa 5G also gets a new LED headlamp and there is a digital inset on the instrument
panel, available only in the deluxe variant. This inset has a fuel guage, trip meter, clock and a
service reminder too. There is also an Eco mode indicator next to the speedometer. The TVS
Jupiter gets a regular halogen headlamp and has a fully analogue panel. It also has a Eco and
Power mode indicator. Additionally, it also has a Pass switch for the headlamp. The Jupiter
beats the Activa in features as it gets 12-inch alloy wheels and a front telescopic suspension.
The Activa 5G gets 10-inch steel wheels and it uses a traditional front suspension. Honda
Activa 5G vs TVS Jupiter Mileage The claimed mileage of Honda Activa 5G is 60km/l and
the TVS Jupiter has a claimed mileage of 62 km/l. However, in daily city riding conditions,
both these scooters will return around 40-45 km/l, on an average. This will depend upon the
rider and also conditions.

Honda Activa 5G vs TVS Jupiter Performanc

High performance is not what these scooters are built for, but they have enough power for
daily usage. The Activa 5G get a 109bhp engine which churns out around 8bhp of power and
9Nm of torque. The Jupiter also has a 109cc engine with 8bhp of power and 8Nm of torque,
which is slightly lower than that of the Activa. But this difference is hardly felt while riding.
In fact, it is the Jupiter which feels peppier during intial acceleration. The Activa 5G on the
other hand, has better higher end performance. After 50km/h, it is the Activa 5G that takes
the lead.

Honda Activa 5G vs TVS Jupiter Practicality

As they both are meant for daily practical use, they get useful storage options. The Activa has
a bag hook below the handlebar and a retractable hook under the seat. The Jupiter has both
these hooks as well and both are retractable. Under seat storage is good on both, however the
Activa has a deeper under seat storage. A half helmet can fit in both scooters. There is a
uselful grab handle on both these scooter at the rear, for the pillion. The seat of both scooters
is similarly comfortable, broad and long. The seat height of the Jupiter is slightly lower than
Activa, however, both scooters are suitable for short riders.

Honda Activa 5G vs TVS Jupiter Ride and Handling

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This is an area where the TVS Jupiter excels. The Jupiter feels lighter and more agile too.
Swerving, taking corners and even high speed stability, the Jupiter feels better as compared to
the Activa 5G. One of the reasons for that, apart from the loer weight is the fact that the
Jupiter gets 12-inch wheels and a telescopic front suspension. This makes the handing much
more improved. In term of ride quality, there is little to choose between the too as both offer a
pliant ride. In terms of brakes, the Activa 5G gets Combi Brakes, while the TVS Jupiter gets
Sync brakes. The function of both is similar. Additionally, Jupiter also has an option of a
front disc brake, which is not available in the Honda Activa 5G.

SWOT Analysis of TVS

TVS Motor Company is a manufacturer and marketer of two-wheeler as well as three-

wheeler vehicles and has operations in India, Indonesia, Singapore and some parts of Europe.
TVS Motor Company is based out of Chennai, Tamil Nadu, India and India is its major
market. It is the third largest two-wheeler vehicle manufacturer in India.

Strengths in the SWOT Analysis of TVS :

Multiple brands across portfolio: TVS offers mopeds, motorcycles, scooters and three

wheelers and has popular brands amongst all the categories. For example, motorcycles
include popular brands like Apache RTR and Star City etc. whereas scooters include TVS
Jupiter and Scooty pep+ etc.

Strong financial performance: TVS has experienced strong financial performance in recent

years. It recorded growth in revenues (12.3%) and operating margin (4.8%) in FY2016. Thus,
the company has improved its financial conditions which enhance shareholder’s value and
supports growth plans.

Strong R&D capabilities: TVS has set up a strong research and development department

which allows constant innovation in its product design and include newer technologies in
its products. This provides a competitive advantage to TVS.

Weaknesses in the SWOT Analysis of TVS :

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Lack of Scale: Although TVS has experienced the increase in revenues in the recent past, it
still doesn’t stand tall when compared to large companies like Jupiter Auto and hero
MotoCorp. These companies have the capital advantage over TVS.

Overdependence on domestic market: India is TVS motor’s primary market contributing

over 75 percent of its revenues. TVS has limited geographical diversity and hence is over
dependent on the Indian market. Any vulnerability in the Indian market will affect the
company’s finances.

Opportunities in the SWOT Analysis of TVS :

Growing Indian 2-Wheeler market: India has witnessed rapid growth in the 2-wheeler
market which is expected to continue in the near future. India is the second fastest growing
market in the two-wheeler industry. This presents an opportunity for TVS to encapsulate
the demand created.Growth in three wheeler market: The three wheeler passenger as well
as load carrier market is growing in India. The three wheeler industry has grown with a
CAGR of 4.4% from the period 2005-2015. This also creates and opportunity for
TVS.Optimistic outlook for global motorcycle industry: TVS must look forward to
expanding operations globally in order to tap the positive outlook for the global motorcycle
industry which is expected to grow at a CAGR of 6.3% till 2019.

Threats in the SWOT Analysis of TVS :

Intense competition: The Indian two-wheeler industry is highly competitive with the

presence of various multinational and national brands such as Yamaha, Jupiter
Auto, Honda and hero MotoCorp etc. TVS being subjected to such competition has to
constantly innovate in order grow in such intense competitive atmosphere.

Environmental regulations: The Company is subjected to various stringent environmental

regulations which are constantly upgraded and hence the compliance costs increase.

Improvement in public transport: The public transportation facilities in India are

improving which is a threat to the passenger

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TVS MOTOR COMPANY

The TVS group was established in 1911 by Shri. T. V. Sundaram Iyengar. As one of
India’s largest industrial entities it epitomizes Trust, Value and Service. It all began way
back in 1984 when Sundaram Clayton Limited (A TVS Group company) introduced its
50 CC mopeds in the arena of road racing, notching up unbelievable speeds of 105 kmph.
Since then, there has been no looking back for TVS Motor Company. TVS Racing was
established in 1987 with the objective of improving the performance of its bikes. Over
the years it has provided valuable data, design inputs, development of reliable
motorcycle models, excellent vehicle dynamics & handling etc. The true evidence of it
is seen in today's TVS Victor and TVS Fiero. Today, there are over thirty companies in
the TVS Group, employing more than 40,000 people worldwide and with a turnover in
excess of USD 2.2 billion. With steady growth, expansion and diversification, TVS
commands a strong presence in manufacturing of two-wheelers, auto components
and computer peripherals. We also have vibrant businesses in the distribution of heavy
commercial vehicles passenger cars, finance and insurance. TVS Motor Company Limited,
the flagship company of the USD 2.2 billion TVS Group, is the third largest two-
wheeler manufacturer in India and among the top ten in the world, with an annual turnover
of over USD 650 million. The year 1980 is one to be remembered for the Indian two-
wheeler industry, with the roll out of TVS 50, India's first two-seater moped that
ushered in an era of affordable per sonal t ra ns por t a t i on. For the Indian Aut
om obile sect or, i t wa s a breakthrough to be etched in history. TVS Motor Company
is the first two-wheeler manufacturer in the world to be honored with the hallmark of
Japanese Quality – The Deming Prize for Total Quality Management.

