INTRODUCTION

Customer service

Customer service is the provision of service to customers before, during and after a

purchase.

According to Jamier L. Scott. (2002), “Customer service is a series of activities

designed to enhance the level of customer satisfaction – that is, the feeling that a

product or service has met the customer expectation."

Its importance varies by product, industry and customer; defective or broken

merchandise can be exchanged, often only with a receipt and within a specified time

frame. Retail stores will often have a desk or counter devoted to dealing with returns,

exchanges and complaints, or will perform related functions at the point of sale.

Customer service may be provided by a person (e.g., sales and service representative),

or by automated means called self-service. Examples of self service are Internet sites.

However, In the Internet era, a challenge has been to maintain and/or enhance the

personal experience while making use of the efficiencies of online commerce. Writing

in Fast Company, entrepreneur and customer systems innovator Micah Solomon has

made the point that "Online customers are literally invisible to you (and you to them),

so it's easy to shortchange them emotionally. But this lack of visual and tactile

presence makes it even more crucial to create a sense of personal, human-to-human

connection in the online arena."

Customer service is normally an integral part of a company’s customer value

proposition. In their book Rules to Break and Laws to Follow, Don Peppers and

Martha Rogers, Ph.D. write that "customers have memories. They will remember you,

whether you remember them or not." Further, "customer trust can be destroyed at

once by a major service problem, or it can be undermined one day at a time, with a

thousand small demonstrations of incompetence."

From the point of view of an overall sales process engineering effort, customer

service plays an important role in an organization's ability to generate income and

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revenue. From that perspective, customer service should be included as part of an

overall approach to systematic improvement.

Some have argued that the quality and level of customer service has decreased in

recent years, and that this can be attributed to a lack of support or understanding at the

executive and middle management levels of a corporation and/or a customer service

policy.

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NEED OF THE STUDY

Increasing competition, ever growing market, easy availability of the finances and

increasing population of young executives, with huge disposable incomes, over the

past few years has substantially increased the sales in the automobile industry. Also,

the competition among the dealers of the products has increased with each trying to

maximize their customer base. This makes it imperative for the dealers to provide the

best of the services and exceed the customer expectations to achieve customer delight

and loyalty.

The study tries to understand the key service parameters and reflect upon the

dysfunctional areas, thus providing the dealer with an insight into the level of

customer satisfaction and changing trends of the customer expectations.

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SCOPE OF THE PROJECT

The study aims to measure satisfaction level of the dealers regarding Hero

Moto Corp Ltd. (Formerly Hero Honda Motors Ltd.) (Motors Pvt. Ltd).

The area within which the study was conducted regarding the information the

primary data is collected in the form of questionnaire collected from the

dealers in Karimnagar district.

To sum up the project had within the scope of the study in the area of

“EFFECTIVENESS of SALES and SERVICE” of Hero Moto Corp Ltd.

(Formerly Hero Honda Motors Ltd.) dealers in Karimnagar district for a

particular time (2012).

The research measures the experiences of customers. Defines and analyses the

experiences based on key deliverables. Gains insights into Customer

expectations

.

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OBJECTIVE OF THE STUDY

• To study the key service parameters using Customer Satisfaction and reflect

upon the low performing areas in Hero Moto Corp Ltd.

• To study about the customer satisfaction on the services provided by the

dealers.

• To study the opinion of the customers regarding the availability and cost of

spare parts of Hero Moto Corp Ltd.

• To study the opinion of the owners of bikes regarding its features like mileage,

price etc.

• To study the effect of advertisement on the customers to promote the product.

• To study the customer satisfaction with usage of their bikes.

• To study the information resources that the customer using before purchasing

the bike.

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RESEARCH METHODOLOGY

Date Sources:

Primary Data:

The data is collected directly from each and every customer.

Pilot Survey

A pilot survey was conducted to understand the factors, which would

positively influence the customer. Personal Interviews totaling 20 were conducted for

the sales team, potential customers and the existing customers of Hero MotoCorp

Ltd. (Formerly Hero Honda Motors Ltd.) which finance: which finance:

(Bharadwaj Motors Pvt. Ltd). The factors scoring high in the interviews were

considered to be the key deliverables.

Survey Research:

The research was done to learn about people’s preferences and satisfaction of the

Hero MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.) customer.

Research Tool:

Questionnaire (primary tool- attachment 1)

Interview through questionnaire method was employed for the research purpose. The

questionnaires were individually administered to each customer to ensure minimum

scope for faulty data entry and error of understanding. This method also gave the

interviewer the scope of entering into a dialogue and understanding the customer’s

perception better.

The questionnaire tried to capture the responses of the customers mainly on the key

deliverables, derived from the pilot survey conducted, and a few questions have been

included to gauge the level of satisfaction and to gain insight into customer

expectations.

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Unstructured interview

The interview complemented the primary research tool and helped deliver into details

of responses provided by the customers. This not only validated the responses of the

customers but also helped the interviewer understand the expectations of the

customers.

Sampling Unit: In this study the sampling unit used is the existing customer base of

Hero MotoCorp Ltd. (Formerly Hero Honda Motors Ltd.) (Bharadwaj Motors

Pvt. Ltd). Selection is made from the list of Customers during the last one year.

Sampling Size: Sample size was chosen to be 100.

Sampling Procedure: Simple Random Sampling.

In simple random sampling, each member of the target population has the

same chance of being selected for participation in the study. For a sample to truly be a

simple random sample we need to develop a list or sampling frame that includes

almost all of the population, then from this we randomly pull names from the

sampling frame using some kind of random method such as a random number table or

a random number generator. Finally, numbers are assigned to all members of the

population and pull the names of those members whose numbers are pulled from the

table or generator.

The biggest advantage to a simple random sample is that we get a pretty good

unbiased sample fairly easily. The biggest downside is that we may not get all

elements of the population that are of interest.

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LIMITATIONS OF THE STUDY

The study is restricted in scope of owing to the following limitations:

Due to constraint of time only city of karimnagar is selected and so it cannot

claim to be a comprehensive study of the population.

The sample size is restricted to 100 respondents.

When the buyers are busy we can’t get accurate data from them.

According to the time limit of our project we can cover only the some area.

During survey some respondents may not give answer in a proper manner.

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Automobile industry in India

The automobile industry in India is the ninth largest in the world with an annual

production of over 2.3 million units in 2008 In 2009, India emerged as Asia's fourth

largest exporter of automobiles, behind Japan, South Korea and Thailand.

Following economic liberalization in India in 1991, the Indian automotive industry

has demonstrated sustained growth as a result of increased competitiveness and

relaxed restrictions. Several Indian automobile manufacturers such as Tata Motors,

Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and

international operations. India's robust economic growth led to the further expansion

of its domestic automobile market which attracted significant India-specific

investment by multinational automobile manufacturers. In February 2009, monthly

sales of passenger cars in India exceeded 100,000 units.

bryonic automotive industry emerged in India in the 1940s. Following the

independence, in 1947, the Government of India and the private sector launched

efforts to create an automotive component manufacturing industry to supply to the

automobile industry. However, the growth was relatively slow in the 1950s and 1960s

due to nationalization and the license raj which hampered the Indian private sector.

After 1970, the automotive industry started to grow, but the growth was mainly driven

by tractors, commercial vehicles and scooters. Cars were still a major luxury.

Japanese manufacturers entered the Indian market ultimately leading to the

establishment of Maruti Udyog. A number of foreign firms initiated joint ventures

with Indian companies.

In the 1980s, a number of Japanese manufacturers launched joint-ventures for

building motorcycles and light commercial-vehicles. It was at this time that the Indian

government chose Suzuki for its joint-venture to manufacture small cars. Following

the economic liberalization in 1991 and the gradual weakening of the license raj, a

number of Indian and multi-national car companies launched operations. Since then,

automotive component and automobile manufacturing growth has accelerated to meet

domestic and export demands.

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HISTORY OF THE TWO WHEELERS:

The Britannica Encyclopedia a motorcycle as a bike or tricycle propelled by

an internal –combustion engine (or, less often by an electric engine). The automobile

was the reply to the 19th –century reams of self-propelling the horse-drawn bikeriage.

Similarly, the invention of the motorcycle created the self –propelling bicycle. The

first commercial design was three-wheeler built by Edward Butler in Great Britain in

1884. This employed a horizontal single-cylinder gasoline engine mounted between

two steer able front wheels and connected by a drive chain to the rear wheel. The

1900s saw the conversion of many bicycles or pedal cycles by adding small, centrally

mounted spark ignition engine engines. There was then felt the need for reliable

constructions. This led to road trial tests and competition between manufacturers.

Tourist Trophy (TT) races were held on the Isle of main in 1907 as reliability or

endurance races. Such were the proving ground for many new ideas from early two-

stroke-cycle designs to supercharged multivalent engines mounted on aerodynamic,

bikebon fiber reinforced bodywork.

INVENTION OF TWO WHEELERS:

The invention of two wheelers is a much-debated issue. “Who invented the

first motorcycle?” May seem like a simple question, “safety”, bicycle, i.e., bicycle

with front and rear wheels of the same size, with a pedal crank mechanism to drive

the rear wheel. Those bicycles in turn described from high-wheel bicycles. The high

–wheelers descended from an early type of pushbike, without pedals, propelled by the

rider’s feet pushing against the ground. These appeared around 1800, used iron

banded wagon wheels, and were called “bone-crushers”, both for their jarring ride,

and their tendency to toss their riders. Gottiiebi Daimler (who credited with the

building the first motorcycle in 1885, one wheel in the front and one in the back,

although it had a smaller spring-loaded outrigger wheel on each side. It was

constructed mostly of wood, the wheels were of the iron-banded wooden-spooked

wagon-type and it definitely had a “bone-crusher” chassis!

