26991079 customer-satisfaction-in-bajaj
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26991079 customer-satisfaction-in-bajaj 26991079 customer-satisfaction-in-bajaj Document Transcript

  • INTRODUCTION:Satisfaction is a person’s feelings of pleasure or disappointment resulting fromcomparing a product’s perceived performance (or outcome) in relation to his orher expectations. Whether the buyer is satisfied after purchase depends on theoffer’s performance in relation to the buyer’s expectations. If the performancefalls short of the expectations, the customer is dissatisfied. If the performancematches the expectations, the customer is satisfied. If the performance exceedsexpectations the customer is highly satisfied or delighted. A company would bewise to measure customer satisfaction regularly because one key to customerretention is customer satisfaction. A highly satisfied customer generally staysloyal longer, buys more as the company introduces new products and upgradesexisting products, talks favourably about the company and its products, paysless attention to competing brands and is less sensitive to price, offers productor service ideas to the company, and costs less to serve than new customersbecause transactions are routine. When customers rate their satisfaction with anelement of the company’s performance - say, delivery. It could mean earlydelivery, on-time delivery, order completeness, and so on. The company mustalso realize that two customers can report being “highly satisfied” for differentreasons. One may be easily satisfied most of the time and the other might behard to please but was pleased on this occasion. A number of methods exist tomeasure customer satisfaction. Periodic surveys can track customer satisfactiondirectly. Respondents can also be asked additional questions to measurerepurchase intention and the likelihood or willingness to recommend thecompany and brand to others. Companies that do achieve high customersatisfaction ratings make sure their target market knows it. For customercentered companies, customer satisfaction is both a goal and a marketing tool.Although the customer-centered firm seeks to create high customer satisfaction,that is not its ultimate goal. If the company increases customer satisfaction bylowering its price or increasing its services, the result may be lower profits. Thecompany might be able to increase its profitability by means other thanincreased satisfaction (for example, by improving manufacturing processes orinvesting more on R&D). Also, the company has many stakeholders, includingemployees, dealers, suppliers and stock holders. Spending more to increasecustomer satisfaction might divert funds from increasing the satisfaction ofother “partners”. Ultimately, the company must operate on the philosophy that itis trying to deliver a high level of customer satisfaction subject to delivering
  • acceptable levels of satisfaction to the other stakeholders, given its totalresources.COMPANY’S HISTORY: Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj TradingCorporation Private Limited. It started off by selling imported two- and threewheelers in India. In 1959, it obtained license from the Government of India tomanufacture two- and three-wheelers and it went public in 1960. In 1970, itrolled out its 100,000th vehicle. In 1977, it managed to produce and sell100,000 vehicles in a single financial year. In 1985, it started producing atWaluj in Aurangabad. In 1986, it managed to produce and sell 500,000 vehiclesin a single financial year. In 1995, it rolled out its ten millionth vehicle andproduced and sold 1 million vehicles in a year. Company Profile:Founder Jamnalal BajajYear of Establishment 1926Industry Automotive - Two & Three WheelersBusiness Group The Bajaj GroupListings & its codes BSE – Code: 500490; NSE - Code: BAJAJAUTOPresence Distribution network covers 50 countries. Dominant presence in Sri Lanka, Bangladesh, Columbia, Guatemala, Peru, Egypt, Iran and Indonesia.Joint Venture Kawasaki Heavy Industries of JapanRegistered & Head Office Akurdi , Pune – 411035, India Tel.: +(91)-(20)-27472851 Fax: +(91)-(20)-27473398Works • Akurdi, Pune 411035 • Bajaj Nagar, Waluj Aurangabad 431136 • Chakan Industrial Area, Chakan, Pune 411501E-mail rahulbajaj@bajajauto.co.inWebsite www.bajajauto.comBajaj Auto Limited.
  • The Groups principal activity is to manufacture two and three wheeler vehicles.Other activities of the group include insurance and investment business. TheGroup operates in three segments, which are Automotive, Insurance andInvestment and Others. It has a network of 498 dealers and over 1,500 servicedealers and 162 exclusive three-wheeler dealers spread across the country.About BajajThe Bajaj Group is amongst the top 10 business houses in India. Its footprintstretches over a wide range of industries, spanning automobiles (two-wheelersand three-wheelers), home appliances, lighting, iron and steel, insurance, traveland finance. The group’s flagship company, Bajaj Auto, is ranked as theworld’s fourth largest two- and three- wheeler manufacturer and the Bajaj brandis well-known in over a dozen countries in Europe, Latin America, the US andAsia. Founded in 1926, at the height of Indias movement for independencefrom the British, the group has an illustrious history. The integrity, dedication,resourcefulness and determination to succeed which are characteristic of thegroup today, are often traced back to its birth during those days of relentlessdevotion to a common cause. Jamnalal Bajaj, founder of the group, was a closeconfidant and disciple of Mahatma Gandhi. In fact, Gandhiji had adopted him ashis son. This close relationship and his deep involvement in the independencemovement did not leave Jamnalal Bajaj with much time to spend on his newlylaunched business venture. His son, Kamalnayan Bajaj, then 27, took over thereins of business in 1942. He too was close to Gandhiji and it was only afterIndependence in 1947, that he was able to give his full attention to the business.Kamalnayan Bajaj not only consolidated the group, but also diversified intovarious manufacturing activities.The present Chairman and Managing Director of the group, Rahul Bajaj, tookcharge of the business in 1965. Under his leadership, the turnover of the BajajAuto the flagship company has gone up from Rs.72 million to Rs.46.16 billion(USD5 936 million), its product portfolio has expanded from one to and thebrand has found a global market. He is one of India’s most distinguishedbusiness leaders and internationally respected for his business acumen andentrepreneurial spirit.Management Profile:
  • Rahul BajajChairmanRahul Bajaj is an honours Graduate in Economics and Law and a BusinessGraduate from the Harvard Business School. He was appointed Chief ExecutiveOfficer of Bajaj Auto in 1968 and took over later as Head of the Bajaj Group ofcompanies. Madhur BajajVice Chairman.After graduating in Commerce, Mr. Bajaj did his MBA from Lausanne,Switzerland. Joined as DGM6 in March 1983, took over as General Manager -Aurangabad Division in June 1986, as its Chief Executive in October 1988,became President of Bajaj Auto in September 1994, Executive Director in May2000 and is Vice Chairman since July 2001.
  • Rajiv BajajManaging DirectorRajiv Bajaj, who took charge as Managing Director on 1st April 2005, is aMechanical Engineer from Pune University. He later did his Masters inManufacturing Systems Engineering from the University of Warwick. HeJoined as Officer on Special Duty in 1990, took over as General Manager(Products) in February 1993, Vice President (Products) in June 1995, Presidentin May 2000, President & Whole Time Director in March 2002 and asJointManaging Director in March 2003. Sanjiv BajajExecutive DirectorMr. Sanjiv Bajaj, who took charge as the Executive Director in April 2004, is aMechanical Engineer from Pune University. He obtained a Masters Degree inManufacturing Systems from the University of Warwick and an MBA degreefrom Harvard Business School. Mr. Sanjiv Bajaj joined as an Officer on SpecialDuty in 1994, took over as the General Manager (CF7) in 1997 and VicePresident (Finance) in April 2001.