MANY FIRSTS TO THE AUTOMOTIVE INDUSTRY IN INDIA

TVS has been at the forefront in bringing a revolution in the way personal commutation
was happening, way back in the 1980s. Beginning with launching a simple, easy-to-
use moped for the middle class in India in the 1980s to launching 7 new bikes in a
single day (first time in the history of the automotive industry in the world), TVS has often
taken the unbeaten path to innovation.

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Ushering in the personal transportation revolution

1980 Launched TVS 50, India's first 2 seater 50 cc moped

1984 First Indian company to introduce 100 cc Indo - Japanese motorcycles

Launched India's First indigenous scooterette (sub - 100 cc variomatic) -

1994
Introduced India's first catalytic converter enabled motorcycle, the 110 cc

1996
1997 Introduced India's first 5 speed motorcycle, Shaolin

2000 Launched India's first 150 cc, 4 stroke motorcycle - The Fiero

Launched India's first fully indigenously designed and manufactured

2001
Launched the revolutionary VT-I engine for the best in class mileage in

2004
2006 Launched TVS Apache - first bike to win 6 awards in a row

Apache RTR - first two wheeler in India to have racing inspired engine and

2007
TVS Flame, TVS Scooty Electric Vehicle and Three- wheeler TVS King

2008 Launched.
Table no. 4.1.1 Ushering in the personal transportation revolution
TVS IN BRIEF:-
TVS Motor Company is the third largest two-wheeler manufacturer in India and one
among the top ten in the world, with annual turnover of more than USD 1 billion in
2008-2009, and is the flagship company of the USD 4 billion TVS Group.
A Bike For Any one.
TVS motor currently manufactures a wide range of two wheelers from mopeds to
racing inspired motorcycles.
Motorcycles:- (Apache Series RTR, Phoenix 125, MAX 4R, Star City, Sport)
Variomatic Scooters:- (Jupiter, Wego, Scooty Streak, Scooty Pep+,)
Mopeds:- (TVS XL Super, TVS XL SUPER Heavy Duty)

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PENCHANT:- The company has 4 plants - located at Hosur and Mysore in South
India, in Himachal Pradesh, North India and one at Indonesia. The company has a
production capacity of 2.5 million units a year.

INNOVATION AT THE HELM:-

TVS Motor's strength lies in design and development of new products – the latest
launch of 7 products on the same day seen as a first in automotive history. We at TVS
deliver total customer satisfaction by anticipating customer need and presenting quality
vehicles at the right time and at the right price. The customer and his ever changing
need is our continuous source of inspiration.
HERITAGE:- TVS Group – 100 years young
The TVS Group has always been inspired by a century long mission and vision of its
own destiny. It is not just a business but a way of doing business. Which Sets TVS
Apart from other. Back in 1911, to the founder of the company, the ordinary ambitions
of a bus fleet operator or a vehicle servicing business would not suffice. Rather, he
wanted to create an enduring business led by a family of likeminded.
AWARDS:- Most Trusted Brand
TVS is India’s most trusted brand in the TWO wheeler category.
Source: economic Ties most trusted brand.

CII ITC SUSTAINABILITY AWARDS 2012:-

TVS Motor Company Ltd is a winner of the CII ITC Sustainability Awards 2012,
Certificate of Commendation for Significant Achievement. 
EXPORT:-
TVS Motor Company has been awarded 'Star Performer - Silver Shield' in two/three
wheelers category, by EEPC India, for excellent export performance for year 2007-08. 
LEADERSHIP:-
Star of Asia Award to Mr. Venu Srinivasan. CMID TVS Motors Company by Business
Week International.
He was also honored with Doctorate in science by university of warwick, united
Kingdom.

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Mr. Venu Srinivasan was conferred with the prestigious JRD TATA corporate
Leadership Award for the year 2004.
ENGINEERING:-
The Deming Prize – TVS Motors Company is the only two-wheeler companyin yhe
world to be awarded the world most prestigious and coverd recognition in total quality
management.Technology award 2002 from Minisrty of science, Government of india
for thesuccessful commercialization of indigenous technology for TVS Victor

CURRENT TRENDS IN TVS

India is highly populous country with the huge middle class population .Two
WheelersAre becoming a most common mode of transport for middle classes.

BUSINESS OUTLOOK AND OVERVIEW OF TVS MOTOR

The uncertainty witnessed in 2012-13 is likely to continue during 2013-14. Global

economy showed no signs of recovery during 2012-13 and is expected to be more
uncertain. This may result in volatile crude and commodity prices and fluctuations in
foreign exchange rates. In domestic economy, continued inflationary pressures, lower
private consumption and high interest rates are likely to affect sentiments. The two
wheeler industry growth is also consequently.
COMPANY PERFORMANCE
The Company's overall two wheeler sales declined by 7% mainly due to overall
sluggish performance of the industry. Mopeds grew at 1.9% while motorcycles declined
by 10.5% and scooters by 15%. Three wheeler sales of the Company increased by
22.3% from 0.40 lakh in 2011-12 to 0.49 lakh in 2012-13. Sales of spare parts grew by
6.5%. Economic Times conducts an annual survey to select most trusted brands across
categories, based on attributes of Quality, reputation, pride and recommendation among
others. The Company was awarded with the coveted title of "India's most trusted brand
in the 2W category for the year 2012"and the Company was also conferred "CII-ITC
Sustainability award for 2012" by the President of India.The Company's total revenue
including other income marginally fell from Rs.7, 163.23 Cr in the previous year to
Rs.7, 088.84 Cr in the current year 2012-13. The Profit before tax (PBT)
(beforeExceptional and extraordinary items) for the year 2012-13 wasRs.254.42 Cr
compared to Rs.316.46 Cr achieved in the previous year. Similarly Profit after Tax