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FURTHER DEVELOPMENTS:

Most of the developments during the early phase concentrated on three and four-

wheeled design since it was complex enough to get the machines running with out

having to worry about them falling over. The next notable two-wheeler though was

the Hildebrand & Wolf Mueller, patented in Munich in 1894. In 1895, the French

firm of DeDion-button built and engine that was to make the mass production and

common use of motorcycle possible. The first motorcycle with electric start and a

fully modem electrical system; the Hence special from the Indian Motorcycle

Company astounded the industry in 1931. Before World War 1, IMC was the largest

motorcycle manufacturer in the world producing over 20000 bikes per year.

INCREASING POPULARITY:

The popularity of the vehicle grew especially after 1910, in 1916; the Indian

motorcycle company introduced the model H racer, and placed it on sale. During

World War 1, all branches of the armed forces in Europe used motorcycles principally

for dispatching. After the war, it enjoyed a sport vogue until the Great Depression

began in motorcycles lasted into the late 20th century; weight the vehicle being used

for high-speed touring and sport competitions. The more sophisticated of a 125cc

model. Since then, an increasing number of powerful bikes have blazed the roads.

HISTORICAL INDUSTRY DEVELOPMENTS:

Indian is the second largest manufacturer and producer to two wheelers in the

World. It stands next only to Japan and China in terms of the number of V produced

and domestic sales respectively. This destination was achieved due to variety of

reason like restrictive policy followed by the government of India towards the

passenger bike industry, rising demand for personal transport, inefficiency in the

public transportation system etc. The Indian two-wheelers industry made a small

beginning in the early 50s when Automobile products of India (API) started

manufacturing scooters in the country. Until 1958, API and Enfield were the sole

producers.

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The two –wheelers market was opened were opened to foreign competition in

the mid-80s. And the then market leaders-Escorts and Enfield – were caught unaware

by the onslaught of the 100cc bikes of the four Indo- Japanese joint ventures. With

the availability of fuel-efficiency low power bikes, demand swelled, resulting in Hero

Honda –then the only producer of four stroke bikes (100cc category), gaining a top

slot.

The first Japanese motorcycles were introduced in the early eighties. TVS

Suzuki and Hero Honda brought in the first two-stroke and four-stroke engine

motorcycles respectively. These two players initially started with assembly of CKD

Kits, and later on progressed to indigenous manufacturing.

The industry had a smooth ride in the 50s, 60s and 70s when government

prohibited new entries and strictly controlled capacity expansion. The industry saw a

sudden growth in the 80s. The industry witnessed a steady of 14% leading to a peak

volume of 1.9 mn vehicles in 1990.

In 1990 the entire automobile industry saw a drastic fall in demand. This

resulted in a decline of 15% in 1991 and 8% in 1992, resulting in a production loss of

0.4mn vehicles. Barring Hero Honda, all the major producers suffered from recession

in FY93 and FY94. Hero Honda showed a marginal decline in 1992.

The reason for recession in the sector were the incessant rise in fuel prices, high

input costs and reduced purchasing power due to significant like increased production

in 1992, due to new entrants coupled with recession in the industry resulted in

companies either reporting losses or a fall in profits.

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CONCLUSION:

The two-wheelers market has had a perceptible shift from a buyers market to a

sellers market with a variety of choice, players will have compete on various fronts

viz. pricing, technology product design, productivity after sale service, marketing and

distribution. In the short term, market shares of individual manufacturers are going to

be sensitive to capacity, product acceptance, pricing and competitive pressures from

other manufacturers.

As incomes grow and people grow and people feel the need to own a private

means of transport, sales of two-wheelers will rise. Penetration is expected to

increase to approximately to more than 25% by 2005.

The motorcycle segment will continue to lead the demand for two-wheelers in

the coming years. Motorcycle sale is expected to increase by 20% yoy as compared

to 1% growth in the scooter market and 3% by moped sales respectively for the next

two years.

The four-stroke scooters will add new dimension to the two-wheeler segment in the

coming future.

The Asian continent is that largest user of the two-wheelers in the world. This is due

to poor road infrastructure and low per capita income, restrictive policy on bike

industry. This is due to oligopoly between top five players in the segment, compared

to thirsty manufacturers in the bike industry.

Hero Honda motors LTd., is one of the leading companies in the two-wheeler

industry. At present it is the market leader in the motorcycle segment with around

47% the market share during FY 2000 –01. During the year, company posted a

41.15% yoy rise in turnover to Rs.31, 686.5mn in motorcycles which driven by a

35.17% yoy rise in Motorcycle sales volumes. The company has emerged as one of

the most successful players, much ahead of its competitions an account of its superior

and reliable product quality complemented with excellent marketing techniques. The

company has been consistently addressing the growing demand for motorcycles and

has been cumulative customer base of over 4 million customers, which is expected to

reach 5min mark with rural and semi-urban segment being the new class of

consumers.

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COMPANY PROFILE

CORPORATE PROFILE

Hero Moto Corp Ltd. (Formerly Hero Motors Ltd.) is the world's largest manufacturer

of two - wheelers, based in India.

In 2001, the company achieved the coveted position of being the largest two-wheeler

manufacturing company in India and also, the 'World No.1' two-wheeler company in

terms of unit volume sales in a calendar year. Hero MotoCorp Ltd. continues to

maintain this position till date.

Today, every second motorcycle sold in the country is a Herobike. Every 30 seconds,

someone in India buys Hero’s top-selling motorcycle – Splendor.

Vision The Hero story began with a simple vision – the vision of a mobile and an empowered

India, powered by Hero .This vision was driven by Hero Honda’s commitment to

customer, quality and excellence, and while doing so, maintaining the highest

standards of ethics and societal responsibilities. Hero believes that the fastest way to

turn that dream into a reality is by remaining focused on that vision.

Strategy

Hero’s key strategy has been driven by innovation in every sphere of activity –

building a robust product portfolio across categories, exploring new markets,

aggressively expanding the network and continuing to invest in brand building

activities.

Manufacturing

Hero bikes are manufactured across three globally benchmarked manufacturing

facilities. Two of these are based at Gurgaon and Dharuhera which are located in the

state of Haryana in northern India. The third and the latest manufacturing plant is

based at Haridwar, in the hill state of Uttrakhand.

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Technology In the 1980’s Hero pioneered the introduction of fuel-efficient, environment friendly

four-stroke motorcycles in the country. Today, Hero continues to be technology

pioneer. It became the first company to launch the Fuel Injection (FI) technology in

Indian motorcycles, with the launch of the Glamour FI in June 2006.

Products

Hero 's product range includes variety of motorcycles that have set the industry

standards across all the market segments. The company also started manufacturing

scooter in 2006. Hero offers large no. of products and caters to wide variety of

requirements across all the segments.

Distribution The company's growth in the two wheeler market in India is the result of an intrinsic

ability to increase reach in new geographies and growth markets. Hero Honda's

extensive sales and service network now spans close to 4500 customer touch points.

These comprise a mix of authorized dealerships, Service & Spare Parts outlets, and

dealer-appointed outlets across the country.

Brand

The company has been continuously investing in brand building utilizing not only the

new product launch and new campaign launch opportunities but also through

innovative marketing initiatives revolving around cricket, entertainment and ground-

level activation. Hero has been actively promoting various sports such as hockey,

cricket and golf. Hero was the title sponsor of the Hero FIH Hockey World Cup that

was played in Delhi during Feb-March 2010. Hero also partners the Commonwealth

Games Delhi 2010.

2010-11 Performance

Total unit sales of 54,02,444 two-wheelers, growth of 17.44 per cent Total net

operating income of Rs. 19401.15 Crores, growth of 22.32 per cent Net profit after tax

at Rs. 1927.90 Crores Total dividend of 5250% or Rs. 105 per share including Interin

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Dividend of Rs. 70 per share on face value of each share of Rs. 2 each EBIDTA

margin for the year 13.49 per cent EPS of Rs. 96.54

2011-12 Performance

Total unit sales of 46,00,130 two-wheelers, growth of 23.6 per cent Total net

operating income of Rs. 15860.51 Crores, growth of 28.1 per cent Net profit after tax

at Rs. 2231.83 Crores, growth of 74.1 per cent Final dividend of 1500% or Rs. 30 per

share on face value of each share of Rs. 2 EBIDTA margin for the year 17.4 per cent

EPS of Rs. 111.77, growth of 74.1 per cent

HERO 'S MISSION

Hero’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 to new heights in excellence and helps the

organization forge a unique and mutually beneficial relationship with all its stake

holders.

HERO 'S MANDATE

Hero 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

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BOARD OF DIRECTORS

No. Name of the Directors Designation

1 Mr. Brijmohan Lall Munjal Chairman & Whole-time Director

2 Mr. Pawan Munjal Managing Director & C.E.O.

3 Mr. Toshiaki Nakagawa Joint Managing Director

4 Mr. Sumihisa Fukuda Technical Director

5 Mr. Sunil Kant Munjal Non-Executive Director

6 Mr. Suman Kant Munjal Non-Executive Director

7 Mr. Takashi Nagai Non-Executive Director

8 Mr. Yuji Shiga Non-Executive Director

9 Mr. Pradeep Dinodia Non-executive & Independent Dir

10 Gen. (Retd.) V. P. Malik Non-executive & Independent Dir

11 Mr. Analjit Singh Non-executive & Independent Dir

12 Dr. Pritam Singh Non-executive & Independent Dir

13 Ms. Shobhana Bhartia Non-executive & Independent Dir

14. Mr. M. Damodaran Non-executive & Independent Dir

15. Mr. Ravi Nath Non-executive & Independent Dir

16. Dr. Anand C. Burman Non-executive & Independent Dir

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BRIEF PROFILE OF DIRECTORS

MR. BRIJMOHAN LALL MUNJAL

Mr. Brijmohan Lall Munjal is the founder Director and Chairman of the Company and

the $ 3.2 billion Hero Group. He is the Past President of Confederation of Indian

Industry (CII), Society of Indian Automobile Manufacturers (SIAM) and was a

Member of the Board of the Country's Central Bank (Reserve Bank of India). In

recognition of his contribution to industry, Mr. Munjal was conferred the Padma

Bhushan Award by the Union Government.

