study-on-customer-satisfaction-towards-bajaj-pulsar-with-special-reference-to-jai-bajaj-chennai

A STUDY ON CUSTOMER SATISFACTION
TOWARDS BAJAJ PULSAR WITH
SPECIAL REFERENCE TO JAI BAJAJ,
CHENNAI
PROJECT REPORT
Submitted By
DINESH.N
Register No: 088001119010
In partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
IN
DEPARTMENT OF MANAGEMENT STUDIES
RVS COLLEGE OF ENGINEERING AND TECHNOLOGY
KANNAMPALAYAM, COIMBATORE – 641 402.
MAY- 2010

RVS COLLEGE OF ENGINEERING &TECHNOLOGY
KANNAMPALAYAM, COIMBATORE – 641 402
DEPARTMENT OF MANAGEMENT STUDIES
PROJECT WORK
May 2010
This is to certify that the project report entitled
“A STUDY ON CUSTOMER SATISFACTION TOWARDS
BAJAJ PULSAR WITH SPECIAL REFERENCE TO JAI
BAJAJ, CHENNAI”
is the bonafide record of project work done by
DINESH.N
of Master of Business Administration during the year 2009-2010
_____________ _______________
Faculty Guide Head of the Department/Director
Submitted for the project Viva-Voce examination held on ________________
________________ ________________
Internal Examiner External Examiner

DECLARATION
I affirm that the project work titled “A STUDY ON CUSTOMER
SATISFACTION TOWARDS BAJAJ PULSAR WITH SPECIAL
REFERENCE TO JAI BAJAJ, CHENNAI” being submitted in partial
fulfillment for the award of Master of Business Administration is the original work
carried out by me. It has not formed the part of any other project work submitted for
award of any degree or diploma, either in this or any other University.
(Signature of the Candidate)
DINESH.N
I certify that the declaration made above by the candidate is true.
Signature of the Guide,
V.Loganayagi.,MBA
Lecturer
Department of management studies
RVS College of Engineering and Technology

ACKNOWLEDGEMENT
I extend my deep sense of gratitude and sincere thanks to our principal Dr.
V.GUNARAJ, ME., Ph.D., for his value support in carrying out my project work.
First and foremost we would like to express our sincere gratitude to our beloved
Director Dr. P.V. PRABHA,MBA.,Ph.D.,for providing us all the facilities and
encouraging us throughout the course of the project.
We pay our respectful thanks to our head of the department
Prof.S.PREETHAM SRIDHAR.,MBA.,M.Phil.,Ph.D.,Department of
management studies for his efforts, thoughtful comments, grateful advice,
encouragement and counsel throughout the course of our study. Without his
invaluable guidance and support our project work would have been mere dream.
We pay our respectful thanks to our guide, Ms. V.LOGANAYAKI, MBA.,
Department of management studies for his efforts, thoughtful comments, grateful
advice, encouragement and counsel throughout the course of our study. Without his
invaluable guidance and support our project work would have been mere dream.
I am highly obliged to extend my sincere thanks to
Mr.RAMAKRISHNAN,MBA., (Assistant marketing manager of Jai Bajaj,
Thiruvanmiyur, in Chennai city), for his effective guidance and valuable support to
carry out this project in these premises.
Above all, I thank Almighty god and My Parents for giving me the grace and
content support in successfully completing this project to the best of my ability.

CONTENTS
CHAPTERS DESCRIPTIONS PAGE
NO
LIST OF TABLE
LIST OF CHARTS
ABSTRACT
1 INTRODUCTION
1.1 ABOUT THE INDUSTRY 1
1.2 ABOUT THE COMPANY 5
1.3 ABOUT THE STUDY 9
1.3.1 OBJECTIVES OF THE STUDY 12
1.3.2 SCOPE OF THE STUDY 13
1.3.3. LIMITATIONS OF THE STUDY 14
2 REVIEW OF LITERATURE 15
3 RESEARCH METHODOLOGY 17
4 ANALYSIS AND INTERPRETATIONS 19
5 FINDINGS AND INFERENCE 61
6 RECOMMENDATIONS 62
7 CONCLUSION 63
APPENDIX
BIBLIOGRAPHY

LIST OF TABLES
S.NO DESCRIPTIONS PAGE
NO
1 Table showing the age group of the respondents 19
2 Table showing the occupations of the respondents 21
3 Table showing the income of the respondents 23
4 Table showing the educational qualification 25
5 Table showing the awareness of various series of pulsar
motorcycle
27
6 Table showing the awareness of product series 29
7 Table showing the reason for not choosing the product 31
8 Table showing the source of information 33
9 Table showing the duration of using the product 35
10 Table showing the satisfaction level of brand image 37
11 Table showing the satisfaction level of mileage 39
12 Table showing the satisfaction level of price 41
13 Table showing the satisfaction level of resale value 43
14 Table showing the satisfaction level of popularity 45
15 Table showing the satisfaction level of comfort 47
16 Table showing the satisfaction level of maintenance 49
17 Table showing the satisfaction level of safety 51
18 Table showing the awareness of free services 53
19 Table showing the services provided 55
20 Table showing the free services given by pulsar motorcycle 57

LIST OF CHARTS
S. NO DESCRIPTIONS PAGE NO
1 Chart showing the age of the respondents 20
2 Chart showing the occupations of the respondents 22
3 Chart showing the income of the respondents 24
4 Chart showing the educational qualification 26
5 Chart showing the awareness of various series of pulsar
motorcycle
28
6 Chart showing the awareness of product series 30
7 Chart showing the reason for not choosing the product 32
8 Chart showing the source of information 34
9 Chart showing the duration of using the product 36
10 Chart showing the satisfaction level of brand image 38
11 Chart showing the satisfaction level of mileage 40
12 Chart showing the satisfaction level of price 42
13 Chart showing the satisfaction level of resale value 44
14 Chart showing the satisfaction level of popularity 46
15 Chart showing the satisfaction level of comfort 48
16 Chart showing the satisfaction level of maintenance 50
17 Chart showing the satisfaction level of safety 52
18 Chart showing the awareness of free services 54
19 Chart showing the services provided 56
20 Chart showing the free services given by pulsar
motorcycle
58

ABSTRACT
This topic is selected in order to Study and identify the Customer Satisfaction
Level of Bajaj Pulsar in Chennai city.
A questionnaire was prepared consisting of 22 questions. Around 150
respondents were questioned. The questionnaire circulation covered customers of
Bajaj Pulsar in Chennai City.
A descriptive study was undertaken. Simple Random Sampling technique was
used. Simple percentage analysis and chi square method was used.
In this project the following were researched and studied in detail. The
Customers attitude towards Bajaj pulsar , to determine the effects of the company
image on the sales and also to find the reason for buying pulsar motorcycle.