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(PAT) for the year 2012-13 was Rs.116.02 Cr compared to Rs.249.07 Cr achieved in
the previous year, after considering the extraordinary and exceptional item
TWO WHEELER OPERATIONS DOMESTIC
The Company's sales declined by 4.9% in the domestic market. In motorcycle category, the
decline was higher at 8%. This was due to the absence in Executive Segment for a greater
part of the year, which will be addressed by the recently launched TVS Phoenix 125.
Category shift from motorcycles to scooters continued in 2012-13 also, bringing more male
buyers into the category. The shift in the scooter consumer preferences towards bigger
scooters resulted in drop of TVS Scooty sales. Consolidation of TVS Wego will address this
issue. Overall sales of scooters in the domestic market declined by 13.1%. Mopeds grew by
2.7% despite weak macro economy and deficit monsoon affecting the rural economy. The
Company's products are distributed by network of authorized dealers across India. The
Company has strong distribution network in the 2W industry and it continuously seeks to
increase its distribution reach.
EXPORTS
The Company's two wheeler exports declined by 22.1% in 2012-13 due to demand
contraction and trade barriers created in some major export markets. The scenario however is
expected to improve during 2013-14.
TIE UP WITH BMW MOTORRAD
The Company entered into a long-term 'cooperation agreement' with BMW Motored,
Germany. This agreement inter alia is to source technological know-how for jointly
developing and producing high-end motorcycles that will cater to the segment below 500 cc.
Both the Companies intend to leverage each other's strengths to deliver a new series of
products offering cutting edge technology to the customers.

THREE WHEELER OPERATIONS

Domestic sales of three wheelers increased by 8.1%. TVS three wheeler exports grew by
30.2% during 2012-13.
OPPORTUNITIES AND THREATS
Long term prospects for 2W industry continue to be attractive. The favorable demographic
profile, low penetration of 2W, the rising income of the Indian middle class, significant
portion of Indian population having no or limited access to decent transportation
infrastructure and congestion in large cities work in favor of Indian 2W industry. Preference

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of owning a personal transport has gone up over the last few years. These trends are expected
to continue in the medium to long term, though 2013-14 may suffer due to weak economic
growth. With launch of Phoenix in the executive segment, the Company will have presence
in all segments of Two Wheeler industry. To address the growing need of scooter usage by
men, the Company will be launching a new scooter in the coming year. This new launch
would further significantly strengthen the Company's presence in the scooter segment. The
Company will continue to leverage its in-house retail finance arm to contribute to growth and
increase the retail finance penetration.
CORPORATE SOCIAL RESPONSIBILITY
Srinivasan Services Trust (SST), co-sponsored by the with the vision of building self-reliant
rural community, was established in 1996. Over 17 years of service, SST has played a pivotal
role in changing lives of people in rural India by creating self-reliant communities that are
models of sustainable development. At present, SST is working in 1,124 villages spread
across Tamil Nadu, Karnataka, Maharashtra, Himachal Pradesh and Andhra Pradesh. Its
major focus areas are: Economic development, Health, Education, Environment.

INFRASTRUCTURE ITS SIGNIFICANT ACHIEVEMENTS ARE:-

• Through partnership with the community, helped to form over 3,744 self Help Groups
(SHG)
• 100% enrolment of children in schools achieved and over 48,237 adult women made
literate.
• Proper solid and liquid waste management practices adopted in 1,068 villages.
• Over 1,75,205 hectares of degraded forests reforested and 10,766 hectares of dry lands
covered by watershed development activities.
• Over 57,010 families have taken up income generation activities. They earn an additional
income from Rs.2, 500/- to Rs.5, 000/- per month.
• SHG members have a group savings of Rs.16.57 Cr,
• Over 1, 05,099 families living in these villages have a monthly income around Rs.12, 000/-
per family.

TVS Jupiter

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TVS Jupiter is a variomatic scooter launched in September 2013 by India's TVS Motor

Company. The launch of the scooter marked the company's entry into the part of the market
that mainly targets females.
It is powered by a single-cylinder, four-stroke, 110 cc (6.7 cu in) engine and delivers
5.88 kW (7.88 bhp) at 7,500 rpm. The scooter delivers a pick-up of 0 to 60 km/h in 11.2
seconds. The scooter has an 'Econometer' and has a fuel efficiency of 49 kmpl, per the
manufacturer.[5]
In July 2018, TVS Jupiter crossed the 2.5 million unit sales mark and became the second
most sold scooter in India.[6][7]
Special Editio
In 2015, TVS Motor Company launched a new limited volume variant of the Jupiter, called
the TVS Jupiter Scooter-of-the-Year Special Edition, created to celebrate the TVS Jupiter
being named Scooter of the Year 2014 in India.[14]
TVS has successfully launched many models, such as the TVS Jupiter ZX, TVS Jupiter
Classic, and the most recent TVS Jupiter Grande.

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1. CUSTOMER & HIS IMPORTANCE :-

The essence of the marketing concept is that organizations must adopt customer oriented
features and focus their attention of building programs, offering and strategies that satisfy
customer needs and wants. Many organizations maintain their focus on operations or
product or sales efforts and thereby ; get dislocated by mistaking the means for the end.
Successful marketing involves companywide transformations in attitude beliefs and
perceptions of the people in how they view the customer. Deep commitment to the customer
is what distinguishes successful marketers from Laggards.

The excellent companies really close to their customers, other companies top about it,
excellent companies really close to their customers, other companies to about it, excellent
companies do it’. The companies, which show extra ordinary concern for the customer,
include. American express, Mc donalds, Citibank, IBM who go to the smallest dealers also
“Never forget the customer’s attitude is the hull mark of their service strategy.
Hence Customers are :-
1. The most important people in any business.
2. They are not dependent of a business, But business is dependent on them.
3. They are not an interruption to own work, they are the purpose of it.
4. They are doing us favor when they come in, we are not doing them favor by serving
them.
5. They are part of our business, they are not outsiders.
6. They are not just statistic. The customers are human beings with flesh and blood
having feelings and emotions.
7. People come to us with their needs and wants. It is our job to fulfill them.
8. They are the lifeblood of every business without whom the door of the business would
have been closed.
9. Non customer functions in particular must be made customer oriented. Customer
needs and requirements should be tracked on regular basis.