  • OBJECTIVES OF THE STUDY• The objective of the study is “Company image Bajaj and Survey research to measure customer satisfaction towards Bajaj Pulsar in Chennai” during the period of MAY – JUNE 2009• To determine the effects of the company image on the sales.• To understand customer attitude towards Bajaj motorcycles and Bajaj auto.• To measure customer satisfaction of Bajaj pulsar motorcycle owners.• To know the market share of Bajaj auto in Chennai.• To predict the boom of automobile industry.• To know the tastes and preferences of people of Chennai when it comes to motorcycles.• To find the reasons for buying Pulsar motorcycle.
  • NEED OF THE STUDYHero Honda, Bajaj Auto and Enfield motorcycles have come out tops in thecustomer satisfaction ratings in the 2007 TNS Motorcycle Total CustomerSatisfaction Study conducted by TNS Automotive. The study says that newlylaunched motorcycles including the Splendor NXG and CBZ Extreme fromHero Honda, Discover 135 from Bajaj Auto and Bullet 350 from Enfield havebeen ranked highest in their respective segments. The study was conducted bycompiling responses of more than 7,000 new motorcycle buyers as regards theperformance of more than 50 models across parameters like sales satisfaction,product quality, motorcycle performance and design, after-sales service, brandimage, and cost-of ownership. The index score provides a measure ofsatisfaction and loyalty that a given model or brand enjoys among its customers.Pradeep Saxena, senior VP, TNS India - Automotive said: "The continuedefforts of the industry in bringing down the cost of ownership and providing agood sales experience have clearly borne fruit. A trend that has been continuingfor the past couple of years is the strong performance of new models. They tendto get high ratings on performance and design, an indicator of the growingdesign capability of the Indian industry ".Saxena adds, "The upper executive segment is a big contributor to the overalldevelopment of the Indian two-wheeler market. The right mix of performance,product design and cost of ownership is making this the preferred option amonga large segment of Indian motorcycle owners who plan to buy a motorcycle infuture". The study also found that the expectation of the buyer of standardmotorcycles (entry level bikes) has gone up from the previous level, now thebuyer also expects similar attention and commitment as the buyer of highervalue bikes. Styling of the bikes in executive segment is gaining importance inoverall customer satisfaction. In transacting with the service dealer, competitivepricing and explanation have gained importance as well as have high impact on
  • retention. For the upper executive segment latest technology and style havegained importance. Explanation of feature and benefit gained in terms of stateimportance while Salesperson knowledge impacts largely on retention.Premium segment buyers are at the center of focus for all of the manufacturersthat have educated the customer and empowered him to buy consciously aftercomparing all the options, now he expects manufacturers to give him the besttechnology, he questions salesperson and look for the best financing optionsavailable and demands quick service. For future purchases the preference formotorcycles with high engine capacity (150cc and above) is seen in all fourregions of the country however it is almost 70% in south closely followed bywest. Across the country, close to 24% of current motorcycle owners intend toupgrade to a four-wheeler as their next vehicle. The propensity to upgrade to acar is higher in the north as compared to other parts of the country. SCOPE OF THE STUDY
  • Bajaj CT100, Hero Honda Splendor+, Honda Unicorn, and Royal EnfieldBullet 350 Delight their CustomersAccording to the findings of the 2005 total customer satisfaction (TCS) studyreleased on 23rd June 2005, by market information provider TNS, the newlylaunched Bajaj CT100 and Honda Unicorn rank highest in their respectivesegments, while Hero Honda Splendor + leads the competitive executive bikes.Royal Enfield continues to dominate the niche cruiser bikes with its Bullet 350recording segment-best ratings. The TCS study was conducted from Aprilthrough June 2005 across 21 centres: Ahmedabad, Ahmednagar, Bangalore,Bhopal, Chandigarh, Chennai, Cochin, Coimbatore, Delhi (NCR), Gorakhpur,Hyderabad, Indore, Jaipur, Kolkata, Lucknow, Ludhiana, Mumbai, Patna, Pune,Surat, and Trivandrum. Representing the responses of more than seven thousandnew-motorcycle buyers towards the performance of 40 models in the key areasof sales satisfaction, product quality, motorcycle performance and design, after-sales service, brand image, and cost-of-ownership, the 2005 Motorcycle TotalCustomer Satisfaction (MTCS) study conducted by TNS specialist division,TNS Automotive, is the largest syndicated motorcycle study in India. The TCSindex score provides a measure of satisfaction and loyalty a given model orbrand enjoys with its customers."The overall industry average TCS score remains unchanged compared to2004," said Rajeev Lochan, General Manager - Asia Pacific of TNSAutomotive. "The gains recorded by most premium and cruiser bikes arenullified by the lack of improvements in the high volume standard andexecutive segments," he added. A commonly observed trend is the strongperformance of new models such as Bajaj CT100, Honda Unicorn, TVS StaR,and Yamaha Fazer. The common differentiator for all these models is evident intheir relatively higher ratings on product performance & design."Among the new models, Honda Unicorn receives the best ratings to overtakeBajaj Pulsar in the premium segment," comments Lochan. "Product quality andcost of ownership perception emerge as Unicorns key strengths.""While newness generally has a positive rub-off on customer perceptions, thisphenomenon is not universally true," mentions Lochan. "Hero Honda Splendor+defies the general trend with a strong performance on all measures of customersatisfaction. Splendors universal appeal is also evident from its consistentratings across regions and over time."The Indian market is extremely sensitiveto mileage/ fuel efficiency - a trend seen since TNS inaugural study in 2003.While this sensitivity is generally seen among all types of owners, it isparticularly relevant for standard and executive bikes where customers attacha high importance to fuel efficiency.
  • "Bajaj CT100 benefits from its segment leading rating on fuel efficiency withits owners also reporting industry-best mileage of 70 kilometers per liter," addsLochan. "However, it is important to diffuse focus from fuel efficiency due tothe heightened customer expectations. This is reflected by TVS Centrasperformance where satisfaction with fuel efficiency is relatively lower despitestrong mileage figures reported by its owners."In addition to the customer evaluations on various aspects of their ownershipexperience, this study also examines key trends in the industry. Some of thesignificant observations are: ▪ 14% of the motorcycle owners surveyed indicate their preference for a car in the next 3 years.▪ Among those intending to buy a car, the average budget varies from about rupees 3.6 lacs for standard and executive bike owners to over 4 lacs for other bike segments; While small car manufacturers such as Maruti, Hyundai, and Tata Motors finds the strongest preference among this group, the preference for Honda, Chevrolet, and Toyota too is significant.▪ 28% of the current motorcycle owners intend to buy an additional or replacement motorcycle in the future; While a majority of these owners prefer Hero Honda and Bajaj, there is a growing preference for Honda."The shift in four-wheeler market composition is already evident with carowners upgrading from two-wheelers accounting for a higher proportion of themarket compared to 3-5 years back," observes Lochan. "The current findingsvalidate that this growth will continue given the rapidly increasing base ofmotorcycle owners. Car manufacturers offering premium compact models arelikely to benefit most from this trend."