Mr. Brijmohan Lall Munjal is currently on the board of the following companies:

No. Name of Company Nature of Office

1 HeroMotors Limited Chairman and Whole-time Director

2 HeroFinlease Limited Chairman and Director

3 Munjal Showa Limited Chairman and Director

4 Easy Bill Limited Director

5 Rockman Industries Limited Director

6 Shivam Autotech Limited Director

KEY MILESTONES OF HERO

Year Event

1983 Joint Collaboration Agreement with Honda Motor Co. Ltd. Japan signed

Shareholders Agreement signed

1984 HeroMotors Ltd. incorporated

1985 First motorcycle "CD 100" rolled out

1987 100,000th motorcycle produced

1989 New motorcycle model - "Sleek" introduced

1991 New motorcycle model - "CD 100 SS" introduced 500,000th motorcycle

produced

1992 Raman Munjal Vidya Mandir inaugurated - A School in the memory of

founder Managing Director, Mr. Raman Kant Munjal

1994 New motorcycle model - "Splendor" introduced 1,000,000th motorcycle

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produced

1997 New motorcycle model - "Street" introduced Hero Honda's 2nd

manufacturing plant at Gurgaon inaugurated

1998 2,000,000th motorcycle produced

1999 New motorcycle model - "CBZ" introduced Environment Management

System of Dharuhera Plant certified with ISO-14001 by DNV Holland Raman

Munjal Memorial Hospital inaugurated - A Hospital in the memory of founder

Managing Director, Mr. Raman Kant Munjal

2000 4,000,000th motorcycle produced Environment Management System of

Gurgaon Plant certified ISO-14001 by DNV Holland Splendor declared

'World No. 1' - largest selling single two-wheeler model

"HeroPassport Programme" - CRM Programme launched

2001 New motorcycle model - "Passion" introduced One million production in one

single year

New motorcycle model - "Joy" introduced 5,000,000th motorcycle produced

2002 New motorcycle model - "Dawn" introduced New motorcycle model -

"Ambition" introduced

Appointed Virender Sehwag, Mohammad Kaif, Yuvraj Singh, Harbhajan

Singh and Zaheer Khan as Brand Ambassadors

2003 Becomes the first Indian Company to cross the cumulative 7 million sales

mark

Splendor has emerged as the World's largest selling model for the third

calendar year in a row (2000, 2001, 2002)

New motorcycle model - "CD Dawn" introduced

New motorcycle model - "Splendor +" introduced

New motorcycle model - "Passion Plus" introduced

New motorcycle model - "Karizma" introduced

2004 New motorcycle model - "Ambition 135" introduced

Herobecame the World No. 1 Company for the third consecutive year.

Crossed sales of over 2 million units in a single year, a global record.

Splendor - World's largest selling motorcycle crossed the 5 million mark

New motorcycle model - "CBZ*" introduced

Joint Technical Agreement renewed

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Total sales crossed a record of 10 million motorcycles

2005 Herois the World No. 1 for the 4th year in a row

New motorcycle model - "Super Splendor" introduced

New motorcycle model - "CD Deluxe" introduced

New motorcycle model - "Glamour" introduced

New motorcycle model - "Achiever" introduced

First Scooter model from Hero- "Pleasure" introduced

2006 Herois the World No. 1 for the 5th year in a row

15 million production milestone achieved

2007 Herois the World No. 1 for the 6th year in a row

New 'Splendor NXG' launched

New 'CD Deluxe' launched

New 'Passion Plus' launched

New motorcycle model 'Hunk' launched

20 million production milestone achieved

2008 HeroHaridwar Plant inauguration

New 'Pleasure' launched

Splendor NXG lauched with power start feature

New motorcycle model 'Passion Pro' launched

New 'CBZ Xtreme' launched

25 million production milestone achieved

CD Deluxe lauched with power start feature

New 'Glamour' launched

2009

2010

2011

Hunk' (Limited Edition) launched

Splendor completed 11 million production landmark

New motorcycle model 'Karizma - ZMR' launched

Silver jubilee celebrations

New model Splendor Pro launched

Launch of new Super Splendor and New Hunk

New licensing arrangement signed between Hero and Honda

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Launch of new refreshed versions of Glamour, Glamour FI, CBZ Xtreme,

Karizma

Crosses the landmark figure of 5 million cumulative sales in a single year

2012 Neemrana Plant Foundation Stone laid Global Parts Centre Foundation Stone laid 50 Million cumulative 2 wheelers production

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PROMINENT AWARDS TO THE COMPANY

Year Awards & Recognitions

2012 • Business Leader in Automobiles (two-wheelers) at the NDTV Profit

Business Leadership Awards 2012 (Conferred upon Mr. Pawan Munjal)

• Best value for Money Bike Maker and Best Advertising in Two Wheelers

Category at the Auto India Best Brand Awards 2012

• Digital Advertiser of the year at the Indian Digital Media Awards (IDMA)

2012

• Three awards (Launch Event of the year, Rural Engagement Progamme and

Live Patron Award for Marketing Excellence) at the WOW Awards

organised by EventFAQs

• Advertiser of the year 2012 by Indian Digital Media Awards 2012

• Innovation in Loyalty Marketing Award (Initiative: Hero GoodLife Utsav)

by Colloquy Loyalty Awards

• TPM Excellence Award 2012 by JIPM (Japan Institute of Plant

Maintenance)

• Best Learning & Development Award

• Asias Third Best Employer Brand Award

• ET Now Talent & HR Leadership Award

• 8th Recruiting and Staffing Best-in-Class Award

• Global HR Excellence Award

• India Human Capital Award by Human Capital

• Business Technology Excellence Awards 2012

• Business Technology Innovation Awards 2012

• Top Green IT Enterprise Award

• IT Transformers Award

• Quality Circle Excellence Award at National QC Convention - 2012

2011

Two-wheeler Manufacturer of the Year award by Bike India magazine.

Adjudged the "Bike Manufacturer of the Year" at the Economic Times ZigWheels

Car and Bike Awards.

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2010

- CNBC Awaaz - Storyboard special commendation for "Effective rebranding of a

new corporate entity" by CNBC Awaaz Consumer Awards

- "Most Recommended Two-Wheeler Brand of the Year" award by CNBC

Awaaz Consumer Awards

- Colloquy Loyalty Awards "Innovation in Loyalty Marketing International

2011" for Hero GoodLife

- "Best Activity Generating Short or Long-Term Brand Loyalty" by the

Promotion Marketing Award of Asia Order of Merit for Hero GoodLife

- Ranked No 1 brand in the Auto (Two-Wheelers) category in the Brand Equity

"Most Trusted Brand" 2011 survey

Company of the Year awarded by Economic Times Awards for Corporate

Excellence 2008-09.

CNBC TV18 Overdrive Awards 2010 'Hall of Fame' to Splendor

NDTV Profit Car & Bike Awards 2010 -

• Two-wheeler Manufacturer of the Year

• CnB Viewers' Choice Two-wheeler of the Year (Karizma ZMR)

Bike Maker of the Year by ET-ZigWheels Car & Bike of the Year Awards 2009

2009 'Two-wheeler Manufacturer of the Year' by NDTV Profit Car & Bike Awards

2009 and Passion Pro adjudged as CNB Viewers' Choice two-wheeler

Top Indian Company under the 'Automobile - Two-wheelers' sector by the Dun &

Bradstreet-Rolta Corporate Awards

Won Gold in the Reader's Digest Trusted Brand 2009 in the 'Motorcycles' category

NDTV Profit Business Leadership Awards 2009 - two-wheeler category

2008 NDTV Profit Business Leadership Award 2008 - HeroWins the Coveted "NDTV

Profit Business Leadership Award 2008"

TopGear Design Awards 2008 - Hunk Bike of the Year Award

NDTV Profit Car India & Bike India Awards - NDTV “Viewers’ Choice Award”

to Hunk in Bike category

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IndiaTimes Mindscape and Savile Row ( A Forbes Group Venture ) Loyalty

Awards - “Customer and Brand Loyalty Award” in Automobile (two-wheeler)

sector

Asian Retail Congress Award for Retail Excellence (Strategies and Solutions of

business innovation and transformation) - Best Customer Loyalty Program in

Automobile category

NDTV Profit Car India & Bike India Awards - Bike Manufacturer of the year

Overdrive Magazine - Bike Manufacturer of the year

TNS Voice of the Customer Awards:

• No.1 executive motorcycle Splendor NXG

• No.1 standard motorcycle CD Deluxe

• No. premium motorcycle CBZ Xtreme

2007 The NDTV Profit Car India & Bike India Awards 2007 in the following category:

• Overall "Bike of the Year" - CBZ X-treme

• "Bike of the Year" - CBZ X-treme (up to 150 cc category)

• "Bike Technology of the Year" - Glamout PGM FI

"Auto Tech of the Year" - Glamout PGM FI by Overdrive Magazine.

"Bike of the Year" - CBZ X-treme by Overdrive Magazine.

Ranked CBZ X-treme "Bike of the Year" - by B S Motoring Magazine

“Most Trusted Company” , by TNS Voice of the Customer Awards 2006.

CD Deluxe rated as "No 1 standard motorcycle" by TNS Voice of the Customer

Awards 2006.

2006 Adjudged 7th Top Indian Company by Wallstreet Journal Asia (Top Indian Two

Wheeler Company).

One of the 8 Indian companies to enter the Forbes top 200 list of world’s most

reputed companies.

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No. 1 in automobile industry by TNS Corporate Social Responsibility Award.

Best in its class awards for each category by TNS Total Customer Satisfaction

Awards 2006:

• Splendor Plus (Executive)

• CD Deluxe (Entry)

• Pleasure (Gearless Scooters)

Splendor & Passion - Top two models in two wheeler category by ET Brand Equity

Survey 2006.

Adjudged 7th Top Indian Company by Wallstreet Journal Asia (Top Indian Two

Wheeler Company).

Top Indian company in the Automobile - Two Wheeler sector by Dun & Bradstreet -

American Express Corporate Awards 2006.