CHAPTER 1
1. INTRODUCTION
1.1 ABOUT THE INDUSTRY
India is the second largest producer and manufacturer of two-wheelers in the
world. It stands next only to Japan and China in terms of the number of two-wheelers
produced and domestic sales respectively. Indian two-wheeler industry has got
spectacular growth in the last few years. Indian two-wheeler industry had a small
beginning in the early 50's. The Automobile Products of India (API) started
manufacturing scooters in the country. Bikes are a major segment of Indian two
wheeler industry, the other two being scooters and mopeds. Indian companies are
among the largest two-wheeler manufacturers in the world.
In the initial stages, the scooter segment was dominated by API; it was later
overtaken by Bajaj Auto. Although various government and private enterprises
entered the fray for scooters, the only new player that has lasted till today is LML.
The motorcycle segment was initially dominated by Enfield 350cc bikes and Escorts
175cc bike.
The two-wheeler market was 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 efficient 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. In the 90s the major growth for
motorcycle segment was brought in by Japanese motorcycles, which grew at a rate of
nearly 25% CAGR in the last five years.
The industry had a smooth ride in the 50s, 60s and 70s when the Government
prohibited new entries and strictly controlled capacity expansion. The industry saw a
sudden growth in the 80s. The industry witnessed a steady growth of 14% leading to a
peak volume of 1.9mn 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 reasons for recession in the sector were the incessant
rise in fuel prices, high input costs and reduced purchasing power due to significant
rise in general price level and credit crunch in consumer financing. Factors like
increased production in 1992, due to new entrants coupled with the recession in the
industry resulted in company either reporting losses or a fall in profits. Key players in
the Two-wheeler Industry:
There are many two-wheeler manufacturers in India. Major players in the 2-
wheeler industry are Hero Honda Motors Ltd (HHML), Bajaj Auto Ltd (Bajaj Auto)
and TVS Motor Company Ltd (TVS).
The other key players in the two-wheeler industry are Kinetic Motor Company
Ltd (KMCL), Kinetic Engineering Ltd (KEL), LML Ltd (LML), Yamaha Motors
India Ltd (Yamaha), Majestic Auto Ltd (Majestic Auto), Royal Enfield Ltd (REL) and
Honda Motorcycle & Scooter India (P) Ltd (HMSI).
Evolution of two wheeler in India
Two-wheeler segment is one of the most important components of the automobile
sector that has undergone significant changes due to shift in policy environment. The
two-wheeler industry has been in existence in the country since 1955. It consists of
three segments viz. scooters, motorcycles and mopeds. According to the figures
published by SIAM, the share of two-wheelers in automobile sector in terms of units
sold was about 80 per cent during 2003-04. This high figure itself is suggestive of the
importance of the sector. In the initial years, entry of firms, capacity expansion,
choice of products including capacity mix and technology, all critical areas of
functioning of an industry, were effectively controlled by the State machinery. The
lapses in the system had invited fresh policy options that came into being in late
sixties. Amongst these policies, Monopolies and Restrictive Trade Practices (MRTP)
and Foreign Exchange Regulation Act (FERA) were aimed at regulating monopoly
and foreign investment respectively. This controlling mechanism over the industry
resulted in: (a) several firms operating below minimum scale of efficiency; (b) under-
utilisation of capacity; and (c) usage of outdated technology. Recognition of the
damaging effects of licensing and fettering policies led to initiation of reforms, which
ultimately took a more prominent shape with the introduction of the New Economic

Policy(NEP)in1985.
However, the major set of reforms was launched in the year 1991 in response to the
major macroeconomic crisis faced by the economy. The industrial policies shifted
from a regime of regulation and tight control to a more liberalised and competitive
era. Two major results of policy changes during these years in two-wheeler industry
were that the, weaker players died out giving way to the new entrants and superior
products and a sizeable increase in number of brands entered the market that
compelled the firms to compete on the basis of product attributes. Finally, the two-
¬wheeler industry in the country has been able to witness a proliferation of brands
with introduction of new technology as well as increase in number of players.
However, with various policy measures undertaken in order to increase the
competition, though the degree of concentration has been lessened over time,
deregulation of the industry has not really resulted in higher level of competition.
There is a large untapped market in semi-urban and rural areas of the country. Any
strategic planning for the two¬-wheeler industry needs to identify these markets with
the help of available statistical techniques. Potential markets can be identified as well
as prioritised using these techniques with the help of secondary data on socio-
economic parameters. For the two-wheeler industry, it is also important to identify the
target groups for various categories of motorcycles and scooters. With the formal
introduction of secondhand car market by the reputed car manufacturers and easy loan
availability for new as well as used cars, the two-wheeler industry needs to upgrade
its market information system to capture the new market and to maintain its already
existing markets. Availability of easy credit for two-wheelers in rural and smaller
urban areas also requires more focussed attention. It is also imperative to initiate
measures to make the presence of Indian two-wheeler industry felt in the global
market. Adequate incentives for promoting exports and setting up of institutional
mechanism such as Automobile Export Promotion Council would be of great help for
further surge in demand for the Indian two-wheeler industry.
National Council of Applied Economic Research (NCAER) had forecast two-wheeler
demand during the period 2002¬-03 through 2011-12. The forecasts had been made
using econometric technique along with inputs obtained from a primary survey
conducted at 14 prime cities in the country. Estimations were based on Panel