  • Scooty Pep Plus & Pleasure Lead Customer Satisfaction RatingsFemale Riders more Satisfied than their Male CounterpartsTNS 2006 Scooter Total Customer Satisfaction StudyContrary to the popular belief, women are not as tough a customer as they aremade out to be in a male-dominated world. They are the ones who are easier tosatisfy compared to their male counterparts. According to Scooter TotalCustomer Satisfaction Survey carried out by TNS Automotive, women have
  • consistently given higher satisfaction scores to the scooter models they usebarring a few exceptions here or there, which are not significant. Representingthe responses of new-scooter buyers towards the performance of 18 models inthe key areas of sales satisfaction, product quality, scooter performance anddesign, after-sales service, brand image, and cost-of-ownership, the 2006Scooter Total Customer Satisfaction (STCS) study conducted by TNSAutomotive, is the largest syndicated scooter study ever done in India. It comesclose on the heels of the 2006 Motorcycle Total Customer Satisfaction (MTCS)study released by TNS Automotive a few days ago. TNS has been conductingMTCS for last five years in India which covers only male customers. For thefirst time, a syndicated study has been conducted to measure and highlight theexpectations and satisfaction of women riders vis-a-vis men for the scootercategory," says Pradeep Saxena, Senior Vice President, TNS Automotive. TheTCS index score provides a measure of satisfaction and loyalty that a givenmodel or brand enjoys among its customers."Though scooters are touted as a declining segment of the two-wheeler industryin comparison to a far more active motorcycle segment, it is clearly deliveringhigher satisfaction to its buyers. This is true even for the men who buy scooters.Is this an omen for the future?" asks Chris Bonsi, Regional Director, TNSAutomotive.Comparing the companies, which make motorcycles as well as scooters,ironically Bajaj Auto, the erstwhile scooter king, is the only company whosescooter customers are less satisfied than its motorcycle customers. In contrastHero Honda, which has entered the scooter market recently is able to delightthose who bought its maiden offering Pleasure. As a company, it leads thesatisfaction scores among motorcycle owners as well as scooter owners. EvenKinetic, whose motorcycles are much lower than competition models, havehigher satisfaction than Bajaj when it comes to scooters. The trend is verysimilar for TVS and Honda Motorcycle and Scooters (HMSI).But, all is not lostfor Bajaj. When it comes to geared scooters, even Honda finds it difficult tobeat Hamara Bajaj. In this segment, Chetak 4S shares the top honours withHonda Eterno. Though Eterno scores far higher on Quality, Chetak 4S makes upwith a much higher score on sales satisfaction. Clearly, Bajaj scooter customersare being treated far better than in the earlier days but the product required achange. Among the ungeared scooters Hero Honda Pleasure tops the rankingsfollowed by Honda Activa."Interestingly though both products share the same broad platform, Pleasurescores higher on Performance & Design as well as Quality, In addition, it
  • rides on the strong brand image of Hero Honda," explains Pradeep Saxena.However, Pleasure is not Just4her, its male buyers are a tad more satisfied thanits female owners. In the scooter segment, TVS Scooty Pep Plus is the king ormay be we should call it the queen. This indigenously developed product takeson the high mighty and is the top scoring model in the entire scooter industry. Itsays a lot about the capability of its designers in understanding the needs oftheir customers as it is the only model achieving a three digit score onPerformance & Design in 2006 among all two-wheelers. However, Chris Bonsiadds a word of caution here for the scooters manufacturers. "As per the study,the satisfaction with scooters drops much faster with their age (ownershipperiod) compared to scooters, geared or ungeared. Manufacturers must payattention to this as this steep fall happens in the case of Quality and Cost ofOwnership - an area very close to the heart of Indian consumers." The studyalso shatters a popular myth that north India is enamoured with geared scooters.In fact, it is the South India that provides the highest satisfaction scores to thiscategory. On the converse, North Indians are more satisfied with ungeared
  • scooters. LIMITATIONS
  • 1. During the survey most of the respondents contacted had newly purchasedthe motorcycle thus they could not respond accurately i.e. their satisfaction leveland defects in the motorcycles.2. The research is directly concerned with the study of human preference andbehavior and achieving absolute mathematical accuracy towards this was notpossible.3. Secondary data about MaliniSri motors was rarely found as this firm wasnew and not much has been written about it. The researcher had to depend onthe discussion made with the manager of the unit.4. Some data like abbreviations and detailed promotional activities were scarce even on internet. CHAPTER – 2
  • RESEARCH METHODOLOGYSurvey research is the systematic gathering of information from respondents forthe purpose of understanding and/or predicting some aspects of the behaviour ofthe population of interest. It is the most common method of collecting primarydata for marketing decisions. Survey can provide data on attitudes, feelings,beliefs, past and intended behaviour, knowledge, ownership, personalcharacteristics and other descriptive items. Survey research is concerned withadministration of questionnaires (interviewing). The survey research must beconcerned with sampling, questionnaire design, questionnaire administrationand data analysis. The administration of questionnaire to an individual or groupof individuals is called an interview. A questionnaire is simply a formalized setof questions for eliciting information. As such, its function is measurement andit represents the most common form of measurement in marketing research.The report has been prepared as per the information obtained from twosources. They are:1. Primary data2. Secondary data1.Primary data:The primary data included the information collected from the1. Proprietor, manager and employees of MALAINI SRI BAJAJ motors.2. Structured questionnaire3. Personal interview with customer2.Secondary data:Secondary data includesa. Data from various magazines esp. bike magazines.b. Internetc. Brochuresd. Books