HeroSplendor rated as India's most preferred two-wheeler brand at the Awaaz

Consumer Awards 2006.

Certificate of Export Excellence for outstanding export performance during 2003-04

for two-wheeler & three- wheelers - Complete (Non SSI) by Engineering Export

Promotion Council.

The NDTV Profit Car India & Bike India Awards 2006 in the following category:

• Bike Maker of the Year

• Bike of the Year - Achiever

• Bike of the Year - Achiever (up to 150 cc category)

• Bike of the Year - Glamour (up to 125 cc category)

• NDTV Viewers' Choice Award to Glamour in the bike category

25

CORPORATE SOCIAL RESPONSIBILITY (CSR)

STAKEHOLDER TIES AT THE GRASSROOTS

Hero Motors takes considerable pride in its stakeholder relationships, especially ones

developed at the grassroots. The Company believes it has managed to bring an

economically and socially backward region in Dharuhera, Haryana, into the national

economic mainstream.

An Integrated Rural Development Centre has been set up on 40 acres of land along

the Delhi-Jaipur Highway. The Centre-complete with wide approach roads, clean

water, and education facilities for both adults and children-now nurtures a vibrant,

educated and healthy community.

The Foundation has adopted various villages located within vicinity of the

Herofactory at Dharuhera for integrated rural development. This includes:

• Installation of deep bore hand pumps to provide clean drinking water.

• Constructing metalled roads and connecting these villages to the National

Highway (NH -8).

• Renovating primary school buildings and providing hygienic water and toilet

facilities.

• Ensuring a proper drainage system at each of these villages to prevent water-

logging.

• Promoting non-conventional sources of energy by providing a 50 per cent subsidy

on biogas plants.

The Raman Munjal Vidya Mandir began with three classes (up to class II) and 55

students from nearby areas. It has now grown into a modern Senior Secondary, CBSE

affiliated co-educational school with over 1200 students and 61 teachers. The school

has a spacious playground, an ultra-modern laboratory, a well-equipped audio visual

room, an activity room, a well-stocked library and a computer centre.

The Raman Munjal Sports Complex has basketball courts, volleyball courts, and

hockey and football grounds are used by the local villagers. In the near future, sports

26

academies are planned for volley ball and basket ball, in collaboration with National

Sports Authority of India.

Vocational Training Centre

In order to help local rural people, especially women, Herohas set up a

Vocational Training Centre. So far 26 batches comprising of nearly 625 women have

been trained in tailoring, embroidery and knitting. The Company has helped women

trained at this centre to set up a production unit to stitch uniforms for Heroemployees.

Interestingly, most of the women are now self-employed.

Adult Literacy Mission This Scheme was launched on 21st September, 1999, covering the nearby villages of

Malpura, Kapriwas and Sidhrawali. The project started with a modest enrolment of 36

adults. Herois now in the process of imparting Adult Literacy Capsules to another 100

adults by getting village heads and other prominent villagers to motivate illiterate

adults.

Marriages of underprivileged girls

Marriages are organized from time to time, particularly for girls from backward

classes, by the Foundation by providing financial help and other support to the

families.

Rural Health Care

Besides setting up a modern hospital, the Foundation also regularly provides

doorstep health care services to the local community. Free health care and medical

camps are now a regular feature in the Hero Group's community outreach program

KEY POLICIES AN ENVIRONMENTALLY AND SOCIALLY, AWARE

COMPANY

At Hero, our goal is not only to sell you a bike, but also to help you every step of the

way in making your world a better place to live in. Besides its will to provide a high-

27

quality service to all of its customers, Hero takes a stand as a socially responsible

enterprise respectful of its environment and respectful of the important issues.

Hero has been strongly committed not only to environmental conservation

programmers but also expresses the increasingly inseparable balance between the

economic concerns and the environmental and social issues faced by a business. A

business must not grow at the expense of mankind and man's future but rather must

serve mankind.

"We must do something for the community from whose land we generate our

wealth."

A famous quote from our Worthy Chairman Mr.Brijmohan Lall Munjal.

Environment Policy

We at Hero are committed to demonstrate excellence in our environmental

performance on a continual basis, as an intrinsic element of our corporate

philosophy.

To achieve this we commit ourselves to:

• Integrate environmental attributes and cleaner production in all our business

processes and practices with specific consideration to substitution of

hazardous chemicals, where viable and strengthen the greening of supply

chain.

• Continue product innovations to improve environmental compatibility.

• Comply with all applicable environmental legislation and also controlling our

environmental discharges through the principles of "alara" (as low as

reasonably achievable).

• Institution alise resource conservation, in particular, in the areas of oil, water,

electrical energy, paints and chemicals.

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Quality Policy

Excellence in quality is the core value of Hero Honda's philosophy.

We are committed at all levels to achieve high quality in whatever we do, particularly

in our products and services which will meet and exceed customer's growing

aspirations through:

• Innovation in products, processes and services.

• Continuous improvement in our total quality management systems.

• Teamwork and responsibility.

Safety Policy

Hero is committed to safety and health of its employees and other persons who

may be affected by its operations. We believe that the safe work practices lead to

better business performance, motivated workforce and higher productivity.

We shall create a safety culture in the organization by:

• Integrating safety and health matters in all our activities.

• Ensuring compliance with all applicable legislative requirements.

• Empowering employees to ensure safety in their respective work places.

• Promoting safety and health awareness amongst employees, suppliers and

contractors.

• Continuous improvements in safety performance through precautions besides

participation and training of employees.

29

CUSTOMER SATISFACTION

Concept Identification-

As organizations become increasingly customer focused and driven by demand, the

need to gain customer loyalty and retain their loyalty is critical. Customer satisfaction

is the most effective way to achieve customer loyalty. Customer satisfaction and

customer loyalty share many similar traits. Customer value is the customer’s

perception of the ratio of benefits to what he or she gives to obtain those benefits. The

customer Value Triad is a framework used to understand what it is that customers

want. The framework consists of three parts: (1) perceived product quality, (2) value-

based pricing, and (3) perceived service quality.

Customers are satisfied, when value meets or exceeds expectations. If their

expectations of value are not met, there is no chance of satisfying them. Figuring out

what the customers want, however, is a difficult and complex process. To be able to

create and deliver customer value is important to understand its components. On the

most basic level, value from a customer’s perspective is the ratio of benefits to the

risks being taken while buying the product.

UNDERTAKING THE KEY DELIVERABLES

Human interaction

Customer service is a task, other than proactive selling, that involves interactions with

customers in person, by telecommunications, or by mails. It is designed, programmed

and communicated with two goals in mind: operational efficiency and customer

satisfaction.

A typical categorization of the services based on who performs the action within the

services cape can be

1. Self-service (customer only)- ATM, Movie Theater

2. Interpersonal services-banks, restaurants

3. Remote services (employee only) – telephone mail order desk.

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The superiority of the product has to be complemented with a high quality of services,

which gives a competitive edge to the organization. A high standard of service is what

sets apart one organization from another, and ultimately attracts the customer to the

doorsteps.

Services at the showroom fall in the second category where there is a high complexity

of interaction and hence it becomes necessary for the personnel to be adept in

responding to the customer cognitively, emotionally and psychologically.

The various aspects and characteristics of service provision, which have been taken

into consideration of a customer bikee team/ sales consultant are

1. Politeness

2. Courteousness

3. Product knowledge

4. Process knowledge

5. Communication skills

6. Responsiveness and supportiveness.

Product information

Consumers obtain information about products and services from personal sources

(friends and experts) and from the non-personal sources (mass and selective media).

When purchasing goods, consumers employ both personal and non-personal sources

since both effectively convey information about search qualities.

This is especially true for high involvement products such as bikes, two-wheelers,

durables etc.

Mass media can convey information about search qualities but can convey a little

about experience qualities. Also, mass media cannot elaborate on the finer aspects and

hence it becomes imperative for a showroom to provide the complete information

about the product, pricing and the offers.

The showroom can provide information by adopting the below mentioned list

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1. Broachers, leaflets and pricelists – easy reference and handy.

2. Sales consultant

3. Test drive – hands-on experience.

Broachers, leaflets and pricelist are the basic sales tools, which elaborately give the

product specifications, promotional offers and schemes at hand and the pricing of

various models at display.

Sales consultant has to be knowledgeable to understand the nuances of the

specification and should be able to convey the same to the prospective customers. The

sales consultants handle the various queries (technical and commercial) and clears the

impending doubts of the inquisitive customer.

Test drive – the last part in providing information to the customer and gives the

customer a hands – on experience of the product performance

Time and Promptness.

One of the factors, which has to match the eagerness and the enthusiasm of the

customer is quick and prompt delivery of the service.

After the customer has made a decision to go ahead with the purchase the next logical

sequence of steps would be a process the required documents, book the order, confirm

the order, inform the customer about the date of delivery and prepare the required

documents for the delivery of the vehicle.

Order booking-This is the process where the onus lies completely on the personnel

dealing with the customer. The customer has to be given the right information

regarding the documents, time taken to process the documents and close the deal.

It is also the responsibility of the various departments involved to provide a quick

service to ensure that the customer has a good and satisfying experience.

Delivery on date and time- once the product is delivered it can be assumed that a sale

has been done. The paper work to be bikeried out has to be done at a quick pace. This

can be observed in the responses of those 25% of customers who reported a slack in

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the delivery process. Deviation from promised date and time can lead to a lot of

inconvenience to the customers, thereby leading to a bad experience.

Consistency

“Nothing is consistent by change.”

Consistency is a matter of experience. The expectation of service grows from every

experience the customer has during the sales process. For eg., the customer would

expect the same responsiveness from the sales person during the order processing as it

was during the pre-sales, any aberration would create a sense of insecurity and would

thereby breach the bond of trust established between them.

Inconsistency in service is caused by ever changing expectations of the

customer. This poses a challenge of maintaining the quality of service in every

“encounter”. The expectations are not just related to the profile of the customer but

also to the occasion and moods, service firms find it difficult to meet the expectations

of the customers all the time without affecting the quality of service.