II. CUSTOMER SATISFACTION

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Whether the buyer is satisfied after purchase depends upon the offer performance in relation
to the buyer’s expectations. Customer satisfaction can be defined as :-
Satisfaction is the level of a person’s felt state resulting from comparing a product’s
perceived performance in relation to the person’s expectation’s satisfaction level is a
function of the different between perceived performance and expectations some of the
successful business firms are aiming for total Customer Satisfaction which increase customer
loyalty towards the product or service offered by the firm.

III. IMPORTANCE OF CUSTOMER SATISFACTION

MISSION AND PURPOSE OF BUSINESS:

The need to satisfy customer for achieving success in any commercial enterprise is so
obvious, one wonder if there is any need to establish the importance of customer satisfaction.
However one often finds that what should be obvious everyone also needs to be explained
and establish.
The income of commercial enterprise is derived from the payment received for the products
and services supplied to its external customers. If there are no customers, there is no income,
there is no business. In other words, customers are the sole reason for the existence of
commercial establishments, as the function is extremely important for the success of the
organization, the senior management as well as the leaders of other departments or Divisions
should also realize the importance of customers to the organization and for its growth. It is
therefore no surprise that Peter Drucket, the renowned management guru said “ to satisfy the
customer is the mission and purpose of every business :.

IV. CUSTOMER SATISFACTION PROCESS

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Companies seeking to win in today’s market must track their customer’s expectations
perceived company performance and customer satisfaction not only for them but for their
competitions as well.
Brand loyalty and Customers satisfaction on the other hand are almost synonymous and their
impact on market share is statistically varifiable. The relationship between market share
profitability as well as profitability and share holder value creation have been the subject of
considerable research over the years and the linkages have been proven many times.

Customer satisfaction and Business Results

Licensing to Brands
Voice of the customer

Service Quality

Service Quality Customer Customer

Satisfaction Retention
Product Quality

Competitive
Innovation Growth Rate Market Share

Shareholder Profitability
Value Creation
It has been found that some customers are, by native tendency, more likely to move while
others are not. Therefore even for some level of satisfaction or dissatisfaction, some
customer will remain with the brand they are loyal to while others will switch. Simply
because they are more prone to taking risks and more easily susceptible to the blandishments

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of competitors and inherently more fickle. This can be represented in four way matrix as
given below.

High 1. Safe Customer Habitual Switches

Satisfaction with 3. The Patient ones Highrise

Production
Low
Customer Classification by Satisfaction and Mobility

1. The Safe Customers are those who are satisfied and not likely to move.
2. The habitual switches are happy and still likely to switch.
3. The patient ones will stay on regardless but should not be taken for granted. Their
satisfaction can be improved profitably as they are inherently less likely to
switch..

Today’s customers are global and have high degree of need for congrition, recognition,
approval and respect. So many companies believe that customer satisfaction can make the
company more profitable to some extent as
 It as a more process aimed at enhancing customer share.
 It builds goodwill in the market, which in turn generates additional traffic to the
outlet.
 It is a real experience and a rich insight is to customer’s min to hit the bull’s eye with
carefully designed marketing strategies
 A highly effective technique is to keep of buying habits, intentions, self image,
spending patterns, customer develops a sense of belonging in then and a soft corner
for the company itself.
 Higher customer retention index, customer lifetime value, loyalty and satisfaction
level increase transactions with the same customers again and again.

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 A highly effective system of communication helps in developing positive attitude in

customer mind about the company its offerings.

WHAT MARKETING SHOULD DO

 Companies should establish a separate relationship market to prepare, implement and
monitor their relationship marketing program.
 Company should not rely totally on technical people but employ relationship
managers who well equipped with marketing Communication and interpersonal
skills.
 An integrated marketing system is a pre-requisite for building relationship with
customers.
 Companies should continuously search for value building approaches through a
system of quality management review process, etc., because only by exceeding
customer expectations, marketers can build a value laden relationship with customers.
 As said before to satisfy a customer and to retain customer relationship marketing is
important.

Methods of Tracking and Measuring Customer Satisfaction

The various methods generally adopted to track customer satisfaction are :
a) Complaint & Suggestion system
b) Customer satisfaction survey
c) Ghost Shopping
d) Lost Customer analysis

a) Complaint & Suggestion system

A Customer’ centered organization would make it easy for its Customers to deliver
suggestion and complaints. Some customer centered companies – P & G, General Electric,
Whirlpool established “Customer hot lines” with toll free 800 telephone numbers to
maximize the ease with which customers can enquire make suggestion, or complaints. Their
information flows provides these companies with many good ideas and enable them to act
more rapidly to resolve problems.

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b) Customer satisfaction surveys

A company must not conclude that it can get a full picture of customer satisfaction and
dissatisfaction by simply relaying on a complaint and suggestion system. Studies show that
customer are dissatisfied with one out of every four purchases and less than 5% of
dissatisfied customers will complaint customer may feel that their complaints are minor, and
they will be made to feel stupid or that no remedy will be offered. Most customers will by
less or switch the supplier than complaint. The result is that the company has needlessly lost
customers.
Therefore, companies can’t use complaint level as a measure of customer satisfaction.
Responsive companies obtain a direct measure of customer satisfaction by conducting
periodic surveys. They send questionnaire or make telephone calls to random sample of
their recent customers to find out how they feel about various aspects of the company’s
performance.
Customer satisfaction can be measure in a number of ways. It can be measured directly by
asking “indicate how satisfied you are with service” on the following scale, highly
dissatisfied, indifferent satisfied, highly satisfied (Directly reported satisfaction).
Respondents can be asked as well as to rate how much they expected of a certain attribute
and also much. They experienced (desired dissatisfaction) still another method to ask
respondents to list any problems they had with the offer and to list any improvements they
could suggest (Problem analysis) finally, companies could ask respondents to rate various
elements of the offer in items of the importance of the each of and how were the organization
performed each element (important performance ratings). Its last method helps the company
to know if it is under performing on important elements and over performing on relatively
unimportant elements.

C) Ghost shopping
Another useful way to gather a picture of customers satisfaction is to hire persons to pose as
potential buyers to report their finds on strong and weak points they experienced in buying
the company’s and competitors products.

d). Lost Customer Analysis

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Companies should contact who stopped buying or who have switch to another supplier to
learn why this happened. When IBM loses a customer, they amount through effort or learn
where they failed is their price too high, their service deficient their products unreliable and
so on. Not only it is important to conduct exit interviews but also to monitor the customer
loss rate, which if its increasing clearly indicated that the company is failing to satisfy
customers.