  • e. Newspapers etcSampling plan:Data collected has been analyzed and interpreted by using simple percentagemethod and finally the data is presented in graphs and charts.Sampling frame :1. Customers visiting showrooms for servicing their motorcycles2. Shopping malls, Supermarket, Markets, College parking etcSampling unit:Motorcycles owners esp. Bajaj Pulsar motorcycle ownersSampling method:Simple random sampling method was used.Desired sample size: A sample size of 60 motorcycle owners was specified. Survey administration process
  • DATA ANALYSIS AND INTERPRETATIONSWOT Analysis:Market trends must be considered as the company the company developsits marketing strategies. 1. Strengths:
  • • "Bajaj" is a well established Brand name in the scooter segment. • Bajaj Auto is a cost-effective producer in the two wheeler market. • It has a huge market share in the scooter segment of the two-wheeler industry. This acts as a cushion for the company in their efforts of foraying into the motorcycle segment. • Bajaj has established a wide distribution network for the scooter segment which will favor them in their efforts in the motorcycle segment. • Marketing has been a strength for Bajaj since inception. Strengths are internal capabilities that can help the company reach its objectives Bajaj can build three important strengths: 1. Style 2. Pick up 3. Speed2. Weaknesses: • Bajaj has become a generic name associated with the scooters and that needs to be changed in the minds of the consumers before it could expect a great success in the motorcycle segment. • Bajaj is dependent on its foreign counterparts for technological support. This needs to be addressed as it might be crucial when the foreign players enter the Indian market directly. Weaknesses are internal elements that may interfere with the company’s ability to achieve its objectives. The weaknesses evaluated after the study are: 1. Heavy weight of the motorcycles 2. Mileage 3. Costly spare parts3. Opportunities: • The motorcycle segment is expected to grow at a considerable rate and this would provide a good opportunity for Bajaj Auto to increase its
  • market share in this segment. • Kawasaki of Japan, when it comes to India, can help Bajaj enhance its product portfolio in the motorcycle segment as Kawasaki plans to use Bajajs manufacturing base for its global operations. Opportunities are areas of buyer’s needs or potential interest in which the company might perform profitability. They are all external factors. Bajaj can take advantage of three major market opportunities: 1.Increasing demand for high speed motorcycles. 2. Launching low cost motorcycles especially for India’s large number of middle class which is more than 60% of total population. 3. Reaching the towns through dealership as the middle class living in this area is getting rich and their purchasing power is also increasing.4. Threats: • The market share in the scooter segment has taken a beating from TVS Suzukis entry into this segment. • Entry of Multinational companies, especially Chinese ones, in the motorcycle segment will stiffen the competition and will hamper the efforts of Bajaj to establish itself in the motorcycle segment. Threats are challenges posed by an unfavourable trend or development that could lead to lower sales and profit. They are external factors. Bajaj faces three major threats in future: 1. Increasing competition 2. Launch of cheaper motorcycles by competitors 3. Launch of cheaper cars by TATA whose price is equivalent to Bajaj’s Pulsar segment
  • ANALYSIS & INTERPRETATION:The data collected with the help of questionnaires is tabulated and analyzed.1. Classification as per ownership of motorcycle: Q no1 .Do you own a motorcycle? Table 1 Response No. of respondents Percentage Yes 53 83.33 No 7 16.67 Total 60 100 Chart 1.1
  • 1. Chart 1.1 reveals the motorcycle ownership in Tondaiyarpet. Thesurvey revealed that 83.33% own motorcycles and11.67% do not ownmotorcycle.2. Classification as per ownership of Bajaj motorcycle Q no2. Do you own bajaj motorcycle? Table 2 Response No. of respondents Percentage Yes 40 66.67 No 20 33.33 Total 60 100 Chart 2.1
  • 2.Chart 2.1 reveals the market share of Bajaj motorcycle companies in Tondaiyarpet(Chennai).Out of 60 owning motorcycles 66.67% are owning Bajaj and 33.33% are not owning Bajaj Motorcycles.3.Classification based brand-wise ownership ofBajaj Auto: Q no3.Which motorcycle of Bajaj Auto do you own? Table 3 Brand NO. Of Percentage Respondent Pulsar 25 41.67 Discover 15 25 XCD 15 25 Platina 2 3.33 Other 3 5 Total 60 100 Chart 3.1
  • 3.Chart 3.1 exhibits ownership of various brands of Bajaj i.e. 23 of them own Bajaj motorcycles .Pulsar is owned by 41.67%, Discover 25%, XCD 1525%, Platina 3.33% and Others 5%. 4.Classification based on series-wise ownership of Bajaj Pulsar motorcycle: Q no4.Which series of Bajaj Pulsar motorcycle do you own? Table 4 Pulsar NO.of Percentage Series Respondent 150 cc 20 33.33 180 cc 18 30 200 cc 12 20 220 cc 10 16.67 Total 60 100 Chart 4.1 4.Chart 4.1 reveals series wise ownership of Pulsar i.e. 33.33% are owning 150cc 30% are owing 180cc, 20% are owing 200cc and 16.67% are owing 220cc5. Classification based on main reasons for purchasing Bajaj Pulsar motorcycles: Q no5. Tick any 5 reasons for selecting Bajaj Motorcycle?
  • Table 5 Reason For NO.of Percentage Purchase Respondent Style 15 25 Brand Image 10 16.67 Mileage 5 8.33 Pick Up 10 16.67 Price 5 8.33 Resale Value 3 5 Popularity 5 8.33 Comfort 2 3.33 Safety 4 6.67 Low Maintainence 1 1.67 Total 60 100 Chart 5.15.Chart 5.1 reveals the maximum reasons for selecting Bajaj Pulsarmotorcycle.