Regression, which takes into account both time series and cross section variation in
data. A panel data of 16 major states over a period of 5 years ending 1999 was used
for the estimation of parameters. The models considered a large number of macro-
economic, demographic and socio-economic variables to arrive at the best estimations
for different two-wheeler segments. The projections have been made at all India and
regional levels. Different scenarios have been presented based on different
assumptions regarding the demand drivers of the two-wheeler industry. The most
likely scenario assumed annual growth rate of Gross Domestic Product (GDP) to be
5.5 per cent during 2002¬-03 and was anticipated to increase gradually to 6.5 per cent
during 2011¬-12. The all-India and region-wise projected growth trends for the
motorcycles and scooters are presented in Table 1. The demand for mopeds is not
presented in this analysis due to its already shrinking status compared to' motorcycles.
It is important to remember that the above-mentioned forecast presents a long-term
growth for a period of 10 years. The high growth rate in motorcycle segment at
present will stabilize after a certain point beyond which a condition of equilibrium
will set the growth path. Another important thing to keep in mind while interpreting
these growth rates is that the forecast could consider the trend till 1999 and the model
could not capture the recent developments that have taken place in last few years.
However, this will not alter the regional distribution to a significant extent.
Table 1 suggests two important dimensions for the two-¬wheeler industry. The
region-wise numbers of motorcycle and scooter suggest the future market for these
segments. At the all India level, the demand for motorcycles will be almost 10 times
of that of the scooters. The same in the western region will be almost 20 times. It is
also evident from the table that motorcycle will find its major market in the western
region of the country, which will account for more than 40 per cent of its total
demand. The south and the north-central region will follow this. The demand for
scooters will be the maximum in the northern region, which will account for more
than 50 per cent of the demand for scooters in 2011-12.

1.2 ABOUT THE COMPANY
COMPANY’S PROFILE:
Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj
Trading Corporation Private Limited. It started off by selling imported two- and three
wheelers in India. In 1959, it obtained license from the Government of India to
manufacture two- and three-wheelers and it went public in 1960. In 1970, it rolled out
its 100,000th vehicle. In 1977, it managed to produce and sell 100,000 vehicles in a
single financial year. In 1985, it started producing at Waluj in Aurangabad. In 1986, it
managed to produce and sell 500,000 vehicles in a single financial year. In 1995, it
rolled out its ten millionth vehicles and produced and sold 1 million vehicles in a year.
Bajaj Auto Limited.
The Groups' principal activity is to manufacture two and three wheeler
vehicles. Other activities of the group include insurance and investment business. The
Group operates in three segments, which are Automotive, Insurance and Investment
and Others. It has a network of 498 dealers and over 1,500 service dealers and 162
exclusive three-wheeler dealers spread across the country.
About Bajaj
The Bajaj Group is amongst the top 10 business houses in India. Its footprint
stretches over a wide range of industries, spanning automobiles (two-wheelers
and three-wheelers), home appliances, lighting, iron and steel, insurance, travel and
finance. The group’s flagship company, Bajaj Auto, is ranked as the world’s fourth
largest two- and three- wheeler manufacturer and the Bajaj brand is well-known in
over a dozen countries in Europe, Latin America, the US and Asia. Founded in 1926,
at the height of India's movement for independence from the British, the group has an
illustrious history. The integrity, dedication, resourcefulness and determination to
succeed which are characteristic of the group today, are often traced back to its birth
during those days of relentless devotion to a common cause. Jamnalal Bajaj, founder
of the group, was a close confidant and disciple of Mahatma Gandhi. In fact, Gandhiji
had adopted him as his son. This close relationship and his deep involvement in the
independence movement did not leave Jamnalal Bajaj with much time to spend on his
newly launched business venture. His son, Kamalnayan Bajaj, then 27, took over the

reins of business in 1942. He too was close to Gandhiji and it was only after
Independence in 1947, that he was able to give his full attention to the business.
Kamalnayan Bajaj not only consolidated the group, but also diversified into various
manufacturing activities.
The present Chairman and Managing Director of the group, Rahul Bajaj, took
charge of the business in 1965. Under his leadership, the turnover of the Bajaj Auto
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 the brand has found a
global market. He is one of India’s most distinguished business leaders and
internationally respected for his business acumen and entrepreneurial spirit.
Bajaj Pulsar is a motorcycle brand owned by Bajaj Auto in India. The two wheeler
was developed by the product engineering division of Bajaj Auto in association with
motorcycle designer Glynn Kerr Tokyo R&D.Currently there are four variants
available -with engine capacities of 135 cc, 150cc, 180cc and 220 cc. More than a
million units of Pulsar were sold by November 2005. With monthly sales of more
than 48,000 units in June 2009, Pulsar is the leader in the 150 cc segment in India
with a market share of 43%
Before the introduction of the Pulsar, the Indian motorcycle market trend was towards
fuel efficient, small capacity motorcycles (that formed the 80-125 cc class). Bigger
motorcycles with higher capacity virtually did not exist (except for Enfield Bullet).
The launch and success of Hero Honda CBZ in 1999 showed that there was demand
for performance bikes. Bajaj took the cue from there on and launched the Pulsar twins
in India on November 24, 2001. Since the introduction and success of Bajaj Pulsar,
Indian youth began expecting high power and other features from affordable
motorcycles.
The project was faced with internal resistance, reservations by Mckinsey and doubts
on its effects on Bajaj's relation with Kawasaki. The project required approximately
36 months for completion and cost Bajaj Rs 1 billion.

