THE INDIAN CONNECTIONRoyal Enfield motorcycles were being sold in India ever since 1949. In 1955,the Indian government started looking for a suitable motorcycle for its policeforces and the army for patrolling duties on the countrys border. The Bullet 350was chosen as the most suitable bike for the job. The Indian governmentordered 800 of these 350 cc motorcycles, an enormous order for that time. ThusIn 1955, the Redditch Company partnered with Madras Motors in India to formwhat was called Enfield India to assemble these 350 cc Bullet motorcycleunder licence in erstwhile madras (Now called Chennai). As per their agreementMadras Motors owned the majority (over 50%) of shares in the company. In1957 tooling equipment was also sold to Enfield India so that they couldmanufacture components and start full-fledged production. The Enfield Bulletdominated the Indian highways and with each passing year its popularity keptrising.CLOSEOUT IN THE UKRoyal Enfield UK continued manufacturing motorcycles and came out withsome more innovative and powerful machines notably the Royal EnfieldMeteor, Constellation and finally the Interceptor 700, before being sold toNorton-Triumph-Villiers (NVT) in 1968. Production ceased in 1970 and thecompany was dissolved in 1971. Remaining tooling and equipment of theRedditch works were auctioned off. Meanwhile the Bullet 350 continued to bemanufactured in India and by the 1980ӳ the motorcycles were even exported toEurope out of India. Even after the motorcycle manufacturing closed down theprecision engineering division ran for some more time and even bicycles wereproduced until quite late.THE EICHER CHAPTERIn 1990, Enfield India entered into a strategic alliance with the Eicher Group,and later merged with it in 1994. It was during this merger that the name EnfieldIndia changed to Royal Enfield. The Eicher Group is one ofIndias leading automotive groups with diversified interests in themanufacture of Tractors, Commercial Vehicles, AutomotiveGears, Exports, Garments, Management Consultancy andMotorcycles. Since then, the Company has made considerableinvestments in modernizing its manufacturing technology andsystems. In 1996, when the Government decided to impose
stringent norms for emission Royal Enfield was the first motorcyclemanufacturer to comply, a tradition which has stuck on thus making emissionnorms being one of the most important factors the company focuses on.MANAGERIAL PROBLEMDesigning an IMC for the second innings of the Royal Enfield brand in IndiaRESEARCH PROBLEMTo set up the factors of IMC that generally caters to the niche market of theRoyal Enfield CompanyOBJECTIVES To understand the core product. To understand the niche that Royal Enfield is catering to. To understand the present market practices of the company and its effectiveness. To understand the current market scenario. To understand the factors that generally affect the consumers dependence on the factors of IMC for bike market and how these factors and its tailoring differ in case of Royal Enfield from general bike market such as Hero, Honda, Bajaj etc in terms of segmentation, brand promotion, etc. Based on the understanding of the above factors develop a blueprint of the factors those will enhance the promotion among the niche. To determine what factors of the integrated marketing system to be emphasized upon and tailor the proper mix between all the factors of IMC to enhance effectiveness. To identify the validity of the fact that whether the development of the IMC for the overall promotion and tailoring is in accordance with the different niche segments of the different types of the products of Royal Enfield. RESEARCH METHODOLOGY
RESEARCH DESIGNMostly exploratory research design will be used to determine most of theobjectives discussed earlier. Interview and discussion with dealers will give abetter insight regarding the present scenario of the marketing aspects of RoyalEnfield and its effectiveness. Also based on the response the IMC strategy maybe built.SAMPLE SIZEInterview with 3 to 4 dealers of Royal Enfield is sufficient for a region basedstudy of this nature.SAMPLING TECHNIQUENon probabilistic sampling technique will be used in the study. Snowballsampling can be used for interviewing of dealers.ANALYSISThe analysis part will mostly deal with qualitative issues. The observations orthe findings as received from the dealers responses will be viewed under thefocus of different marketing concepts.Mixing the different concepts will be properly blended with the factors ofIntegrated Marketing Communication in order to formulate a 360 degreestrategy formulation.EXPECTED RESULTSFrom the study we expect to identify the niche segment, promotion, advertisingand other factors of IMC that are closely linked with thecompanys market strategy. It is also expected that the findingsof the factors will lead us to the formation of a proper strategy.LIMITATIONS OF THE STUDY
Since the study is based on the dealers of a particular regional, it may contain regional biases. The competitors’ strategies are not being taken in to account. The study lacks quantitative aspects because of lack of availability of proper arranged data and its limited scope.