Some cautions in Measuring Customers Satisfaction

When customers rate their satisfaction with an element of the company’s performance say
delivery, we need to recognize that customers will vary in how they define food delivery ; it
could mean early delivery on time ; delivery order completeness, and so on. Yet if the
company had to sell out every element in detail customers would face huge questionnaire.
Companies should also note that managers and sales persons could manipulate their ratings
on customer satisfaction. They can be especially nice to customers just before the survey.
They can also try excluding unhappy customer form being included in the survey.
Some customers may want to express high dissatisfaction in order to receive more
concession.

E. Lost Customer Analysis.

Companies should contact who stopped buying or who have switch to other supplier to learn
why this happened. When IBM loses a customer, they amount through effort or learn where
they failed is their price too high, their service deficient their products unreliable and so on.
Not only it is important to conduct exit interviews but also to monitor the customer loss rate,
which if its increasing clearly indicated that the company is failing to satisfy customer.

Some caution in Measuring Customers Satisfaction

When customers rate their satisfaction with an element of the company’s performance say
delivery, we need to recognize that customers will vary in how they define food delivery; it
could mean early delivery on time; delivery order completeness and so on. Yet if the
company had to sell out very element in detail customers would face huge questionnaire.
Companies should also note that managers and sales persons could manipulate their ratings
on customer satisfaction. They can be especially nice to customers just before the survey.

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They can also try excluding unhappy customers from being included in the survey. Some
customers may want to express high dissatisfaction in order to receive more concession.

Observation on customer satisfaction

1. Customer satisfaction will be lower in industries where the industry offers a
homogenous product to a heterogenous market. On the other hand. Industries
that supply a high quality homogenous product to homogenous market will
register high satisfaction.
2. Customer satisfaction is lower an industries where repeal buyer faces high
switching costs. They have to but from the supplier even through their
satisfaction is low.
3. Industries which depend upon repeat business generally, create a higher level of
customer satisfaction.
4. As the company increase its market share customer satisfaction call fall. This is
because more customers with heterogeneous demands are drawn into buying a
fairly homogenous product.

Post Product Behavior

After purchasing the product the customer will experience some level of satisfaction or
dissatisfaction. The customer will engage in post purchase actions and product uses of
interest to the marketers. The marketers job does not end when the product is bought but
continue into the post purchase period. The buyer’s satisfaction is function of the closeness
between the buyer’s product expectations the customer buts the product again and talks
favorably or unfavorably about the product to others.
Customers from their expectations on the basis of received. Messages from sellers, friends
and other information sources. If the seller exaggerates the benefits, consumers will
experience disconfirmed expectations, which lead to dissatisfaction. The larger the gap
between expectations and performance, the greater the consumer’s dissatisfaction.

Post Purchase Action

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The Customer’s satisfaction or dissatisfaction with the product will influence subsequent
behavior. If the customer is satisfied, he or she will exhibit a higher probability of
purchasing the product main. The satisfied customer will also tend to say good things about
the brand to others. Marketers lay ‘or best advertisements is the satisfied customer :.
A dissatisfied consumer responds differently. The dissatisfied consumer will try to reduce
the dissolvance because a human being strives to establish internal harmony “ consistency or
congruity among his opinions, knowledge and values.

Marketers should be aware of the full range of ways consumers handle dissatisfaction.
Consumers have a choice between taking and not taking any action. If the former, they can
take public action or private action. If the former, they can take public action or private
action. If the former, they can take public action or private action. Public action includes
complaining to the company going to lawyer or complaining to other groups that might help
the buyer gets satisfaction. Such as a business private or government agencies or the buyer
might simply stop buying the product or warn friends. In all these cases the seller losses in
having done a poor job of satisfaction to the customer.

System for complaints handling & service recovery

Studies of Customer dissatisfaction show that customer are dissatisfied with their purchases
about 25% of the time. But surprising finding is that only about 5% complain. The other
95% either feels that it is not worth the effort to complain or that they don’t know how to
whom to complain.

Of the 5% of customers who complain, only about 50% report a satisfactory problem
resolution. Yet they need to resolve a customer problem in a satisfactory manner is critical
where as on average a satisfied customers tells three people about a good product experience
dissatisfied customer groups to people. If each of them tells still other people the number of
exposed to bad work of mouth may grow exponentially.

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CHAPTER II

RESEARCH METHODOLOGY

OBJECTIVES OF PROJECT

1. To identify the customer satisfaction level towards the performance of bikes

2. To identify the factors which influence consumer decision making process.

3. To identify possible area of improvement in bike.

4. To identify the competitive position of various brands of two wheelers

in customers mind.

NEED FOR THE STUDY

The title of this project clearly states that the purpose of the study is to know the
consumer preference towards performance of different two wheelers bike, the problem is
to identify the impact of current marketing strategy on the consumers & the brand
positioning of the product. Therefore a research is conducted to give and exposure to
this case. The study is an attempt to know what is the exact expectation of customer
attitude towards performance of different two wheelers bike in India.
RESEARCH DESIGN

Success of any formal research project is a sound research design. A good research design
has Characteristics like problem identification, problem definition, research objectives,
developing the research plan, sourcing data, collection of data, analyzing data and
information, presenting the findings.
Research type - Descriptive

Research approach- Qualitative and Quantitative

Population- Malegaon

Sample frame- Two Wheeler Bike users in Kalyan City

Sample size- 100 Two Wheeler Bike customers in Kalyan City

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Data collection –

□ Primary data was collected by structured questionnaires, interviews and

observations made during the visits on field.
□ Secondary data was collected from literature survey and internet.

LIMITATIONS

1. Research work was carried out in Kalyan City only. The findings may not
be applicable to the other parts of the country because of social and
cultural differences.

2. The sample was collected using connivance-sampling techniques.As such

result may not give an exact representation of the population.

3. Shortage of time is also reason for incomprehensiveness.

The views of the people are biased therefore it doesn’t reflect true picture

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CHAPTER III
Literature Review
Marsha Peter (2OO2) 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.

Yooshik Yoon(2004) studied the effects of motivation and satisfaction on destination

loyalty: a structural model and investigates the relevant relationships among the constructs by
using a structural equation modeling approach. Consequently, destination managers should
establish a higher satisfaction level to create positive post-purchase behavior, in order to
improve and sustain destination competitiveness.