DTSi
DTSi stands for Digital Twin Spark Ignition, a Bajaj Auto trademark. Bajaj Auto
holds an Indian patent for the DTSi technology. The Alfa Romeo Twin-Spark
engines, the BMW F650 Funduro which was sold in India from 1995 to 1997 also had
a twin-spark plug technology, and the Rotax motorcycle engines,more recently
Honda's iDSI Vehicle engines use a similar arrangement of two spark-plugs. However
very few small capacity engines did eventually implement such a scheme in their
production prototype.
Patent infringement allegations
In September 2007, Bajaj Auto filed a claim accusing that the development of TVS
Flame was in violation of their patent for DTS-I. TVS Motors countered by
threatening to sue Bajaj Auto for libel.On February 2008, the Madras High Court in
Chennai restrained TVS from launching it with the twin spark plug technology. TVS
appealed against this decision, claiming that crucial evidence was not taken into
account and in March 2008, launched the Flame with a modified engine containing
one spark plug.The DTSi idea is a simple one to understand - it involved usage of two
spark plugs (instead of one) per engine cylinder.
ExhausTEC
ExhausTEC stands for Exhaust Torque Expansion Chamber, a technology patented by
Bajaj.The technology involves use of a small chamber connected to the exhaust pipe
of the engine to modify the back-pressure and the swirl characteristics, with an aim to
improve the low-end performance of the bikes. The ExhausTEC technology is
claimed to be highly effective in improving the low- and mid-range torque.
Since 1986, there is a technical tie-up of Bajaj Auto Ltd. with Kawasaki Heavy
Industries of Japan to manufacture state-of-art range of latest two-wheelers in India.
The JV has already given the Indian market the KB series, 4S and 4S Champion,
Boxer, the Caliber series, and Wind125.

Kawasaki Heavy Industries is a Fortune 500 company with a turnover of USD 10
billion (Rs. 45,840 crore). It has crafted new technologies for more than hundred
years. The technologies of KHI have redefined space systems, aircrafts, jet engines,
ships, locomotive, energy plants, automation system, construction machinery, and of
KHI has given the world its legendary series of 600-1200cc Ninja and 1600 Vulcan
bikes. Straight from its design boards, the Kawasaki Bajaj Eliminator, India's first real
cruiser bike, redefines the pleasure of "biking" in looks as well as performance.
Company Flashback
'Inspiring Confidence,' the tagline, has build up confidence, through excitement
engineering, not only to domestic consumers but also internationally. Established just
eight decades back in 1926 by Jamnalal Bajaj, the company has been vested with
India's largest exporter of two and three wheelers, 196,710 units in 2004-05, a great
Bajaj Auto Ltd. sales have increased by approximately 21 per cent in the year 2004-
05, which exceeds Rs 65.4 billion, a record in the history of the company. The gross
operating profit stands at Rs. 9.3 billion, again a record. The profits after tax of the
BAL are close to Rs. 7.7 billion, and the pre-tax return on operating. Capital
The strength of the company is its quality products, excellence in engineering and
design, and its ability to delight the customers. The Pulsar, introduced in November
2004, is continually dominating the premium segment of the motorcycle market,
helping to maintain the market superiority. Discover DTSi, one more successful bike
on Indian roads, is in the 'value' segment of the motorcycle market. It incorporates a
high degree of power with fuel efficiency of a 100 cc motorcycle.
BAL is committed to prevention of pollution, continual improvement of environment
performance and compliance with all environmental legislation and regulations. They
always believe in providing the customer 'value for money' and keeps an special eye
upon quality, safety, productivity, cost and delivery.

1.3 ABOUT THE STUDY
Customer satisfaction
Customer satisfaction, a business term, is a measure of how products and services
supplied by a company meet or surpass customer expectation. It is seen as a key
performance indicator within business and is part of the four of a Scorecard. In a
competitive marketplace where businesses compete for customers, customer
satisfaction is seen as a key differentiator and increasingly has become a key element
of business strategy. There is a substantial body of empirical literature that establishes
the benefits of customer satisfaction for firms.
Measuring customer satisfaction
Organizations need to retain existing customers while targeting non-customers;[2]
.
Measuring customer satisfaction provides an indication of how successful the
organization is at providing products and/or services to the marketplace.Customer
satisfaction is an abstract concept and the actual manifestation of the state of
satisfaction will vary from person to person and product/service to product/service.
The state of satisfaction depends on a number of both psychological and physical
variables which correlate with satisfaction behaviors such as return and recommend
rate. The level of satisfaction can also vary depending on other factors the customer,
such as other products against which the customer can compare the organization's
products.
Improving Customer Satisfaction
Published standards exist to help organizations develop their current levels of
customer satisfaction. The International Customer Service Institute (TICSI) has
released The International Customer Service Standard (TICSS). TICSS enables
organizations to focus their attention on delivering excellence in the management of
customer service, whilst at the same time providing recognition of success through a
3rd Party registration scheme. TICSS focuses an organization’s attention on
delivering increased customer satisfaction by helping the organization through a
Service Quality Model.

TICSS Service Quality Model uses the 5 P's - Policy, Processes, People, Premises,
Product/Services, as well as performance measurement. The implementation of a
customer service standard should lead to higher levels of customer satisfaction, which
in turn influences customer retention and customer loyalty.
Customer Satisfaction – a Critical Component of Profitability
Exceptional customer service results in greater customer retention, which in turn
results in higher profitability. Customer loyalty is a major contributor to sustainable
profit growth. To achieve success, you must make superior service second nature of
your organization. A seamless integration of all components in the service-profit
chain – employee satisfaction, value creation, customer satisfaction, customer loyalty,
and profit and growth – links all the critical dynamics of top customer service.
Customer Expectations
Customer is defined as anyone who receives that which is produced by the individual
or organization that has value. Customer expectations are continuously increasing.
Brand loyalty is a thing of the past. Customers seek out products and producers that
are best able to satisfy their requirements. A product does not need to be rated highest
by customers on all dimensions, only on those they think are important.
Measuring Customer Satisfaction
To execute a successful client satisfaction survey, build one that your customers have
the time and inclination to respond to, and that delves into the types of information
that will truly help enhance your performance. By carefully constructing a brief, yet
strong, survey, you can discover what your customers believe your strengths and
weaknesses are and what makes your customers loyal to your company.
Customers for Life
By: Brian Tracy
The purpose of a business is to create and keep a customer. If a business successfully
creates and keeps customers in a cost-effective way, it will make a profit while
continuing to survive and thrive. If, for any reason, a business fails to attract or sustain
a sufficient number of customers, it will experience losses. Too many losses will lead
to the demise of the enterprise.