Furthermore, the characteristic of perish ability makes the service non-storable. They

exist while they are being delivered / consumed. This poses the management, problem

of managing the match and capacity planning.

In the analysis we have chosen to analyze the consistency maintained in offering

services relating to the human interaction as well as the processing of the

documents. This becomes important in the light of these services being offered in pre-

sales and post sales scenario, and gauging the consistency levels at these two stages

gives a fair idea of the consistency maintained in the services offered.

Consistency in human interaction is observed in the pre-sales, order processing and

post sale stages.

Convenience

The objective of the customer bikee personnel is to provide convenient and

comfortable service and not to push the customer to make the purchase. While basic

33

facilities are made available, the customer bikee personnel have to make sure that

customer doesn’t feel any inconvenience while the sales process is on.

Convenience does not only refer to the physical comforts such as seating, availability

of rest rooms etc. but also to mental convenience a in helping out the customer to

reach a decision, providing relevant information to the customer for evaluating the

various options, making sure that it is one-stop shop (additional accessories being

made available like stereo systems, reverse gear buzzers etc.) explain the basic

functionally of the product etc.

It is helpful to offer customers information in printed form; good signing is very

important at service delivery points and on self-service equipment. The customer

bikee personnel have to make the first move and approach the visitors instead of

making the visitors ask for some guidance. The visitors have to be communicated how

to use and how not to use the facilities at offer.

The concentration has been focused on checking the convenience of the customers on

aspects such as

1. Timings

2. Test drive

3. Availability of accessories

4. Sufficient fuel to reach the nearest petrol station

5. Wide range of finance options made available at the showroom

6. Imparting the basic mechanical functionalities of the bike.

CUSTOMER SATISFACTION

AN INSIGHT

According to Harold E Edmondson “ Customer Satisfaction” seems to appear in print

more frequently than any other catch phrase used to describe a new found magic for

industrial success. Before we proceed in to the study of the dynamics of Customer

Satisfaction it is important to know about, who a customer is and what satisfaction

really means.

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Who really is a Customer?

The question of defining who your customers are seems fairly easy particularly if you

have segmented your market properly and understand who you are trying to

satisfy. However subtlety that frequently goes undetected by many firms is that is that

customer set can be divided into two parts, the apparent customer and the user. The

apparent customer is the person or group of people who decide what product to buy

and basically have control over the purse strings. The user is a person or group who

physically uses the product or is the direct recipient of a service.

What does satisfaction really mean?

As in defining customer above, defining satisfaction also appears simple. However as

with customer there is a subtlety that needs addressing. Satisfaction by most

definitions simply means meeting the customer’s requirement.

Customer satisfaction is a concept that more and more companies are putting at the

heart of their strategy, but for this to be successful they’re needs to be clarity about,

what customer satisfaction means and what needs to happen to drive improvement.

Without this, there is a risk that customer satisfaction becomes little more than a good

intention, with confused objectives failing to address the real issues for customers,

one helpful way to look at the problem is to rephrase the objectives: set the sights on

helping the customers meet their goals.

Customer satisfaction can be defined in many different ways. Finding the right way

for a company depends on understanding your customer and on having a clear vision

of the role that customer satisfaction is to play in the strategy. For example, a focus on

customer satisfaction can work alongside existing segmentations to support revenue

generation from high value customers or it can be a company-wide objective rooted in

the brand values. For the former, it may be sufficient to focus on improving customer

service, but for the latter a broader definition of customer satisfaction is necessary,

closer akin to corporate reputation.

Whatever the strategy for customer satisfaction, it must at least include getting the

basics right. Failing to achieve this can destroy the reputation as well as losing

35

valuable customers. Every customer, regardless of their economic worth to the

business, has the power to influence – positively or negatively – a company’s

reputation. Once the objectives for the customer satisfaction strategy are defined there

are a number of steps we can take to make sure the focus on customer satisfaction is

effective.

Building a company around Customer Satisfaction -

With the increase in customer’s demands and competition it has become a lot more

important to base the entire company on customer service. When doing this one must

first realize that every member of an organization plays an active role in customer

service. This includes both external customers and internal customers within a

company.

Customer focused organizations focus both on customer satisfaction and

profit. Achieving customer satisfaction generates the profit. In these organizations top

management has frequent contacts with external customers. The top management uses

consultative, participative, and supportive management styles to get through to the

customer. The staff focuses all of its attention on satisfying the customer’s

needs. However, the management’s job is to provide the staff with support necessary

to achieve these goals. The other department and staff in the organization that do not

have direct contact with the external customers deal exclusively with internal

customer satisfaction.

The Influence of the salesperson in Customer Satisfaction-

In an article titled, “The influence of salesperson selling behavior on customer

satisfaction with products,” Brent G.Goff and James S. Boles examine the effects of

non-product related construct on customer satisfaction with major retail purchases

such as automobiles. The article states that salesperson’s selling orientation- customer

orientation (SOCO) will affect not only consumer satisfaction with the salesperson

and dealer, but also indirectly, satisfaction with the product or manufacturer.

In the perspectives of both the retailer and the manufacturer, customer satisfaction

represents an important issue because it relates to several desirable

36

outcomes. Customer satisfaction leads to future purchases, and repeated purchases of

the same product from the same source. In other words, it helps a firm retain its

present customers and build loyalty. By helping a buyer obtain product information

and providing guidelines about what should be expected during the buying process

and use of a product, a salesperson may influence customer expectations concerning

the product. Thereby this may reduce the likelihood of dissatisfaction (Grewal and

Sharma, 1991). A successful salesperson tailors to the needs of each individual

customer. By being customer-oriented, a salesperson is likely to identify with needs of

the customer, enabling the salesperson to match his or her presentation to those

requirements of the customer.

Internal Marketing – how it affects Customer Satisfaction –

Successful companies make every effort to ensure satisfaction to their customer by

focusing all organizational efforts of the company on providing superior customer

service. By doing this these companies hope to retain their existing customers and

attract new ones. Only angle of customer satisfaction commonly overlooked is the

internal aspect.

The internal customer or employee plays a vital role in achieving customer

satisfaction and loyalty. Some firm’s do not understand that the treatment of internal

customers becomes the external customers’ perception of the company. A firm’s

employees or other departments within the organization make up its internal

customers. Their job performance affects the firm’s ability to deliver superior product

and customer service (Boone and Kurtz, 1999). When a firm’s employees are happy

at work, their overall attitude and performance towards the customer enhances

tremendously. Internal marketing helps members or employees of an organization

understand and fulfill their roles in implementing its marketing strategy. Internal

marketing not only keeps employees happy, it also shows them how their actions

affect the firm’s ability to achieve customer satisfaction.

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Customer Satisfaction as part of Service Profit Chain:

A Harvard Business Review article outlines the internal process required to drive

growth and increase profitability. The article describes the ways in which service

quality contributes to success, outlining the steps in the “Service-profit chain”:

Profitability / Growth

Customer Loyalty

Customer Satisfaction

Value

Employee Productivity

Employee Loyalty

Internal Quality

Leadership

Customer service is the provision of service to customers before, during and after a

purchase.

According to Jamier L. Scott. (2002), “Customer service is a series of activities

designed to enhance the level of customer satisfaction – that is, the feeling that a

product or service has met the customer expectation."

Its importance varies by product, industry and customer; defective or broken

merchandise can be exchanged, often only with a receipt and within a specified time

frame. Retail stores will often have a desk or counter devoted to dealing with returns,

exchanges and complaints, or will perform related functions at the point of sale.

Customer service may be provided by a person (e.g., sales and service representative),

or by automated means called self-service. Examples of self service are Internet sites.

However, In the Internet era, a challenge has been to maintain and/or enhance the

personal experience while making use of the efficiencies of online commerce. Writing

in Fast Company, entrepreneur and customer systems innovator Micah Solomon has

made the point that "Online customers are literally invisible to you (and you to them),

38

so it's easy to shortchange them emotionally. But this lack of visual and tactile

presence makes it even more crucial to create a sense of personal, human-to-human

connection in the online arena."

Customer service is normally an integral part of a company’s customer value

proposition. In their book Rules to Break and Laws to Follow, Don Peppers and

Martha Rogers, Ph.D. write that "customers have memories. They will remember you,

whether you remember them or not." Further, "customer trust can be destroyed at

once by a major service problem, or it can be undermined one day at a time, with a

thousand small demonstrations of incompetence."

From the point of view of an overall sales process engineering effort, customer

service plays an important role in an organization's ability to generate income and

revenue. From that perspective, customer service should be included as part of an

overall approach to systematic improvement.

Some have argued that the quality and level of customer service has decreased in

recent years, and that this can be attributed to a lack of support or understanding at the

executive and middle management levels of a corporation and/or a customer service

policy.

Instant feedback

Recently, many organizations have implemented feedback loops that allow them to

capture feedback at the point of experience. For example, National Express, one of the

UK's leading travel companies invites passengers to send text messages whilst riding

the bus. This has been shown to be useful as it allows companies to improve their

customer service before the customer defects, thus making it far more likely that the

customer will return next time.

Setting the right KPIs

A challenge working with Customer Service is to ensure that you have focused your

attention on the right key areas, measured by the right Key Performance Indicator.

39

There is no challenge to come up with a lot of meaningful KPIs, but the challenge is

to select a few which reflects your overall strategy. In addition to reflecting your

strategy it should also enable staff to limit their focus to the areas that really matter.

The focus must be of those KPIs, which will deliver the most value to the overall

objective, e.g. cost saving, service improving etc. It must also be done in such a way

that staff sincerly believe that they can make a difference with the effort.

One of the most important aspects of a customer service KPI is that of what is often

referred to as the "Feel Good Factor". Basically the goal is to not only help the

customer have a good experience, but to offer them an experience that exceeds their

expectations. Several key points are listed as follows:

1. Know your product - Know what products/service you are offering back to front. In

other words be an information expert. It is okay to say "I don't know", but it should

always be followed up by... "but let me find out" or possibly " but my friend knows!"