Diane Halstead(1993) studied the Focuses on a group of unsatisfied car owners. Examines
the roles of the car warranty and the post-purchase service received during the complaint
process in terms of their effects on customers' satisfaction with complaint resolution. Presents
some suggestions for customer service policies, complaint handling procedures, and warranty
fulfillment service.

James Y.L. Thong(2006) studied the effects of post-adoption beliefs on the expectation-
confirmation model for information technology continuance .The expectation-confirmation
model (ECM) of IT continuance is a model for investigating continued information
technology (IT) usage behavior. This paper reports on a study that attempts to expand the set
of post-adoption beliefs in the ECM, in order to extend the application of the ECM beyond an
instrumental focus. The expanded ECM, incorporating the post-adoption beliefs of perceived
usefulness, perceived enjoyment and perceived ease of use, was empirically validated with
data collected from an on-line survey of 811 existing users of mobile Internet services. The

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data analysis showed that the expanded ECM has good explanatory power (R2=57.6% of
continued IT usage intention and R2=67.8% of satisfaction), with all paths supported. Hence,
the expanded ECM can provide supplementary information that is relevant for understanding
continued IT usage. The significant effects of post- adoption perceived ease of use and
perceived enjoyment signify that the nature of the IT can be an important boundary condition
in understanding the continued IT usage behavior. At a practical level, the expanded ECM
presents IT product/service providers with deeper insights into how to address IT users’
satisfaction and continued patronage.

Marsha L. Richins(2002) Post-purchase product satisfaction: Incorporating the effects of

involvement and time describes 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

Claes Fornell(1992) examines that Many individual companies and some industries monitor
customer satisfaction on a continual basis, but Sweden is the first country to do so on a
national level. The annual Customer Satisfaction Barometer (CSB) measures customer
satisfaction in more than 30 industries and for more than 100 corporations. The new index is
intended to be complementary to productivity measures. Whereas productivity basically
reflects quantity of output, CSB measures quality of output (as experienced by the buyer).
The author reports the results of a large-scale Swedish effort to measure quality of the total
consumption process as customer satisfaction. The significance of customer satisfaction and
its place within the overall strategy of the firm are discussed. An implication from examining
the relationship between market share and customer satisfaction by a location model is that
satisfaction should be lower in industries where supply is homogeneous and demand
heterogeneous. Satisfaction should be higher when the heterogeneity/homogeneity of demand
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is matched by the supply. Empirical support is found for that proposition in monopolies as
well as in competitive market structures. Likewise, industries in general are found to have a
high level of customer satisfaction if they are highly dependent on satisfaction for repeat
business. The opposite is found for industries in which companies have more captive
markets. For Sweden, the 1991 results show a slight increase in CSB, which should have a
positive effect on the general economic climate.

Richard Oliver (2000) Response determinants in satisfaction judgement, examines that The
effects of five determinants of satisfaction are tested as well as individual differences in
satisfaction formation. Manipulations of attribution, expectancy, performance,
disconfirmation, and equity are written into stock market trading scenarios in a full factorial
design. Results show that all main effects and four ordinal two-way interactions are
significant. Then, an individual-level analysis is performed on the repeated measures data.
Three clusters of subjects sharing
similar response tendencies (disconfirmation, performance, and equity) are identified and
related to investment attitudes, outcome attitudes, and demographics. No consistent
relationships are discovered, suggesting that the response differences reflect deeper
behavioral tendencies. Implications of this approach for satisfaction paradigms, satisfaction
theory, and individual satisfaction response orientations are presented.

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CHAPTER IV
FINDING AND ANAYLISI
Q1) Which Bike do you have?

Hero Honda Jupiter Any Other

Bike You Have

25%

Hero Honda
Jupiter
Any Other
50%

25%

Expiation:-
From The above pie graph,
 25% of people are having Hero Honda
 25% of people are havingJupiter
 50% of people are having other bikes

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Q2) Which Model do you have?

Hero Honda: - Splendor Passion

Karizma Other

Jupiter: - CT 100 Discover

Pulsar Other

Model
15%
35%

15%
Splendor
Karizma
CT 100
Pulsar

35%

Expiation:-
From The above pie graph,
 35% of people have splendor bike
 35% of people have karizma
 15% of people are having CT 100
 15% of people own pulsar

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Q3 Which feature of bike attracts you most, that inspires you to go for?

Colour Design

Bike Attracts
30%

Colour
Design

70%

Expiation:-
From The above pie graph,
 70% of people are attracted by Colour
 30% of people are attracted by Design

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Q4) For how long do you own a Bike?

0-1 year 1-2 year

2-3 year above 3 years

Long You have Bike

10%

0-1 Year
20% 40% 1-2 Year
2-3 Year
above 3 years

30%

Expiation:-
From The above pie graph,
 40% of people are having bike from 0-1 year
 30% of people are having bike from 1-2 year
 20% of people are having bike from 2-3 years
 10% of people are having bike from above 3 years

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Q5) For what purpose do you use your Motor Bike?

Office Purpose Personal Purpose

Joy Purpose Other

Use of Motor Bike

20% 5%

Office Purpose
Personal Purpose
50%
Joy Purpose
Other

25%

Expiation:-
From The above pie graph,
 50% of people use bike for office purpose
 25% of people use bike for personal purpose
 20% of people use bike for joy purpose
 5% of people use bike for other purpose

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Q6) How do you come to know about this Motor Bike?

Newspaper Television

Magazines Friends/Relatives

About Motor Bike

20%

Newspaper
50% Television
Magazines
15%
Friends & Relative

15%

Expiation:-
From The above pie graph,
 50% of people have come to know from newspaper
 15% of people have come to know form television
 15% of people have come to know from magazines
 20% of people have come to know from friends & relative

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Q7) Does Advertisement Influence your decision in choosing a Motor Bike?

Yes No Can’t say

Sales

25%

Yes
No
Cant's Say
50%

25%

Expiation:-
From The above pie graph,
 25% of people are influence from advertisement.
 25% of people are not influence from advertisement
 50% of people are can’t say

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Q8) Do you have full knowledge about Bikes before buying?

Yes No

Knowledge Bikes

40%
Yes
No

60%

Expiation:-
From The above pie graph,
 60% of people having knowledge of bikes
 40% of people having knowledge of bikes

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Q9) Which factor below influence your decision?