According to Dun and Bradstreet, the single, most important reason for the failure of
businesses in America is lack of sales. And, of course, this refers to resales as well as
initial sales. So your company’s job is to create and keep a customer, and your job is
exactly the same. Remember, no matter what your official title is, you are a
salesperson for yourself and your company.
Satisfaction is a person’s feelings of pleasure or disappointment resulting from
comparing a product’s perceived performance (or outcome) in relation to his or her
expectations. Whether the buyer is satisfied after purchase depends on the offer’s
performance in relation to the buyer’s expectations. If the performance falls short of
the expectations, the customer is dissatisfied. If the performance matches the
expectations, the customer is satisfied. If the performance exceeds expectations the
customer is highly satisfied or delighted. A company would be wise to measure
customer satisfaction regularly because one key to customer retention is customer
satisfaction. A highly satisfied customer generally stays loyal longer, buys more as the
company introduces new products and upgrades existing products, talks favourably
about the company and its products, pays less attention to competing brands and is
less sensitive to price, offers product or service ideas to the company, and costs less to
serve than new customers because transactions are routine. It could mean early
delivery, on-time delivery, order completeness, and so on. The company must also
realize that two customers can report being “highly satisfied” for different reasons.
One may be easily satisfied most of the time and the other might be hard to please but
was pleased on this occasion. A number of methods exist to measure customer
satisfaction. Periodic surveys can track customer satisfaction directly. Respondents
can also be asked additional questions to measure repurchase intention and the
likelihood or willingness to recommend the company and brand to others. Companies
that do achieve high customer satisfaction ratings make sure their target market knows
it. Although the customer-centered firm seeks to create high customer satisfaction,
that is not its ultimate goal. The company might be able to increase its profitability by
means other than increased satisfaction (for example, by improving manufacturing
processes or investing more on R&D). Also, the company has many stakeholders,
including employees, dealers, suppliers and stock holders.

1.3.1 OBJECTIVES OF THE STUDY
Primary objective:
• To measure the customer satisfaction towards Bajaj Pulsar with special
reference to Jai Bajaj, Chennai.
Secondary objectives:
To find out the factors influencing customer to purchase Bajaj pulsar.
To find out the customer satisfaction towards free service given by the
company.
To determine the company image on sales.

1.3.2 SCOPE OF THE STUDY
This study is useful for me as well as for the company for identifying the Customer
satisfaction level towards Bajaj Pulsar in Chennai city. For company, to identify the
customer attitude towards Bajaj Pulsar. And also this study helps me to create and
maintain a good relationship between the customer and the management.
Because of this study, the company may know what the customer is looking for and
also how to satisfy him regarding pulsar bike.

1.3.3 LIMITATIONS OF THE STUDY
1. Since the project duration was limited to Two months an elaborate study was not
possible.
2. Study was limited in Chennai City.
3. The sample size was limited to 150 customers of Bajaj pulsar in Chennai City.
4. During the survey most of the respondents contacted had newly purchased the
motorcycle thus they could not respond accurately i.e. their satisfaction level
and defects in the motorcycles.
5. The research is directly concerned with the study of human preference and
behavior and achieving absolute mathematical accuracy towards this was not
possible.

CHAPTER 2
REVIEW OF LITERATURE
Bardia Alimohamadi; Nasrin Khorshidi(1980)1
In beginning of 1980s, a majority of
business sectors were suffering from high operating costs and inefficiencies which
were a big loss to these sectors. These inefficiencies and lack of effectiveness were
consequently producing high levels of customer dissatisfactions as well.
Mohammed Alam; AtiqurRahman Khokhar(2006)2
The banking services have
been dynamic during the last decade due to the advent of the Internet in banking
sector. One of the most vital challenges of the Internet as a service delivery channel is
providing and maintaining service quality. Service quality is an input of customer
trust which becomes satisfaction and lead to loyalty as an output.
Elinor Johnson(1984) 3
This study is based upon the premise that creating value is
the basis for all businesses. The research problem and ultimate purpose of the study is
to determine how customer perceived value can be improved at the Liberty Program,
Naples Italy.
Maria Hansson; Gunilla Hansson(2003)4
How shall effective and satisfactory
replenishment planning and information sharing be designed to improve the security
of consumer satisfaction? In which areas is it most essential to do changes in order to
come closer to a more desirable replenishment planning and information sharing
situation in the food supply chain? Purpose: The purpose of this master thesis is to
provide propositions for improving replenishment planning and information sharing
in the food supply chain in order to improve the consumer satisfaction. Method: The
background to this master thesis led us to be nominalists and functionalists with a
systems approach
Laleh Nosrati(1993)5
The daily growth of the internet and e-commerce has changed
the way of marketing and selling products and services. As a result of development in
electronic information resources and the evolution of the "digital age" product sellers
and information service providers face many new challenges.

Ina Landua(1986)6
Research Question/Purpose: Due to environmental legislation,
economic influences and increasing concern about the environment among the general
public, today’s businesses are becoming more committed to environmental issues.
Some enterprises yet have implemented a green strategy.
Parmita Saha; Yanni Zhao(2005)7
In the last few years we have witnessed a
substantial growth of internet-based services, both from pure Internet businesses and
from traditional companies that are developing online services. One of the key
challenges of the Internet as a service delivery channel is how they manage service
quality, which holds a significant importance to customer satisfaction.
Saadullah Khan(1994) 8
In the world of banking, the development in information
technology has an enormous effect on development of more flexible payment
methods and more-user friendly banking services. Electronic banking services are
new, and the development and diffusion of these technologies by financial institutions
is expected to result in a more efficient banking system.
Mojdeh Ghezelayagh(1995)9
Banking, one of the most information intensive sectors,
is an ideal domain for the successful development of e-commerce. The present study
focuses on e-commerce opportunities for improving customer services in the Iran
banking sector.
Ali Dehghan(1999)10
The purpose of this research was to gain a better understanding
of the service quality dimensions that affect customer satisfaction from customer
perspective. Based on a detailed literature review, a frame of reference was
developed. Some service quality dimensions were selected to be tested in CCG CO
operations .