Whatever the situation may be, make sure that you don't leave your customer with an

unanswered question.

2. Body Language/Communication - Most of the communication that we relay to

others is done through body language. If we have a negative body language when we

interact with others it can show our lack of bikee. Two of the most important parts of

positive body language are smiling, and eye contact. Make sure to look your

customers in the eye. It shows that we are listening to them, not at them. And then of

course smiling is just more inviting than someone who has a blank look on their face.

3. Anticipate Guest Needs - Nothing surprises your customer more than an employee

going the extra mile to help them. Always look for ways to serve your customer more

than they expect. In doing so it helps them to know that you bikee and it will leave

them with the "Feel Good Factor" that we are searching for.

Standardization

There are few standards on this topic. ISO and The International Customer Service

Institute (TICSI) have published the following ones:

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• ISO 9004:2000, on performance improvement

• ISO 10001:2007, on customer service conduct

• ISO 10002:2004, on quality management in handling customer complaints

• ISO 10003:2007, on dispute resolution

• The International Customer Service Standard (TICSS)

There is also an Information Technology service management standard: ISO/IEC

20000:2005. Its first part concerns specifications and its second part the code of

practice.

Sales

A sale is the pinnacle activity involved in selling products or services in return for

money or other compensation. It is an act of completion of a commercial activity.

A sale is completed by the seller or the provider of the goods or services to an

acquisition or appropriation or request followed by the passing of title (property or

ownership) in the item and the application and due settlement of a price, the douche of

or any claim upon the item. The purchaser, though a party to the sale, does not

execute the sale, only the seller does that. To be precise the sale completes prior to the

payment and gives rise to the obligation of payment. If the seller completes the first

two above stages (consent and passing ownership) of the sale prior to settlement of

the price, the sale is still valid and gives rise to an obligation to pay.

Sales techniques

The sale can be made through

• Direct sales, involving person to person contact

• Pro forma sales

• Agency-based

o Sales agents (real estate, manufacturing)

o Sales outsourcing through direct branded representation

o Transaction sales

o Consultative sales

o Complex sales

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o Consignment

o Telemarketing or telesales

o Retail or consumer

• Traveling salesman

o Door-to-door

o To tourists on crowded beach

• Request for proposal – An invitation for suppliers, through a bidding process,

to submit a proposal on a specific product or service. An RFP is usually part of

a complex sales process, also known as enterprise sales.

• Business-to-business – Business-to-business sales are much more relationship

based owing to the lack of emotional attachment to the products in question.

Industrial/Professional Sales is selling from one business to another

• Electronic

o Web – Business-to-business and business-to-consumer

o Electronic Data Interchange (EDI) – A set of standard for structuring

information to be electronically exchanged between and within

businesses

• Indirect, human-mediated but with indirect contact

o Mail-order

• Sales Methods:

o Selling technique

o SPIN Selling

o Consultative selling

o Sales enablement

o Solution selling

o Conceptual Selling

o Strategic Selling

o Sales Negotiation

o Reverse Selling

o Paint-the-Picture

o The take away

o Large Account Management Process chocolate kisses

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Sales agents

Agents in the sales process can be defined as representing either side of the sales

process; for example:; Sales broker or 1.Seller agency]] or seller agent This is a

traditional role where the salesman represents a person or company on the selling end

of the deal 2. Buyers broker or [[Buyer brokerage: This is where the salesman

represents the consumer making the purchase. This is most often applied in large

transactions. 3. Disclosed dual agent: This is where the salesman represents both

parties in the sale and acts as a mediator for the transaction. The role of the salesman

here is to oversee that both parties receive an honest and fair deal, and is responsible

to both. 4. Transaction broker: This is where the salesperson doesn't represent either

party, but handles the transaction only. This is where the seller owes no responsibility

to either party getting a fair or honest deal, just that all of the papers are handled

properly. 5. Sales outsourcing: This is direct branded representation where the sales

reps are recruited, hired, and managed by an external entity but hold quotas, represent

themselves as the brand of the client, and report all activities (through their own sales

management channels) back to the client. It is akin to a virtual extension of a sales

force. (see Sales Outsourcing entry) 6. Sales managers: It is the goal of a qualified and

talented sales manager to implement various sales strategies and management

techniques in order to facilitate improved profits and increased sales volume. They are

also responsible for coordinating the sales and marketing department as well as

oversight concerning the fair and honest execution of the sales process by his agents

7.Salesmen: The primary function of professional sales is to generate and close leads,

educate prospects, fill needs and satisfy wants of consumers appropriately, and

therefore turn prospective customers into actual ones. The successful questioning to

understand a customer's goal and requirements relevant to the product, the further

creation of a valuable solution by communicating the necessary information that

encourages a buyer to achieve their goal at an economic cost is the responsibility of

the salesperson or the sales engine (e.g. internet, vending machine etc). A good

salesman should never mis-sell or over-evaluate the customer's requirements.

The sales and marketing relationship

Marketing and sales are very different, but have the same goal. Marketing improves

the selling environment and plays a very important role in sales. If the marketing

43

department generates a potential customers list, it can be beneficial for sales. The

marketing department's goal is to increase the number of interactions between

potential customers and company, which includes the sales team using promotional

techniques such as advertising, sales promotion, publicity, and public relations,

creating new sales channels, or creating new products (new product development),

among other things. It also includes bringing the potential customer to the company's

website for more information, or to contact the company for more information, or

interact with the company via social media such as Twitter, Facebook, a blog, etc.

The relatively new field of sales process engineering views "sales" as the output of a

larger system, not just that of one department. The larger system includes many

functional areas within an organization. From this perspective, sales and marketing

(among others, such as customer service) are labels for a number of processes whose

inputs and outputs supply one another to varying degrees. Considered in this way, to

improve the "output" (namely, sales) the broader sales process needs to be studied and

improved as would any system, since the component functional areas interact and are

interdependent.

In most large corporations, the marketing department is structured in a similar fashion

to the sales department and the managers of these teams must coordinate efforts in

order to drive profits and business success. For example, an "inbound" focused

campaign seeks to drive more customers "through the door" giving the sales

department a better chance of selling their product to the consumer. A good marketing

program would address any potential downsides as well.

The Sales department's goal would be to improve the interaction between the

customer and the sales facility or mechanism (example, web site) and/or salesperson.

Sales management would break down the selling process and then increase the

effectiveness of the discrete processes as well as the interaction between processes.

For example, in many out-bound sales environments, the typical process is out bound

calling, the sales pitch, handling objections, opportunity identification, and the close.

Each step of the process has sales-related issues, skills, and training needs as well as

marketing solutions to improve each discrete step, as well as the whole process.

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One further common complication of marketing involves the inability to measure

results for a great deal of marketing initiatives. In essence, many marketing and

advertising executives often lose sight of the objective of sales/revenue/profit, as they

focus on establishing a creative/innovative program, without concern for the top or

bottom lines. Such is a fundamental pitfall of marketing for marketing's sake.

Many companies find it challenging to get marketing and sales on the same page.

Both departments are different in nature, but handle very similar concepts and have to

work together for sales to be successful. Building a good relationship between the two

that encourages communication can be the key to success even in a down economy.

Marketing potentially negates need for sales

Some sales authors and consultants contend that an expertly planned and executed

marketing strategy may negate the need for outside sales entirely. They suggest that

by effectively bringing more customers "through the door" and enticing them to

contact you, sales organizations can dramatically improve their results, efficiency,

profitability, and allow salespeople to provide a drastically higher level of customer

service and satisfaction, instead of spending the majority of their working hours

searching for someone to sell to.

While this theory is present in a few marketing consulting companies the practical and

realistic application of this principle has not been widely proven in the market and

sales forces worldwide continue to be responsible for developing business as well as

closing it.

Some marketing consulting firms postulate that each selling opportunity at each

enterprise lies on a continuum of numbers of people involved, necessary degree of

face-to-face interaction, overhead, and through-put time, to name a few dimensions.

The number of people involved in actual face-to-face selling at, say, a clothing store is

probably vastly different from that at an on-line book-seller.

In reality, marketing and sales are complementary, and do not negate each other's

purpose or presence. Marketing is a field/process designed to ascertain what

45

consumers want/value, and accordingly manufacture such goods/services. Marketing

is a process founded on the premise that consumers are king , and thus developing a

long-term relationship with them is key to organisational survival. This is important,

considering the fact that a market economy is demand-led. In contemporary firms,

sales is often the end-point in the marketing process, after the determining of

consumer needs, marketing planning, marketing strategy, marketing research, market

segmentation, etc. have been executed.

In short, a sale often cannot exist in itself. Marketing is used to gauge whether persons

are even potentially willing or able to buy a product; the sale pertains to techniques

used to persuade a person to actually buy it, once they have considered the possibility

of purchasing a good/service in question.

Industrial marketing

The idea that marketing can potentially eliminate the need for sales people is entirely

dependent on context. For example, this may be possible in some B2C situations

however, for many B2B organizations (for example industrial organizations) this is

mostly impossible. Another dimension is the value of the goods being sold. Fast

Moving Consumer Goods (FMCG) require no sales people at the point of sale to get

them to jump off the supermarket shelf and into the customer's trolley. However, the

purchase of large mining equipment worth millions of dollars will require a sales

person to manage the sales process. Particularly in the face of competitors.

Sales and marketing alignment and integration

Another key area of conversation that has arisen is the need for alignment and

integration between corporate sales and marketing functions. According to a report

from the Chief Marketing Officer (CMO) Council, only 40 percent of companies have

formal programs, systems or processes in place to align and integration between the

two critical functions.

Traditionally, these two functions, as referenced above, has been largely segmented

and left in siloed areas of tactical responsibility. In Glen Petersen’s book, “The Profit

Maximization Paradox,” the changes in the competitive landscape between the 1950s

46

and today are so dramatic that the complexity of choice, price and opportunities for

the customer forced this seemingly simple and integrated relationship between sales

and marketing to change forever. Petersen goes on to highlight that salespeople are

spending approximately 40 percent of their time preparing customer-facing

deliverables while leveraging less than 50 percent of the materials created by

marketing, adding to the perception that marketing is out of touch with the customer,

and sales is resistant to messaging and strategy.