  • 6.Classification based on source of information for the purchase of Bajaj Pulsar motorcycle : Q no6.What was the source of information for the purchase of Bajaj Pulsar motorcycle? Table 6 Source Of NO.of Percentage Information Respondent Family 10 16.67 Friends 20 33.33 Advertisements 10 16.67 Mechanics 10 16.67 Dealers 8 13.33 Others 2 3.33 Total 60 100 Chart 6.1 6.Chart 6.1 reveals the main sources of information to purchase Bajaj Pulsar motorcycle.7.Classification based on satisfaction level ofBajaj motorcycle customers: Q no7. What is your level of satisfaction towards Bajaj Pulsar motorcycles? Table 7 Level Of NO.Of Percentage
  • Satisfaction Respondent 0-25% 10 16.67 25-50% 25 41.67 50-75% 10 16.67 75-100% 15 25 Total 60 100 Chart 7.1 7.Chart 7.1 shows the level of satisfaction of Bajaj motorcycle owners towards their motorcycle 60 respondents were 0-25% are 16.67%, 25- 50% are 41.67%,50-75% are 16.67% and 75-100% are 25%.8.Classification based on feelings when the BajajPulsar motorcycle owners ride the bike: Q no8. How do you feel when you ride your Bajaj motorcycle? Table 8 Customers NO.Of Percentage Feeling Respondent Excited 20 33.33 Playful 15 25 Happy 20 33.33 Boring 3 5 Uncomfortable 2 3.33 Total 60 100
  • Chart 8.18.Most of the motorcycle owners were feeling Playful when the ride their motorcycle with 60 responses, 20 were feeling Excited,15 were playful, 20 were Happy and 3 was feeling Boring and 2 were feeling Uncomfortable as depicted in chart 8.1.9. Classification based on overall rating of BajajAuto: Q no10 .Overall, how would you rate Bajaj Auto? Table 9 Rating NO.Of Percentage Respondent Excellent 25 41.67 Good 30 50 Neither Good Nor Bad 5 8.33 Bad 0 0 Very Bad 0 0 Total 60 100 Chart 9.19.Chart 9.1 shows overall how the Bajaj motorcycle owners rate Bajaj.The table no.14 shown below reveals rating of Bajaj by Pulsar motorcycle andother Bajaj motorcycle owners. Table 14
  • Rating Respondents Respondents Total Owing Bajaj Owing Other Respondents Motor Cycles Bajaj Motor (Pulsar) Cycles Execellent 20 5 25 Good 22 8 30Neither Good Nor 5 0 5 Bad Bad 0 0 0 Very Bad 0 0 0 Total 47 13 6010.Classification based on willingness to buy BajajPulsar or any of the Bajaj Auto’s motorcycle? Q no11.Do you wish to buy Bajaj Pulsar or any of the Bajaj Auto’s motorcycle? Table 10 Willingness NO.Of Percentage Respondent Definitely will Buy 25 41.67 Probably Will Buy 15 25 Might or Might Not 10 16.67 Buy Probably Will Not 8 13.33 Buy Definitely Will Not 2 3.33 Buy Total 60 100
  • Chart 10.110.Chart 10.1 reveals the willingness of other respondents who do not ownBajaj but are willing to buy Bajaj motorcycle in future. Table no.15 reveals thewillingness of all respondents to buy Bajaj Pulsar motorcycle.Classification as per Willingness to buy Bajaj Pulsar of those not owning Pulsar Table 15 Willingness Those owing Those Those who Total Bajaj Motor owing other are owing Cycles Motor motor Cycles cyclesDefinitely will 10 5 10 25 buy Probably will 5 3 7 15 BuyMight or Might 5 0 5 10 not buy Probably will 2 4 2 8 not buyDefinitely will 0 0 2 2 not buy Total 22 12 26 60
  • Table no.16 reveals the respondents of other company’s motorcycle ownerswillig to buy Bajaj motorcycleClassification as per Willingness to buy Bajaj those owning other company’sMotorcycle Table 16 Willing Hero TVS Honda Other Total Honda nessDefinitely 10 5 8 2 25 will buy Probably 5 3 2 5 15 will BuyMight or 2 3 4 1 10Might not buy Probably 2 2 2 2 8 will not buy Definitely 1 0 1 0 2will not buy Total 20 13 17 10 60
  • 11.Classification based on age ofrespondent: Q .no 12b. Which age group do you belong? Table 11 Age Group NO. Of Percentage Respondent 18-25 37 61.67 26-35 18 30 36-45 3 5 46 and Above 2 3.33 Total 60 100 Chart 11 .1
  • 11.Chart 11.1 shows the age wise classification of all respondents .i.e. 61.67%are between 18-25,30% are between 26-35, 5% are between 36-45 and 3.33%are above 45 years of age.Table no.17 shows the age of those respondents owning and not owningmotorcycle.Age group Table 17 Age Those Owing Those Not Total Motor Cycles Owing Motor Cycles 18-25 31 6 37 26-35 18 0 18 36-45 2 1 3
  • 45 and Above 2 0 2 Total 53 7 60Table no.18 shows the age of those respondents owning motorcycles of variouscompanies including Bajaj’s.Age wise classification of those owning motorcycles Table 18 Age Bajaj HeroHon Tvs Honda Other Total da 18-25 20 5 5 5 2 37 26-35 10 2 2 2 2 18 36-45 1 2 0 0 0 345 and 1 1 0 0 0 2Above Total 32 10 7 7 4 60Table no.19 shows the age of those respondents owning only Pulsar and othermotorcycles of Bajaj. Table 19 Age Other Bajaj Only Pulsar Total 18-25 15 22 37 26-35 10 8 18 36-45 0 3 3 35 and above 2 0 2 Total 27 33 60 12.Classification based on occupation ofrespondent:
  • Q no12c.What is your occupation? Table 12 Occupation NO.Of Percentage Respondent Students 31 51.67 Business Men 13 21.67 Professionals 1 1.67 Working Professionals 5 8.33 Employees 8 13.33 Others 2 3.33 Total 60 100 Chart 12.112.Chart 12.1 reveals the Occupation wise classification of all respondents.Table no.20 reveals the occupation of all respondents owning motorcycles of
  • various companies Table 20Occupation Bajaj HeroHon TVS Honda Others Total da Students 15 12 2 1 1 31Businessmen 4 5 2 2 0 13Professionals 0 1 0 0 0 1 Working 3 2 0 0 0 5Professionals Employees 3 4 1 0 0 8 Others 1 1 0 0 0 2 Total 26 25 5 3 1 60Table no.21 reveals the occupation of those respondents owning only Pulsar andother brands of Bajaj company. Table 21 Occupation Bajaj pulsar Other bajaj total Motor Cycles Students 20 11 31 Business men 7 6 13 Professionals 1 0 1 Working 4 1 5 professionals Employees 6 2 8 Others 2 0 2 Total 40 20 6013. Classification based on total monthly familyincome of respondents: Q no12d.What is your total monthly family income?
  • Table 13 Monthly NO. Of Percentage Income Respondent Less Than 5000 4 6.67 5000-10000 14 23.33 10000-15000 20 33.33 Above 15000 22 36.67 Total 60 10013.Chart 13.1 reveals the income of all respondents those owning and notowning motorcycles.Table no.22 shows how much respondents fall in which income group and howmany are owning the motorcycles.
  • Table 22 Income Those Owing Those Not Total Motor Cycles Owing Motor Cycles Upto 5000 2 2 4 5001-10000 11 3 14 10001-15000 19 1 20 Above 15000 21 1 22 Total 53 7 60Table no.23 reveals income of respondents and how many of them ownmotorcycles of which company. Table 23 Income Bajaj Hero TVS Honda Others Total Honda Upto 5000 1 2 1 0 0 4 5001-10000 7 5 1 0 1 1410001-15000 8 8 1 1 2 20Above15000 9 8 2 1 2 22 Total 25 23 5 2 5 60Table no.24 reveals the income of respondents owning only Pulsar and othermotorcycles. Table 24 Income Other Motor Only Pulsar Total
  • Cycles of Bajaj Upto 5000 2 2 4 5001-10000 6 8 14 10001-15000 8 12 20 Above 15000 7 15 22 Total 23 37 6014.Classification is based on the service of themotorcycle Q.13. Are you aware of giving free service from the showroom ? Table 14 Response No. of respondents Percentage Yes 55 91.67 No 5 8.33 Total 60 100 Chart 14.1 Chart 14 reveals that aware of free service offered by the showroom.