CHAPTER 3
RESEARCH METHODOLOGY
Research is an original contribution to the existing stock of knowledge making
for its advancement. It is the pursuit of truth with the help of study, observation,
comparison and experiment. In short, the search for knowledge through objective and
systematic method of finding solution to a problem is research.
A research method refers to the methods the researchers use in performing
research operations. Research Methodology is a way to systematically solve the
research problem. By research methodology not only the research methods are
considered but also the logic behind the methods used in the context of the research
study and explanations are given on why a particular technique is used
RESEARCH DESIGN
The research design that is adopted in this study is Descriptive Research.
DESCRIPTIVE RESEARCH:
To describe the characteristics of the variables in a situation.
METHODS OF DATA COLLECTION
Sources of Data:
Data were collected through both primary and secondary data sources.
Primary Data
A primary data is a data, which is collected afresh and for the first time, and
thus happen to be original in character. The primary data with the help of
questionnaire were collected from various investors
Secondary Data
Secondary data consist of information that already exists somewhere, have
been collected. Secondary data is collected from company websites, other websites.
SAMPLING DESIGN
Sampling Method:
The sampling technique used is Simple Random sampling.

Sample Size:
The sample size for this study is 150 customers of Bajaj pulsar in Chennai
city.
Tools used for analysis :
Simple percentage method and chi square method was used.
1. Simple percentage analysis:
The percentage analysis is mainly used to standardize the response of the
respondents. This analysis is carried out for all the questions given in the
questionnaire, mainly to asses, how the respondents are distributed in each category.
Percentage analysis uses percentage to process the data this method is used as
a percentage simply number, reducing them into “0-100” range through percentage.
Percentage = n/N X 100
n = number of respondents assured.
N= Total number of respondents.
2. Chi – Square Test
It is useful to determine the sign can’t relationship between the two variables
The formula is used for chi-square test.
Chi-square = (oij-eij)2
eij
Where oij Observed frequency
eij Expected frequency
Expected frequency is calculated as follows
Expected value = Row total X column total
Grand total
Degree of freedom = (r-1) X(c-1)
Where,
R - Number of rows
C - Number of columns.

CHAPTER 4
ANALYSIS AND INTERPRETATION
TABLE NO: 4.1
TABLE SHOWING THE AGE GROUP OF THE RESPONDENTS
Age group No: of respondents Percentage
Below 20 years 30 20
20-40 years 70 46.7
40-60 years 30 20
Above 60 years 20 13.3
Total 150 100
INTERPRETATION:
The above table shows that 20% of the respondents are age group of below 20,
46.7% of the respondents age is between 20-40, 20% of the respondents age is
between 40-60 and 13.3% of the respondents age is above 60.

CHART NO: 4.1
CHART SHOWING THE AGE GROUP OF THE RESPONDENTS
AGE GROUP OF THE
RESPONDENTS
20
46.7
20
13.3
0
10
20
30
40
50
Below 20 20-40 40-60 Above 60
AGE GROUP
PERCENTAGE

TABLE NO: 4.2
TABLE SHOWING THE OCCUPATION OF THE RESPONDENTS
Occupation No: of the respondents Percentage
students 30 20
businessmen 20 13.4
Working professional 80 53.2
others 20 13.4
Total 150 100
INTERPRETATION:
The above table shows that 20% of respondents are students, 13.4% of the
respondents are businessmen, 53.2% of the respondents are working professionals and
13.4% of the respondents belong to others.

CHART NO: 4.2
CHART SHOWING THE OCCUPATION OF THE RESPONDENTS
OCCUPATION OF THE RESPONDENTS
20 13.4
53.2
13.4
0
10
20
30
40
50
60
students
businessm
enW
orking
professional
others
OCCUPATION
PERCENTAGE

TABLE NO: 4.3
TABLE SHOWING THE INCOME OF THE RESPONDENTS
Income level No: of respondents Percentage
Less than 5000 12 8
5001-10000 33 22
10001-15000 78 52
Above 15001 27 18
Total 150 100
INTERPRETATION:
The above table shows that 8% of the respondents income is less than 5000, 22% of
the respondents is between 5001-10000, 52% of the respondents is between 10001-
15000 and 18% of the respondents income is between above 15001.

CHART NO 4.3
CHART SHOWING THE INCOME OF THE RESPONDENTS
INCOME OF THE RESPONDENTS
8
22
52
18
0
10
20
30
40
50
60
Less than
5000
5001-10000 10001-
15000
Above
15001
INCOME
PERCENTAGE

TABLE NO 4.4
TABLE SHOWING EDUCATIONAL QUALIFICATION
Educational qualification No: of respondents Percentage
Schooling 21 14
graduate 79 52.6
Post graduate 50 33.4
Total 150 100
INTERPRETATION:
The above table shows that 14% of the respondents are school students, 52.6%
of the respondents are graduates and 33.3% of the respondents are post graduates.

CHART NO 4.4
CHART SHOWING EDUCATIONAL QUALIFICATION
EDUCATIONAL QUALIFICATION
14
52.6
33.4
0
10
20
30
40
50
60
Schooling graduate Post graduate
PERCENTAGE

TABLE NO: 4.5
TABLE SHOWING THE AWARENESS OF VARIOUS SERIES OF PULSAR
MOTORCYCLE
Awareness of
respondents
No: of respondents Percentage
Yes 132 88
No 18 12
Total 150 100
INTERPRETATION:
The above table shows that 88% of the respondents are aware of
various series of pulsar motorcycle and 12% of the respondents are not aware of
various series of pulsar motorcycle.