Price Mileage Quality

Resale Value Status Symbol

Influene Decision

20%

30%
Price
Mileage
Quality
Resale Value
Status Symbol

20%

10%

20%

Expiation:-
From The above pie graph,
 20% of people are influenced by price
 20% of people are influenced by mileage
 20% of people are influenced by quality
 10% of people are influenced by resale value
 30% of people are influenced for status symbol

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Q10) How would you rate the following factors of bikes with respect to different companies?
Hero Honda Jupiter

Mileage

Price

Pick up

Maintenance

Look/Shape

Brand Image

Rating of Bikes
10%
20%
Milegage
10% Price
Pick up
Maintenance
Look/Shape
Brand Image
20% 20%

20%

Expiation:-
From The above pie graph,
 20% of people prefer Mileage.
 20% of people prefer Price
 20% of people prefer Pickup
 20% of people prefer Maintenance
 10% of people prefer look/shape
 10% of people prefer brand image

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Q 11. Are you satisfied with your vehicle mileage?

Figure No. 4.10

Total Respondent-176

9% 5% 20%
Highly Satisfied
Satisfied
15%
Neither Satisfied Nor
Dissatisfied
Dissatisfied
Highly Dissatisfied

52%

Table No. 4.10

Highly Satisfied 35
Satisfied 91
Neither Satisfied Nor
Dissatisfied 26
Dissatisfied 15
Highly Dissatisfied 9
Total 176
Interpretation:
The above graph shows the number of people who satisfied with
mileage of the vehicle in the total respondents response given by persons.

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Q 12. What do you think rate customer service TVS Two Wheelers?

Figure No. 4.11

Total Respondent-176

9% 9% 22%

Very Good
Good
Average
Poor
Very Poor

31%
29%

Table No. 4.11

Very Good 39
Good 51
Average 54
Poor 16
Very Poor 16
Total 176
Interpretation:-
The above graph shows the Maximum number of customer who average
satisfied with customer services of the TVS vehicle in the total respondent’s
response given by customer and remaining satisfaction level shows by graph.

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Q 13. How do you feel about company’s response towards customers?

Figure No. 4.12

Total Respondent-176

14% 18%

13% Very Good

Good
Average
Poor
Very Poor

26%

30%

Table No. 4.12

Very Good 31
Good 45
Average 53
Poor 23
Very Poor 24
Total 176
Interpretation:-
The above graph shows the number of response of company towards the
customers from the total number of 176 people. Very good 31, Average 53,
Poor 23 and very poor are 24.

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Q 14. Did you receive the product on delivery time?

Figure No. 4.13

Total Respondent-176

10%

Yes
No

90%

Table No. 4.13

Yes No Total
159 17 176

Interpretation:-
The above graph shows the number of customers who receive the
product on delivery time is yes by 159 customers and no by 17 customers.

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Q 15. Are you satisfied with after sales services provided by TVS?

Figure No. 4.14

Total Respondent-176

8% 5% 17%
Highly Satisfied
Satisfied
16%
Neither Satisfied Nor
Dissatisfied
Dissatisfied
Highly Dissatisfied

54%

Table No. 4.14

Highly Satisfied 30
Satisfied 95
Neither Satisfied Nor
28
Dissatisfied
Dissatisfied 14
Highly Dissatisfied 9
Total 176

Interpretation:-
The number of customers who satisfy/not satisfied with the after sales service of the
company from a number of 176 customers. Highly satisfied 30, Satisfied 95, Neither
Satisfied Nor Dissatisfied 28, Dissatisfied 14 and Highly Dissatisfied 09.

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Q 16. Did you take test-drive of the vehicle before buying?

Figure No. 4.15

Total Respondent-176
20%

Yes
No

80%

Table No. 4.15

Yes No Total
140 36 176

Interpretation:-
The above graph shows the number of customers who were offered test
drive for the product is yes by 140 customers and no by 36 customers.

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Q 17. Are you satisfied with usage of your Bike / Scooter?

Figure No. 4.16

Total Respondent-176

9% 4% 18%
Highly Satisfied
Satisfied
16%
Neither Satisfied Nor
Dissatisfied
Dissatisfied
Highly Dissatisfied

53%

Table No. 4.16

Highly Satisfied 31
Satisfied 94
Neither Satisfied Nor Dissatisfied 29
Dissatisfied 15
Highly Dissatisfied 7
Total 176
Interpretation:-
The above table shows that the respondents who satisfied with dealer’s
performance is Satisfied 94, Highly Satisfied 31, Neither Satisfied Nor
Dissatisfied 29, Dissatisfied 15 And Highly Dissatisfied 7.

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Q 18. How do you rate the experience at the TVS showroom?

Figure No. 4.17

Total Respondent-176

21%

Satisfied
Not satisfied

79%

Table No. 4.17

Satisfie
d Not satisfied Total
139 37 176

Interpretation:-
The above graph shows the consumer’s experience at show room the number
of customers who feel satisfied is 139 and who feels not satisfied is 37.

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Q 19. Will you like to purchase a bike again from TVS in near
future?

Figure No. 4.18

Total Respondent-176

22%

Definitely
Definitely Not
Might be
12%

66%

Table No. 4.18

Definitely 116
Definitely Not 21
Might be 39
Total 176

Interpretation:-
The above table shows that 66% of the customers are definitely repeat
purchase, 22% of the customers might be have repeats the purchase and 12%
of the customers definitely not purchase.

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Q 20. Will you recommend TVS product to anybody?

Figure No. 4.19

Total Respondent-176

28% Yes
No

72%

Table No. 4.19

Yes No Total
126 50 176

Interpretation:-
The above graph shows the number of people who recommend TVS Two
Wheelers in the total persons yes by 126 and No by 50.

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Interpretation & Suggestion

 Sales can be increased by becoming more customer friendly to the Indian as
well as Asian market.
 Due to the globalization and due to entry of many competitors in the Indian
automobile market Hero Honda & Jupiter should project itself more
aggressively to the low end, means market with its low range ( but high
quality ) products.
 Hero Honda & Jupiter was established to provide low cost bikes to the Indians
so it should carry on its objectives but it should also focus on the customer
satisfaction by providing them quality products at low cost.
 Hero Honda & Jupiter have developed a brand name and the customers have a
high brand preference. The company should continue providing good quality
products ie bike with a good quality.