  • 15. Classification based on Satisfaction of customers towards service of motorcycles: Q.13. a Are you satisfied with the service done in showrooms ? Table 15 Response No. of respondents Percentage Yes 45 75 No 15 25 Total 60 100 Chart 15.1 Chart 15 reveals that customers satisfaction on service towards their motorcycle. STATISTICAL TOOL
  • Chi – Square Analysis Chi-Square test are conducted to test wheather two or more attributesare associated or not. It describes the magnitude of the discriptancy betweentheory and observation. Chi-square can only be used if the experimental data orsample observation are independent of each other. The data collected must bedrawn at random from the universe or population they use the folloeing formulafor calculating the value of chi-aquare. X^2= (O - E)^2 EWhere O = observed frequency E = expected or theoretical frequencyThe degree of freedom is calculated from the frequency table calledcontingency table by using the formula d. f = (C-1)*(R-1)Where, c = no. of cell frequencies in columns; r = no. of frequencies in rows.Chi – Square data is done for owing motorcycle and owing Bajaj motorcycle.1.Null Hypothesis(H0) : There is no significant relationship betweenowingmotor cycle and owing Bajaj motorcycle.Alternative Hypothesis (H1) : There is a significant relationship between owingmotorcycle and owing Bajaj motorcycle.Sample Size is 120 Factors Owing Owing Bajaj Total MotorCycle MotorCycle
  • Yes 53 40 93 No 7 20 27 Total 60 60 120Chi – Square Table : O E O-E (O-E)2 (O-E)/E 53 46.5 6.5 42.25 0.9 7 13.5 -6.5 42.25 3.1 40 46.5 -6.5 42.25 0.9 20 13.5 6.5 42.25 3.1 Sum is 8.0Therefore the sum of tables is 8.0Degree Of Freedom = (r-1)*(c-1) =(2-1)*(2-1) = 1Significance Level at 5%Calculated Value = 8.0 and Tabulated Value = 3.84Therefore Tabulated value is lesser than Calculated ValueHence therefore Null Hypothesis (H1) is accepted and (H0) is rejected.Chi – Square data is done for aware of free service and satisfaction towardsfree service2.Null Hypothesis(H0) : There is no significant relationship between aware offree service and satisfaction towards free service Alternative Hypothesis (H1) : There is a significant relationship between awareof free service and satisfaction towards free serviceSample Size is 120
  • Factors Aware of Free Satisfaction Total Service Towards Free Service Yes 55 45 100 No 5 15 20 Total 60 60 120Chi – Square Table : O E O-E (O-E)2 (O-E)/E 55 50 5 25 0.5 5 10 -5 25 2.5 45 50 -5 25 0.5 15 10 5 25 2.5 Sum is 6Therefore the sum of tables is 6.0Degree Of Freedom = (r-1)*(c-1) =(2-1)*(2-1) = 1Significance Level at 5%Calculated Value = 6.0 and Tabulated Value = 12.59Therefore Tabulated value is greater than Calculated ValueHence therefore Null Hypothesis (H0) is accepted and (H1) is rejected. FINDINGS
  • FINDINGS:The study was conducted and the findings are given in the following text:1. Market presence: Automobile companies like HeroHonda, TVS, Honda are already present in the market. But Bajaj was present with more than 60 % of high displacement segment like Pulsar.2. Market share: Market share of Bajaj is alright but it is no.2 in leadership. Its market share is 34%.3. Customer perception of quality and style: Customer satisfaction of quality and style was high on pulsar. The research proved that customers see Bajaj as the company manufacturing stylish and quality motorcycles.4. Most effective factor for influencing thecustomers: 26.67% of respondents commented that advertisement was the main source of information which influenced them to buy a particular brand of Bajaj i.e. Pulsar. Even Bajaj has not signed for any celebrity endorsement advertisement influences people. But still Bajaj should sign a celebrity as its brand ambassador. SUGGESTIONS
  • & RECOMMENDATIONS1. Increase in advertising in mass media to promote its sales.2. Manufacture fuel efficient motorcycles.3. Manufacture motorcycles which can withstand for long time on Indian roads.4. It should appoint a brand ambassador and also sponsor entertainment and sports events so that the name of the company remains in the minds of the people.5.Company should implement new marketing strategies to compete with cheaper cars like NANO recently launched by TATA as it is one of the threat to automobile industry. CONCLUSION
  • Indian 2-wheeler industry is the second largest in Asia after China. And Bajaj isone among them. Bajaj Auto came into existence on November 29, 1945 as M/sBachraj Trading Corporation Private Limited. Jamnalal Bajaj is founder of thegroup.. His son, Kamalnayan Bajaj, then 27, took over the reins of business in1942. The present Chairman and Managing Director of the group, Rahul Bajaj,took charge of the business in 1965. The Groups principal activity is tomanufacture two and three wheeler vehicles. Other activities of the groupinclude insurance and investment business. The group comprises of 27companies. Distribution network covers 50 countries. It has a network of 498dealers and over 1,500 service dealers and 162 exclusive three-wheeler dealersspread across the country. Bajaj Auto, is ranked as the world’s fourth largesttwo- and three- wheeler manufacturer and the Bajaj brand is well-known in overa dozen countries in Europe, Latin America, the US and Asia.Apart from business it has contributed a lot for the society by as its customersocial responsibility. It has contributed to agriculture, women empowerment,health services, animal husbandry etc.Although Hero Honda is the market leader in the automobile sector, Bajaj hasalways produced quality motorcycle with style and maintained its standard bybeing on No.2.