CHART NO: 4.5
CHART SHOWING THE AWARENESS OF VARIOUS SERIES OF PULSAR
MOTORCYCLE
AWARENESS ABOUT VARIOUS SERIES
OF PULSAR MOTORCYCLE
88
12
0
20
40
60
80
100
Yes No
PERCENTAGE

TABLE NO 4.6
TABLE SHOWING THE AWARENESS OF THE PRODUCT
SERIES
Product series No: of respondents Percentage
150 cc 25 16.6
180 cc 70 46.8
200 cc 25 16.6
220 cc 30 20
Total 150 100
INTERPRETATION:
The above table shows that 16.6% of the respondents are aware of
150cc, 46.8% of the respondents are aware of 180cc, 16.6% of the respondents are
aware of 200cc and 20% of the respondents are aware of 220cc.

CHART NO: 4.6
CHART SHOWING THE AWARENESS OF THE PRODUCT SERIES
AWARENESS ABOUT THE PRODUT
SERIES
16.6
46.8
16.6 20
0
10
20
30
40
50
150 cc 180 cc 200 cc 220 cc
PRODUT SERIES
PERCENTAGE
percentage

TABLE NO: 4.7
TABLE SHOWING THE REASON FOR NOT CHOOSING THE PRODUCT
Reasons No: of respondents Percentage
Unawareness 75 50
Not interested 75 50
Total 150 100
INTERPRETATION:
The above table shows that 50% of the respondents are not aware for choosing the
product and 50% of the respondents are not interested in choosing the product.

CHART NO: 4.7
CHART SHOWING THE REASON FOR NOT CHOOSING THE PRODUCT
REASON FOR NOT CHOOSING THE
PRODUCT
50 50
0
10
20
30
40
50
60
Unawareness Not interested
PERCENTAGE

TABLE NO: 4.8
TABLE SHOWING THE SOURCE OF INFORMATION
Source of information No: of respondents Percentage
Family 33 22
Friends 46 30.6
Media 42 28
Dealers 29 19.4
Total 150 100
INTERPRETATION:
The above table shows that 22% of the respondents got information from their
family,30.6% from their friends, 28% of them from the media and 19.4 % from
dealers.

CHART NO: 4.8
CHART SHOWING THE SOURCE OF INFORMATION
SOURCE OF INFORMATION
22
30.6
28
19.4
0
5
10
15
20
25
30
35
Family Friends Media Dealers
SOURCE
PERCENTAGE

TABLE NO: 4.9
TABLE SHOWING THE DURATION OF USING THE PRODUCT
Duration No: of respondents Percentage
Below 1 year 44 29.4
1-3 year 31 20.6
3-6 year 65 43.4
Above 6 year 10 6.6
Total 150 100
INTERPRETATION:
The above table shows that 29.4% of the respondents are using the product less than a
year, 20.6% of the respondents are using between 1-3 year, 43.4% of the respondents
are using between 3-6 year and 6.6% of the respondents are respondents are using for
more than 6 years.

CHART NO 4.9
CHART SHOWING THE DURATION OF THE PRODUCT
DURATION OF USING THE PRODUCT
29.4
20.6
43.4
6.6
0
10
20
30
40
50
Below 1
year
1-3 year 3-6 year Above 6
year
DURATION
PERCENTAGE

TABLE NO 4.10
TABLE SHOWING SATISFACTION LEVEL OFTHE BRAND IMAGE
Brand image No: of respondents Percentage
Highly satisfied 111 74
Satisfied 22 14.6
Neutral 0 0
Dissatisfied 12 8
Highly dissatisfied 5 3.4
Total 150 100
INTERPRETATION:
The above table shows that 74% of the respondents are highly satisfied with the brand
image, 14.6% of the respondents are satisfied with the brand image, 8% of the
respondents are dissatisfied and 3.4% of the respondents are highly dissatisfied with
the brand image.

CHART NO 4.10
CHART SHOWING SATISFACTION LEVEL OF THE BRAND IMAGE
SATISFACTION LEVEL OF THE BRAND
IMAGE
74
14.6
0 8 3.40
10
20
30
40
50
60
70
80
H
ighly
satisfied
Satisfied
N
eutral
D
issatisfied
H
ighly
dissatisfied
BRAND IMAGE
PERCENTAGE

TABLE NO 4.11
TABLE SHOWING THE SATISFACTION LEVEL TOWARDS MILEAGE
Mileage No: of respondents Percentage
Highly satisfied 94 62.6
Satisfied 5 16.7
Neutral 6 4
Dissatisfied 13 8.7
Highly dissatisfied 12 8
Total 150 100
INTERPRETATION:
The above table shows that 62.6% of the respondents are highly satisfied with the
mileage, 16.7% of the respondents are satisfied with the mileage, 4% of respondents
have no idea about mileage, 8.7 % of the respondents are dissatisfied and 8% of the
respondents are highly dissatisfied.

CHART NO 4.11
CHART SHOWING THE SATISFACTION LEVEL TOWARDS MILEAGE
SATISFACTION LEVEL TOWARDS
MILEAGE
62.6
16.7
4 8.7 80
10
20
30
40
50
60
70
H
ighly
satisfied
Satisfied
N
eutral
D
issatisfied
H
ighly
dissatisfied
MILEAGE
PERCENTAGE

TABLE NO 4.12
TABLE SHOWING THE SATISFACTION LEVEL TOWARDS PRICE
Price No: of respondents Percentage
Satisfied 26 17.4
Neutral 10 6.6
Dissatisfied 50 33.4
Total 150 100
INTERPRETATION:
price, 17.4% of the respondents are satisfied with the price, 6.6% of respondents have
no idea about price, 33.4 % of the respondents are dissatisfied and 22% of the

CHART NO 4.12
CHART SHOWING THE SATISFACTION LEVEL TOWARDS PRICE
PRICE
20.6 17.4
6.6
33.4
22
0
5
10
15
20
25
30
35
40
Highly
satisfied
Satisfied
Neutral
Dissatisfied
Highly
dissatisfied
PRICE
PERCENTAGE

TABLE NO 4.13
TABLE SHOWING THE SATISFACTION LEVEL TOWARDS RESALE
VALUE
Price No: of respondents Percentage
Satisfied 31 20.6
Neutral 10 6.7
Dissatisfied 33 22
Total 150 100
INTERPRETATION:
The above table shows that 28% of the respondents are highly satisfied with the resale
value, 20.6% of the respondents are satisfied with the resale value, 6.7% of
respondents have no idea about resale value, 22% of the respondents are dissatisfied
and 22.7% of the respondents are highly dissatisfied.