Internet applications, commonly referred to as Sales 2.0 tools, have also increasingly

been created to help align the goals and responsibilities of marketing and sales

departments.

Sales intelligence

The term Sales intelligence (SI) refers to technologies, applications and practices for

the collection, integration, analysis, and presentation of Sales information. The

purpose of Sales intelligence is to support better business decision making by sales

people. It dates back to 1996 when the original product was developed by a company

called Vecta Sales Solutions Ltd. (Part of the Edp Group)

SI describes a set of concepts and methods to improve Sales Performance and

decision making by using fact-based Transaction information. SI is usually integrated

or includes (CRM) Customer Relationship Management. Sales Intelligence systems

are data-driven.

Sales Intelligence is similar to Business Intelligence (BI) but is specifically designed

for the use of Sales People and Sales Managers.

Sales intelligence solutions are predominantly designed for companies in the

manufacturing, distribution and wholesale sectors. These are highly competitive

markets, where volumes are high, margins are low.

(SI) solutions provide unique insight into customer buying patterns. By automatically

analysing and evaluating these patterns, Sales Intelligence pro-actively identifies and

delivers up-sell, cross-sell and switch-sell opportunities.

47

Most good Sales Intelligence products will inform you if there's a potential customer

drift issue, so you can address the situation before it becomes a problem.

Unlike customer relationship management (CRM) and traditional business

intelligence (BI) applications, Sales Intelligence analyses your existing sales data to

pro-actively deliver actionable, relevant information.

48

1. What is the model of BIKE used by customers?

A) SPLENDER +

B) PASSION +

C) GLAMOUR

D) CBZ X-TREME

E) KARIZMA

Interpretation:

It is observed that 37% of the total respondents use SPLENDER+,

37% of the respondents use PASSION+,13% of the respondents use HEROHONDA

GLAMOUR,10% of the respondents use HEROHONDA CBZ-XTREM and last 03%

of respondents use HEROHONDA KARIZMA model.

0%

5%

10%

15%

20%

25%

30%

35%

40%

SPLENDER + PASSION + GLAMOUR CBZ X-TREME KARIZMA

S.No Models No.of Respondents Percentage

1

2

3

4

5

SPLENDER +

PASSION +

GLAMOUR

CBZ X-TREME

KARIZMA

37

37

13

10

03

37%

37%

13%

10%

03%

Total No.of Respondents 100 100%

49

2. Which type of BIKE have you bought?

A) New

B) Pre Owned

Interpretation:

From the survey conducted it is observed that 94% of the respondent’s

purchased new bikes and 6% of the respondent’s purchased Pre Owned bikes.

0

10

20

30

40

50

60

70

80

90

100

New Pre Owned

S.No Buyers No. of Respondents Percentage

1

2

New

Pre Owned

94

6

94%

6%

Total No. of Respondents 100 100%

50

3. Whether the price of the Vehicle is?

A) Affordable

B) Not Affordable

Interpretation:

It is observed that 85% of the people feel that the price of vehicle is

affordable, and 15% of people feel that the price of vehicle is not affordable.

0

10

20

30

40

50

60

70

80

90

Affordable Not Affordable

S.No Price No. of Respondents Percentage

1

2

Affordable

Not Affordable

85

15

85%

15%

Total No. of Respondents 100 100%

51

4. What is the purpose of buying this BIKE?

A) Personal use

B) Other use

Interpretation:

From the data collected it is observed that 87% of the customers use their

vehicle for personal use, 13 % of the buyers use for other use.

0

10

20

30

40

50

60

70

80

90

100

Personal use Other use

S.No Purpose of buying No. of Respondents Percentage

1

3

Personal use

Other use

87

13

87%

13%

Total No. of Respondents 100 100%

52

5. How influenced in buying this BIKE?

A) Your self

B) Family

C) Friends

D) Advertisement

Interpretation:

From the study it is observed that 48% is influenced by themselves, 36% feel

that the family place a vital role to purchase there vehicle, and then comes to friends

12% and then advertisement 8%

0

10

20

30

40

50

60

Your self Family Friends Advertisement

S.No Influenced No. of Respondents Percentage

1

2

3

4

Your self

Family

Friends

Advertisement

48

32

12

8

48%

32%

12%

8%

Total No. of Respondents 100 100%

53

6. What does this BIKE convey?

A) Status

B) Necessity

C) Comfort

D) Other

Interpretation:

From the data collected it is concluded that 24% of the consumers purchase

the vehicle to maintain the status, where as 54% of the consumers purchase the

vehicle because of their necessity. 18% of the consumer’s purchases as it give

comfort, 12% of the consumer purchase the vehicle for other reason.

0

10

20

30

40

50

60

Status Necessity Comfort Other

S.No Car Conveys No. of Respondents Percentage

1

2

3

4

Status

Necessity

Comfort

Other

24

54

18

04

24%

54%

18%

04%

Total No. of Respondents 100 100%

54

7. What are the reasons for buying this BIKE?

A) Price

B) Mileage

C) Service

D) Brand Image

Interpretation:

It is concluded from the study that 34% of them say that price is crucial, 53%

of them say mileage and 7% & 6% of them say service and brand image.

0

10

20

30

40

50

60

Price Mileage Service Brand Image

S.No Crucial No. of Respondents Percentage

1

2

3

4

Price

Mileage

Service

Brand Image

34

53

7

6

34%

53%

7%

6%

Total No. of Respondents 100 100%

55

8. You use your BIKE mostly for?

A) Office

B) Family

C) Long drives

D) Shopping

Interpretation:

It was observed that 44% of the respondents use there vehicle for going

to office, 45% of the respondents use there vehicle to take there family out

and 2% and 9% of the respondents use there vehicle of shopping and long

drives.

0

5

10

15

20

25

30

35

40

45

50

Office Family Long Drives Shopping

S.No Car used for No. of Respondents Percentage

1

2

3

4

Office

Family

Long Drives

Shopping

44

45

9

2

44%

45%

9%

2%

Total No. of Respondents 100 100%

56

9. How long you will use this vehicle?

A) 1-2 years

B) 2-4 years

C) 4-8 years

D) 8 years & above

Interpretation:

From the study it is observed that 5%and 15% of the consumer keep

their vehicle 1-2 years and 2-4 years and 68% and 12% of consumers keep

their vehicle for 4-8 years and 8 years &above.

0

10

20

30

40

50

60

70

80

1-2 years 2-4 years 4-8 years 8 years & above

S.No How long you will

use

No. of Respondents Percentage

1

2

3

4

1-2 years

2-4 years

4-8 years

8 years & above

5

15

68

12

5%

15%

68%

12%

Total No. of Respondents 100 100%

57

10. Rate your satisfaction for the service provided by the Organization?

A) Excellent

B) Good

C) O.K

D) Poor

Interpretation:

From the survey conducted satisfied level at service center show at X-

axis and No. Respondents at Y-axis. 7 % of the consumers said excellent,

61% said good and 24% and 8% of the consumers said ok and poor.

0

10

20

30

40

50

60

70

Excellent Good O.K Poor

S.No Satisfaction level at

service station

No. of Respondents Percentage

1

2

3

4

Excellent

Good

O.K

Poor

7

61

24

8

7%

61%

24%

8%

Total No. of Respondents 100 100%

58

11. Are you satisfied with mileage give by your bike?

A) yes

B) no

Interpretation:

It is observed that 81% of the respondents are satisfied with mileage

given by there car and 19% are not satisfied with mileage given by their

BIKES.

0

10

20

30

40

50

60

70

80

90

Yes NO

S.No Satisfied with

mileage

No. of Respondents Percentage

1

2

Yes

NO

81

19

81%

19%

Total No. of Respondents 100 100%

59

12. Are you satisfied with the sales and service promotion of hero?

Interpretation:

From the above chat it is observed that 85% of the respondents are satisfied

with the sales and service promotions of Hero.

0102030405060708090

Yes NO

S.No Satisfied with sales

promotion

No. of Respondents Percentage

1

2

Yes

NO

85

15

85

15

Total No. of Respondents 100 100%

60

13. Are You Satisfied With The Performance Of The The Bike After Servicing.

Primitive Cultivation Respondents Percentage Yes 90 90 No 10 10

Total 100 100 Interpretation It is derived from the above percentage analysis that the majority (90%) of

respondents are satisfied with the performance of the bike after servicing.

0

2

4

6

8

10

12

14

16

1-2 years 2-4 years

61

14. Respondents Opinion on additional facilities

Additional Facilities Respondents Percentage Yes 36 36 No 64 64

Total 100 100

Interpretation From the above percentage analysis it is made clear that the majority (64%) of

the respondents are not satisfied with the additional facilities that is currently

available in the service centre.

0

10

20

30

40

50

60

70

Excellent Good

62

15. ARE YOU SATISFIED WITH THE SERVICE PRICE OF HERO

Primitive Cultivation Respondents Percentage Yes 90 90 No 10 10

Total 100 100

Interpretation It is derived from the above percentage analysis that the majority (90%) of respondents are satisfied with the servicing price of hero.

0

2

4

6

8

10

12

14

16

1-2 years 2-4 years

63

16. Respondents Ranking of Attributes

Attributes Respondents Percentage Warranty 13 13 Mechanical Services 24 24 Availability of spares 15 15 Maintenance cost 18 18 Driving comfort 11 11 Re-sale value 7 7 Ease of Repairs 12 12

Total 100 100

Interpretation The above percentage analysis infers that the majority (24%) of the respondents are expecting mechanical services form the company.