  • BIBLIOGRAPHYBooks:1.Philip Kotler Marketing ManagementMagazines:1. Auto India - Car & Bike Magazine2. Overdrive - Car & Bike Magazine3. Business TodayWebsites:www.bajajauto.comwww.mypulsar.comwww.managementparadise.comwww.wikipedia.comwww.google.com
  • ANNEXURECustomer satisfaction, a business term, is a measure of how products andservices supplied by a company meet or surpass customer expectation. It isseen as a key performance indicator within business and is part of the fourperspectives of a Balanced Scorecard.Measuring Customer SatisfactionYou want people to be satisfied with your website – right? Measuring customersatisfaction is subjective – it tells you what they say they like and don’t likeabout your site, not necessarily what they do on your site. But it will tell youwhether they happy or not, when they used your site, how likely they are toreturn, whether they’ll recommend your site to others, and much more.Organizations are increasingly interested in retaining existing customers whiletargeting non-customers measuring customer satisfaction provides an indicationof how successful the organization is at providing products and/or services tothe marketplace.Customer satisfaction is an ambiguous and abstract concept and the actualmanifestation of the state of satisfaction will vary from person to person andproduct/service to product/service. The state of satisfaction depends on anumber of both psychological and physical variables which correlate withsatisfaction behaviors such as return and recommend rate. The level ofsatisfaction can also vary depending on other options the customer may haveand other products against which the customer can compare the organizationsproducts.Because satisfaction is basically a psychological state, care should be taken inthe effort of quantitative measurement, although a large quantity of research inthis area has recently been developed. Work done by Berry (Bart Allen) andBrodeur between 1990 and 1998 defined ten Quality Values which influencesatisfaction behavior, further expanded by Berry in 2002 and known as the tendomains of satisfaction. These ten domains of satisfaction include: Quality,Value, Timeliness, Efficiency, Ease of Access, Environment, Inter-departmentalTeamwork, Front line Service Behaviors, Commitment to the Customer andInnovation. These factors are emphasized for continuous improvement andorganizational change measurement and are most often utilized to develop thearchitecture for satisfaction measurement as an integrated model. Work done byParasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988provides the basis for the measurement of customer satisfaction with a service
  • by using the gap between the customers expectation of performance and theirperceived experience of performance. This provides the measurer with asatisfaction "gap" which is objective and quantitative in nature. Work done byCronin and Taylor propose the "confirmation/disconfirmation" theory ofcombining the "gap" described by Parasuraman, Zeithaml and Berry as twodifferent measures (perception and expectation of performance) into a singlemeasurement of performance according to expectation. According to Garbrand,customer satisfaction equals perception of performance divided by expectationof performance.The usual measures of customer satisfaction involve a survey with a set ofstatements using a Likert Technique or scale. The customer is asked to evaluateeach statement and in term of their perception and expectation of performanceof the organization being measured.Ways to Measure Customer SatisfactionMany agencies use online customer satisfaction surveys, focus groups, andemail feedback forms to gauge customer satisfaction and expectations. Someagencies have developed their own surveys, sometimes using a contractor tocompile and analyze the data. Others purchase commercial satisfaction surveysthat use a standard methodology across multiple websites.If you’re looking to purchase your own online survey tool, you can start bydoing a web search for “online surveys” or “customer satisfaction onlinesurveys.”Measuring Customer SatisfactionYou want people to be satisfied with your website – right? Measuring customersatisfaction is subjective – it tells you what they say they like and don’t likeabout your site, not necessarily what they do on your site. But it will tell youwhether they happy or not, when they used your site, how likely they are toreturn, whether they’ll recommend your site to others, and much more.Ways to Measure Customer SatisfactionMany agencies use online customer satisfaction surveys, focus groups, andemail feedback forms to gauge customer satisfaction and expectations. Someagencies have developed their own surveys, sometimes using a contractor tocompile and analyze the data. Others purchase commercial satisfaction surveysthat use a standard methodology across multiple websites.If you’re looking to purchase your own online survey tool, you can start bydoing a web search for “online surveys” or “customer satisfaction onlinesurveys.”
  • Requirements for Customer SurveysIf you put a survey on your site, you need to comply with the PaperworkReduction Act, which requires federal agencies to have OMB approval beforecollecting information from the public. This includes forms, generalquestionnaires, surveys, instructions, and other types of collections. If you havea survey, you must display the current OMB control number.Examples1. Department of Education’s customer survey -- in-house survey, whichallows visitors to view analysis of the over 6,000 responses received to-date2. EPA’s customer survey -- in-house survey used to learn about sitevisitors, what they’re looking for, and how satisfied they are3. Forest Service online survey -- uses the American Customer SatisfactionIndex (ACSI) survey. They provide a notice on their site telling visitors aboutthe survey and how the data will be collected and used.Resources: Customer Satisfaction1. Customerservice.gov -- managed by the Federal Consulting Group at theDepartment of Treasury. Explains how federal agencies can use the AmericanCustomer Satisfaction Index (ACSI) online survey.2. American Customer Satisfaction Index (ACSI) -- customer satisfactionsurvey tool used by many federal agencies and organizations in the privatesector. One advantage of using the ACSI is that you can compare your results toother government agencies and top commercial websites.Requirements for Customer SurveysIf you put a survey on your site, you need to comply with the PaperworkReduction Act, which requires federal agencies to have OMB approval beforecollecting information from the public. This includes forms, generalquestionnaires, surveys, instructions, and other types of collections. If you havea survey, you must display the current OMB control number.MethodologiesThe University of Michigans American Customer Satisfaction Index (ACSI) isa scientific standard of customer satisfaction. Academic research has shown thatthe national ACSI score is a strong predictor of Gross Domestic Product (GDP)growth, and an even stronger predictor of Personal Consumption Expenditure
  • (PCE) growth. On the microeconomic level, research has shown that ACSI datapredicts stock market performance, both for market indices and for individuallytraded companies. Increasing ACSI scores has been shown to predict loyalty,word-of-mouth recommendations, and purchase behavior. The ACSI measurescustomer satisfaction annually for more than 200 companies in 43 industriesand 10 economic sectors. In addition to quarterly reports, the ACSImethodology can be applied to private sector companies and governmentagencies in order to improve loyalty and purchase intent.The Net Promoter score is a management tool that can be used to gauge theloyalty of a firms customer relationships. It serves as an alternative totraditional customer satisfaction research. Companies obtain their Net PromoterScore by asking customers a single question (usually, "How likely is it that youwould recommend us to a friend or colleague?"). Based on their responses,customers can be categorized into one of three groups: Promoters, Passives, andDetractors. In the net promoter framework, Promoters are viewed as valuableassets that drive profitable growth because of their repeat/increased purchases,longevity and referrals, while Detractors are seen as liabilities that destroyprofitable growth because of their complaints, reduced purchases/defection andnegative word-of-mouth. Companies calculate their Net Promoter Score bysubtracting their % Detractors from their % Promoters.The Kano model is a theory of product development and customer satisfactiondeveloped in the 1980s by Professor Noriaki Kano that classifies customerpreferences into five categories: Attractive, One-Dimensional, Must-Be,Indifferent, Reverse. The Kano model offers some insight into the productattributes which are perceived to be important to customers. Kano also produceda methodology for mapping consumer responses to questionnaires onto hismodel.SERVQUAL or RATER is a service-quality framework that has beenincorporated into customer-satisfaction surveys (e.g., the revised NorwegianCustomer Satisfaction Barometer) to indicate the gap between customerexpectations and experience.J.D. Power and Associates provides another measure of customer satisfaction,known for its top-box approach and automotive industry rankings. J.D. Powerand Associates marketing research consists primarily of consumer surveys andis publicly known for the value of its product awards.Other research and consulting firms have customer satisfaction solutions aswell. These include A.T. Kearneys Customer Satisfaction Audit process, whichincorporates the Stages of Excellence framework and which helps define acompany’s status against eight critically identified dimensions.One of the newest and most innovative customer satisfaction measurementmethodologies is called Gustometria. Gustometria is realtime measurement ofcustomer and employee satisfaction. Customers are invited to answer a shortsurvey by touching the "gustometer" screen with their fingers. The responses
  • are collected immediately by the Gustometria servers which tabulate the resultsin real time. Management can then log into their private website and use thesophisticated business intelligence reports which are built in to the Gustometriasystem.Most innovative contact centers make increasing use of multi-media surveysincluding web, email and telephone surveys. Although extremely challenging,many have introduced automated voice surveys at the end of a call, provided bycompanies such as VIRTUATel. These use IVR technology, whether hosted oron-premise, to collect the valuable feedback data collection. However, the realpower of such surveys is in making use of sophisticated data analysis techniquesand comparison indicators such as Advocacy Index to drive powerfulPerformance Management to increase customer retention and revenue per-customer rates.Improve Your Customer Service 1. Stay in contact with customers on a regular basis. Just as it is bad news to send out too many emails to customers, it is just as bad to not stay in contact with them. Customers dont want to feel abandoned. So dont. Here are three things to help you stay in touch: - Offer them your ezine subscription. - Ask customers if they want to be updated by e-mail. - Follow-up after each sale to see if they are satisfied with their purchase. Send an e-mail out a few days after their purchase, another in a week or two, and then another in a month. 2. Create a customer focus group by inviting 10 to 20 loyal customers to meet regularly. Alternatively, send out a monthly survey to this group asking for ideas and input on how to improve your customer service. Give them a reward. Pay them, give them a gift certificate, or send them free product. 3. Have a web site that is easy to navigate. Add a frequently asked questions "FAQ" page and explain anything that might confuse your customers or visitors. Follow-up with an electronic survey with questions on how to increase your sites user-friendliness. 4. Resolve customer complaints quickly and completely. Answer all e-mail and phone calls within a few hours. This will show your customers you really care about them.