 The two wheeler companies should focus on gearless scooters. The market
share of gearless scooters is increasing at a healthy rate. Jupiter is virtually
absent in this range that caters to the needs of women and families. Presently
Honda, Hero Honda and TVS are big players in this segment.

 Companies need to scale up its service centers both in numbers and in

capacity. Keeping in-line with its growth target for the next 5 years, the
service centers.

 Investment in Research and Development should be increased to get more

accurate information of the customer status in the market and about their
satisfaction level. Thus necessary changes can be made and helps in
developing good company image in the minds of customers.

 Focus on Exports and Global Market

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Conclusion
On the basis of various ratios used, both the companies are doing fairly good but the
performance of Jupiter Auto Ltd. is better than that of Honda Motors Ltd. as its most of the
ratios are higher than that of Honda Motors Ltd. The shareholders of Jupiter Auto Ltd. are in
much better position than those of Honda Motors Ltd. On the basis of net profit ratio, debt
equity ratio, return on capital employed etc., it can be said that Jupiter is able to provide
better utilization of funds provided by the long term lenders. Similarly the short term lenders
are more secure in Jupiter Auto Ltd. as it has high current ratio & liquid ratio than that of
Honda Motors Ltd. On the other hand Hero motors are doing well in non-gear segment. Its
sales are increasing because of its hold on market with respect to non-gear or gareless
automobiles. Such non-gear scooty are useful for women as well as family purpose. While
Jupiter motors are mostly focused on manufacturing of motor Bikes. These bike can only be
used mostly by men and boys. Bikes are mostly suitable for long runs and rough use. As a
result, to expand its market Jupiter should also get into manufacturing of non-gear bikes and
scooties that can be use for household or fair use. Both the companies are good at providing
services and satisfying the customer demand in their particular segment of bikes and non-gear
scooties. The people mostly prefer Jupiter automobile because it provide higher segment of
bikes at considerable fair price as compared to Honda Co. it can also be said that
maintenance cost of Jupiter automobile is economic while maintenance cost incurred by
Honda is quiet costly because the spare parts are costly as compared to the cost of spares of
Jupiter automobiles. Jupiter automobile also have a wide variety of motor bikes for different
class of people. As well as Honda is not behind in this competition. Both the companies
provide variety of bikes to different class of people as per their need and their income level ie
income level with respect to cost of bikes and their features. As a result it can be concluded
that both the companies are at edge to edge competition at its segment of manufacturing of
bikes and scooty. Different people have different mindset for Jupiter and Honda co. based on
their past experience as well as the Features and value for money provided by the
Company.

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Reference
  Exploratory Factor Analysis - A Book Manuscript by Tucker, L. & MacCallum R.
(1993). Retrieved June 8, 2006, from: http://www.unc.edu/~rcm/book/factornew.htm

 Raymond Cattell. Retrieved July 22, 2004,

fromhttp://www.indiana.edu/~intell/rcattell.shtml

 E. B. Fowlkes & C. L. Mallows (September 1983). "A Method for Comparing Two
Hierarchical Clusterings". Journal of the American Statistical Association 78 (383): 553–584.
doi:10.2307/2288117

 Schutt, Russell K. 2006. "Investigating the Social World: The Process and Practice of
Research". SAGE Publications

 "Deutscher Konzern verdient am Tata kräftig mit" (in German). Die Welt. 10 January
2008.

http://economictimes.indiatimes.com/News/News_By_Industry/Auto/Automobiles/Rahul_
Jupiter_says_Mamata_fought_for_farmers_not_politics/articleshow/3456250.cms

 http://www.autoexpo.in/news_jan_23.asp

http://economictimes.indiatimes.com/News_by_Industry/Nano_to_rollout_from_Pantnagar
/articleshow/3523806.cms

 http://www.timesonline.co.uk/tol/driving/news/article3168303.ece

 http://in.reuters.com/article/topNews/idINIndia-35844720081007 2008 Issues

 http://www.timesonline.co.uk/tol/driving/article3164205.ece

 Autocar magazines

 http://www.ndtvprofit/drive.co.in

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ANNEXURE
Q1) Which Bike do you have?
Activa
Jupiter
Any Other

Q2) Which Model do you have?

Activa
Splendor
Passion
Karizma
Other
Jupiter
CT 100
Discover
Pulsar
Other

Q3 Which feature of bike attracts you most, that inspires you to go for?

Colour

Design

Q4) For how long do you own a Bike?

0-1 year
1-2 year
2-3 year
above 3 years
Q5) For what purpose do you use your Motor Bike?
Office Purpose
Personal Purpose
Joy Purpose
Other

Q6) How do you come to know about this Motor Bike?

Newspaper

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Television
Magazines
Friends/Relatives

Q7) Does Advertisement Influence your decision in choosing a Motor Bike?

Yes
No
Can’t say

Q8) Do you have full knowledge about Bikes before buying?

Yes
No

Q9) Which factor below influence your decision?

Price
Mileage
Quality
Resale Value
Status Symbol

Q10) How would you rate the following factors of bikes with respect to different companies?
Hero Honda Jupiter

Mileage

Price

Pick up

Maintenance

Look/Shape

Brand Image

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Q 11. Are you satisfied with your vehicle mileage?

Highly Satisfied
Satisfied
Neither Satisfied Nor
Dissatisfied
Dissatisfied
Highly Dissatisfied
Total
Q 12. What do you think rate customer service TVS Two Wheelers?
Very Good
Good
Average
Poor
Very Poor
Total
Q 13. How do you feel about company’s response towards customers?
Figure No. 4.12
Very Good
Good
Average
Poor
Very Poor
Total
Q 14. Did you receive the product on delivery time?
Yes No Total

Q 15. Are you satisfied with after sales services provided by TVS?
Highly Satisfied
Satisfied
Neither Satisfied Nor
Dissatisfied
Dissatisfied
Highly Dissatisfied
Total

Q 16. Did you take test-drive of the vehicle before buying?

Yes No Total

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Q 17. Are you satisfied with usage of your Bike / Scooter?

Highly Satisfied
Satisfied
Neither Satisfied Nor Dissatisfied
Dissatisfied
Highly Dissatisfied
Total
Q 18. How do you rate the experience at the TVS showroom?
Satisfie
d Not satisfied Total

Q 19. Will you like to purchase a bike again from TVS in near
future?
Definitely
Definitely Not
Might be
Total
Q 20. Will you recommend TVS product to anybody?
Yes No Total

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