0

5

10

15

20

25

30

64

17. Satisfaction level of customers regarding the quality of advice

INTERPRETATION:

From the above analysis it is interpreted that

• 88% of respondents are very satisfied with the service provided in the hero

88%

4% 5% 3% 0.91%0%

20%

40%

60%

80%

100%

Very satisfied

Somewhat satisfied

Neither satisfied nor dissatisfied

Somewhat dissatisfied

Very dissatisfied

Perc

enta

ge o

f res

pond

ents

Opinion

S. No Opinion No. Of respondents

Percentage of respondents

1 Very satisfied 88 88%

2 Somewhat satisfied 4 4%

3 Neither satisfied nor dissatisfied 5 5%

4 Somewhat dissatisfied 3 3%

5 Very dissatisfied 1 1%

Total 100 100%

65

18. Satisfaction level of customers regarding the quality of advice

INTERPRETATION:

From the above analysis it is interpreted that

• 88% of respondents are very satisfied with the service provided in the hero.

88%

4% 5% 3% 0.91%0%

20%40%60%80%

100%

Very satisfied

Somewhat satisfied

Neither satisfied nor dissatisfied

Somewhat dissatisfied

Very dissatisfied

Perc

enta

ge o

f res

pond

ents

Opinion

Percentage of respondents

S. No Opinion No. Of respondents

Percentage of respondents

1 Very satisfied 88 88%

2 Somewhat satisfied 4 4%

3 Neither satisfied nor dissatisfied 5 5%

4 Somewhat dissatisfied 3 3%

5 Very dissatisfied 1 1%

Total 100 100%

66

19. Satisfaction level of customers regarding the helpfulness of representative

INTERPRETATION:

From the above analysis it is interpreted that • 53% of respondents are very satisfied with the helpfulness of Representative

at hero

53%

19%11% 11%

6%

0%

10%

20%

30%

40%

50%

60%

Very satisfied Somewhat satisfied

Neither satisfied nor dissatisfied

Somewhat dissatisfied

Very dissatisfied

Perc

enta

ge o

f res

pond

ents

Opinion

Percentage of respondents

S. No Opinion No. Of respondents

Percentage of respondents

1 Very satisfied 53 53%

2 Somewhat satisfied 19 19%

3 Neither satisfied nor dissatisfied 11 11%

4 Somewhat dissatisfied 11 11%

5 Very dissatisfied 6 6%

Total 100 100%

67

20. Opinion of customers regarding the trusting the relationship of the company

Chart: 4.16

INTERPRETATION: From the above analysis it is interpreted that

• 71% of respondents are strongly agreed that they trust the relationship with the hero

71%

20%

5% 5%0%

0%10%20%30%40%50%60%70%80%

Strongly agreed

Agreed Neutral Disagreed Strongly disagreed

Perc

enta

ge o

f res

pond

ents

Opinion

Percentage of respondents

S. No Opinion No. Of respondents

Percentage of respondents

1 Strongly agreed 71 71%

2 Agreed 20 20%

3 Neutral 5 5%

4 Disagreed 5 5%

5 Strongly disagreed 0 0%

Total 100% 100%

68

CALCULATION OF SALES SATISFACTION INDEX

Sales satisfaction index is the index of overall satisfaction of Hero MotoCorp Ltd.

(Baradwaj Auto Tech Pvt Ltd.) customers as a whole.

The overall satisfaction is the average of the scores of the key variables, which in turn

is the cumulative of the positive responses of the customers, converted to a

scale of ten. The responses of the customers have also been recorded over

repeat purchases, referrals and their satisfaction to cross check with the

calculated result.

S.No Key Deliverables Score Score on scale of Ten

1 Human Interaction 210/225 9

2 Product Information 215/225 9

3 Time & Promptness 175/225 7

4 Consistency 254/300 8

5 Convenience 413/450 9

Cumulative Score 42

Sales Satisfaction Index

Overall Satisfaction = Average (Cumulative Score)

= 42/5

= 8.4

Sales Satisfaction Index = 8.4 on scale of ten

69

FINDINGS

It is observed that 37% of the total respondents use SPLENDER+, 37% of the

respondents use PASSION+,13% of the respondents use HEROHONDA

GLAMOUR,10% of the respondents use HEROHONDA CBZ-XTREM and

last 03% of respondents use HEROHONDA KARIZMA model.

From the survey conducted it is observed that 94% of the respondent’s

purchased new bikes and 6% of the respondent’s purchased Pre Owned bikes.

It is observed that 85% of the people feel that the price of vehicle is

affordable, and 15% of people feel that the price of vehicle is not affordable.

From the data collected it is observed that 87% of the customers use their

vehicle for personal use, 13 % of the buyers use for other use.

From the study it is observed that 48% is influenced by themselves, 36% feel

that the family place a vital role to purchase there vehicle, and then comes to

friends 12% and then advertisement 8%

From the data collected it is concluded that 24% of the consumers purchase

the vehicle to maintain the status, where as 54% of the consumers purchase the

vehicle because of their necessity. 18% of the consumer’s purchases as it give

comfort, 12% of the consumer purchase the vehicle for other reason.

It is concluded from the study that 34% of them say that price is crucial, 53%

of them say mileage and 7% & 6% of them say service and brand image.

It was observed that 44% of the respondents use there vehicle for going to

office, 45% of the respondents use there vehicle to take there family out and

2% and 9% of the respondents use there vehicle of shopping and long drives.

From the study it is observed that 5%and 15% of the consumer keep their

vehicle 1-2 years and 2-4 years and 68% and 12% of consumers keep their

vehicle for 4-8 years and 8 years &above.

From the survey conducted satisfied level at service center show at X-axis and

No. Respondents at Y-axis. 7 % of the consumers said excellent, 61% said

good and 24% and 8% of the consumers said ok and poor.

It is observed that 81% of the respondents are satisfied with mileage given by

there car and 19% are not satisfied with mileage given by their BIKES.

70

it is observed that 85% of the respondents are satisfied with the sales and

service promotions of Hero.

90% of respondents are satisfied with the performance of the bike after

servicing.

64% of the respondents are not satisfied with the additional facilities that is

currently available in the service centre.

90% of respondents are satisfied with the servicing price of hero.

24% of the respondents are expecting mechanical services form the company.

88% of respondents are very satisfied with the service provided in the hero

88% of respondents are very satisfied with the service provided in the hero.

53% of respondents are very satisfied with the helpfulness of Representative

at hero

71% of respondents are strongly agreed that they trust the relationship with

the hero

71

SUGGESTIONS:

• Hero should introduce a low price moped.

• For the promotion, company show makes road-show that will increase

the sale.

• The company should give more concentrate on the advertisement.

• Hero Company should implement a new strategy to reduce the

competition and lead into the bike market.

• As people expect more mileage per kilometer, company should

increase the mileage of the hero bike

• It should increase sales and service promotions.

• It need to introduce some sports bikes for young stars

• Need to concentrate on the mileage of all bikes because 20% of the

customers are unsatisfied with their mileage.

• New designed bikes must be introduce, so that sales will be increased.

72

CONCLUSION

Most of the respondents are use SPLENDER+.

Most of the respondent’s purchased new bikes.

Most of the feel that the price of vehicle is affordable.

Most of the customers use their vehicle for personal use.

Most of the respondents are influenced by themselves.

Most of the consumers purchase the vehicle to maintain the status.

Most of the respondents are said price is crucial.

Most of the respondents use there vehicle for going to office

Most of the consumer keeps their vehicle 1-2 years.

Most of the respondents satisfied level at service center.

Most of the respondents are satisfied with mileage given by there bike.

Most of the respondents are satisfied with the sales and service promotions of

Hero.

Most of respondents are satisfied with the performance of the bike after

servicing.

Most of the respondents are not satisfied with the additional facilities that is

currently available in the service centre.

Most of respondents are satisfied with the servicing price of hero.

Most of the respondents are expecting mechanical services form the company.

Most of respondents are very satisfied with the service provided in the hero

Most of respondents are very satisfied with the service provided in the hero.

Most of respondents are very satisfied with the helpfulness of Representative

at hero

Most of respondents are strongly agreed that they trust the relationship with

the hero

73

BIBLIOGRAPHY

BOOKS: Principles of marketing: KOTLER ARMSTRONG.

Marketing Management: PHILIP KOTLER.

(Analysis , Planning Implementation and Control)

Services Marketing : TATA Mc GRAHILL.

Marketing Research : G.C.BERI.

Research Methodology : KOTHARI. C.R.

Websites:

www.heromoto.com

www.bus.umich.edu

http://www.asq.org

74

QUESTIONNAIRE

Customer Name: __________________________________________________

Telephone No: ______________________Mobile:________________________

Occupation Age: Income:

.

1. What is the model of bikes used by customers?

a. SPLENDER +

b. PASSION +

c. GLAMOUR

d. CBZ X-TREME

e. KARIZMA

2. Which type of bike bought?

a. New

b. Pre Owned

3. Whether the price of the Vehicle is?

a. Affordable

b. Not Affordable

4. What is the purpose of buying this bike?

a. Personal use

b. Rental use

c. Other use

5. Who influenced in buying this bike?

a. Your self

b. Family

c. Friends

d. Advertisement

75

6. What does this car convey?

a. Status

b. Necessity

c. Comfort

d. Other

7. What are the reasons for buying this biker?

a. Price

b. Mileage

c. Service

d. Brand Image

8. You use your bike mostly for?

a. Office

b. Family

c. Long drives

d. Shopping

9. How long you will use this vehicle?

a. 1-2 years

b. 2-4 years

c. 4-8 years

d. 8 years & above

10. Rate your satisfaction for the service provided by the Organization?

a. Excellent

b. Good

c. O.K

d. Poor

11. Are you satisfied with mileage give by your bike?

a. yes

b. no

76

12. Are you satisfied with the sales and service promotion of Hero MotoCorp Ltd?

a) Yes b) No

13. Reason of selecting an option of Q.no13?

_______________________________________________________________

___

_______________________________________________________________

___

14. Please give your comments/suggestions to enable us to improve services at

this

Herohonda authorized showroom.

_______________________________________________________________

___

_______________________________________________________________

___

Thanking for taking a precious time for giving this feedback’

77