  • 5. Dont make your customers or visitors hunt for your contact information.Make it easy for them to contact you. Offer as many contact methods aspossible. Hyperlink all your e-mail addresses so they dont have to find ortype it. Offer a toll free number.6. If you have strategic alliances or employees, make sure they are familiarwith your customer service policy. Give your employees bonuses orincentives to practice excellent customer service. Tell employees to beflexible with each individual customer, each one has different concerns,needs and wants.7. Give your customers more than they expect. Send thank you gifts to longtime customers. E-mail them greeting cards on holidays or birthdays if youhave their address or online cards if you only have their e-mail address andname. Give bonuses to your customers who make a big purchase or multiplepurchases.8. U-welcome, please, and thank you and can never be over used. Be politeno matter what. Admit and apologize for mistakes quickly and make it up tothem in BIG ways if you want them to continue being a customer.9. Reward in points -- give customers a point for every dollar they spend. Setup a points-earned sheet. E-mail the customer an update monthly. If theysend you a referral they get 10 points, if they buy something add 10 morepoints.10. If your business is local, invite customers to your office for lunches,parties, barbecues, dances, seminars or other special events.It isnt what you perceive as valuable but what customers see from their eyes.Yet, sometimes, you just cant please some folks. If that occurs, do you bestand then let it go. You dont want them for clients anyway.THE PROBLEM: “AVERAGE” CUSTOMER SATISFACTION,RETENTION AND LOYALTY
  • Customer service is the cornerstone of a solid, thriving business. It costs six tothirty times more to get a new customer than it does to service and maintain thesatisfaction and loyalty of an existing customer. Companies struggle to cut costswithout realizing that customer attrition might be the single largest cost theyhave. Keeping customers happy has the same bottom line effect as cutting costs.Increase your customer retention by 5%, and you could increase your profits25% to 100%. But you won’t get there by providing the same “average” serviceas everyone else.THE CHALLENGE: KEEPING CUSTOMERS HAPPY AND LOYALThe key to customer satisfaction, loyalty and retention is to consistently delivera level of customer service that exceeds and even anticipates the customersexpectations for value.Good customer relationship management entails thoughtful customer care andcustomer experience design. Customer satisfaction and loyalty are directly tiedto the quality of your customer relationship management. The customer has tofeel good about doing business with you. Companies looking to thrive in the21st century are investing in customer service training programs, customerrelationship management and call center training programs that sharpen theircustomer focus and build customer satisfaction, loyalty and retention with everyexperience.THE SOLUTION: THE CUSTOMER CARE COACH®In addition to my workshops and keynotes, I’m thrilled to offer you TheCustomer Care Coach®, a do-it-yourself e-mail based weekly customer servicetraining and coaching program designed to teach managers and small businessowners "The Art & Science of Exquisite Customer Care.sm“ Now you canbring me into your office "virtually" for a fraction of the cost of mymanagement training fee.This unique customer service training program supports today’s busy managerswith lessons that require just 30 minutes a week. It is a convenient, low-costmanagement training program that meets the unique needs of those who arechallenged with transforming their customer service and customer relationshipmanagement into a competitive advantage.The Customer Care Coach® customer service training, customer relationshipmanagement and call center training programs are tailored to heighten and focus
  • awareness and sensitivity to your clients needs and enhancing the customerexperience.The Customer Care Coach® customer service training program teaches youhow to build, inspire and motivate a team that is focused on customer care,customer loyalty and customer retention thereby creating profits. QUESTIONNAIRE 1.Do you own a motorcycle? a. Yes b. No 2. Do you own Bajaj Motorcycle? a. Yes b. No 3. Which motorcycle of Bajaj Auto do you own? a. Pulsar b. Discover c. XCD d. Platina e. Other __________(Please Specify) 4. Which series of Pulsar motorcycle do you own? a.150cc b.180cc c.200cc d.220cc 5. Tick any 5 for selecting Bajaj Pulsar? a. Style b. Brand image c. Mileage d. Pickup e. Price f. Resale value g. Popularity h. Comfort i. Low maintenance j. Safety 6.What was the source of information for the purchase of Bajaj Pulsarmotorcycle? a. Family b. Friends c. Media d. Mechanics e. Dealers f. Others __________(Please Specify) 7. What is your level of satisfaction towards Bajaj motorcycle? a.0-25% b.25-50% c.50-75% d.75-100% 8. How do you feel when you ride your Bajaj motorcycle? a. Excited b. Playful c. Happy d. Boring e. Uncomfortable 9. What new /innovation would you like to see in Bajaj Pulsar motorcycle? _____________________________________________________________10. Overall, how would you rate Bajaj Auto?
  • a. Excellent b. Good c. Neither good Nor Bad d. Bad e. VeryBad 11.Do you wish to buy a Bajaj Pulsar or any of the Bajaj Auto’s motorcycle? a. Definitely will buy b. Probably will buy c. Might or Might notBuy d. Probably will not buy e. Definitely will not buy 12.Few personal information: a. Name & Address____________________________________________________________________ b. Which age group do you belong? i.18-25 ii.26-35 iii.36-45 iv.46 and above c. What is your occupation? i. Students ii. Businessmen iii. Professional(Medicos, CAs, iv. Working professional v. Employees vi. Others d. Which income group do you belong? i. Less than 5000 ii.5001-10000 iii.10001-15000 iv. Above 15000 13. Are you aware of giving free service of your motorcycle to the Showroom? a. Yes b. No 14. Are you satisfied of giving your motorcycle for free service from the showroom? a. Yes b. No