CHART NO 4.13
CHART SHOWING THE SATISFACTION LEVEL TOWARDS RESALE
VALUE
RESALE VALUE
28
20.6
6.7
22 22.7
0
5
10
15
20
25
30
Highly
satisfied
Satisfied
Neutral
Dissatisfied
Highly
dissatisfied
RESALE VALUE
PERCENTAGE

TABLE NO 4.14
TABLE SHOWING THE SATISFACTION LEVEL TOWARDS
POPULARITY
Popularity No: of respondents Percentage
Satisfied 14 9.4
Neutral 0 0
Dissatisfied 9 6
Total 150 100
INTERPRETATION:
popularity, 9.4% of the respondents are satisfied with the popularity, 6% of the
respondents are dissatisfied and 8% of the respondents are highly dissatisfied.

CHART NO 4.14
CHART SHOWING THE SATISFACTION LEVEL TOWARDS
POPULARITY
POPULARITY
76.6
9.4 0 6 80
10
20
30
40
50
60
70
80
90
H
ighly
satisfiedSatisfied
N
eutral
D
issatisfied
H
ighly
dissatisfied
POPULARITY
PERCENTAGE

TABLE NO 4.15
TABLE SHOWING THE SATISFACTION LEVEL TOWARDS COMFORT
Comfort No: of respondents Percentage
Satisfied 32 21.4
Neutral 0 0
Dissatisfied 10 6.6
Total 150 100
INTERPRETATION:
comfortness, 21.4% of the respondents are satisfied with the comfortness, 6.6 % of
the respondents are dissatisfied and 6.6% of the respondents are highly dissatisfied.

CHART NO 4.15
CHART SHOWING THE SATISFACTION LEVEL TOWARDS COMFORT
COMFORT
65.4
21.4
0 6.6 6.60
10
20
30
40
50
60
70
Highly
satisfied
Satisfied
Neutral
Dissatisfied
Highly
dissatisfied
COMFORT
PERCENTAGE

TABLE NO 4.16
TABLE SHOWING THE SATISFACTION LEVEL TOWARDS
MAINTENANCE
Maintenance No: of respondents Percentage
Satisfied 46 30.6
Neutral 5 3.4
Dissatisfied 39 26
Total 150 100
INTERPRETATION:
The above table shows that 36% of the respondents are highly satisfied with the
maintenance, 30.6% of the respondents are satisfied with the maintenance, 3.4% of
respondents have no idea about maintenance, 26 % of the respondents are dissatisfied
and 4% of the respondents are highly dissatisfied.

CHART NO 4.16
CHART SHOWING THE SATISFACTION LEVEL TOWARDS
MAINTENANCE

TABLE NO 4.17
TABLE SHOWING THE SATISFACTION LEVEL TOWARDS SAFETY
Safety No: of respondents Percentage
Satisfied 46 30.6
Neutral 8 5.4
Dissatisfied 12 8
Total 150 100
INTERPRETATION:
safety, 30.6% of the respondents are satisfied with the safety, 5.4% of respondents
have no idea about safety, 8% of the respondents are dissatisfied and 6.6% of the

CHART 4.17
CHART SHOWING THE SATISFACTION LEVEL TOWARDS SAFETY
SAFETY
49.4
30.6
5.4 8 6.6
0
10
20
30
40
50
60H
ighly
satisfied
Satisfied
N
eutral
D
issatisfied
H
ighly
dissatisfied
SAFETY
PERCENTAGE

TABLE NO 4.18
TABLE SHOWING THE AWARENESS OF FREE SERVICES
Awareness of free
services
No: of respondents Percentage
yes 125 83.4
no 25 16.6
Total 150 100
INTERPRETATION
The above table shows that 83.4% of the respondents are aware of free services and
16.6% of the respondents are not aware of free services.

CHART NO 4.18
CHART SHOWING THE AWARENESS OF FREE SERVICES
AWARENESS OF FREE SERVICES
83.4
16.6
0
20
40
60
80
100
yes no
FREE SERVICE

TABLE NO 4.19
TABLE SHOWING THE SERVICES PROVIDED
Services provided No: of respondents Percentage
Below2 42 28
3 38 25.3
4 32 21.3
5 26 17.4
Above 5 12 8
Total 150 100
INTERPRETATION:
The above table shows that 28% of the respondents are provided services below 2
times, 25.3% are provided services for three times, 21.3% for 4 times, 17.4% of the
respondents for 5 times and 8% of the respondents are provided services above 5
times.

CHART NO 4.19
CHART SHOWING THE SERVICES PROVIDED
SERVICES PROVIDED
0
5
10
15
20
25
30
Below2 3 4 5 Above 5
PERCENTAGE

TABLE NO 4.20
TABLE SHOWING THE FREE SERVICES GIVEN BY THEM
Free services No: of respondents Percentage
Satisfied 41 27.4
Neutral 0 0
Dissatisfied 10 6.6
Total 150 100
INTERPRETATION:
The above table shows that 62.6% of the respondents are highly satisfied with the free
services given by them, 27.4% of the respondents are satisfied with the free services,
6.6 % of the respondents are dissatisfied and 3.4% of the respondents are highly
dissatisfied.

CHART NO.4.20
TABLE SHOWING THE FREE SERVICES GIVEN BY THEM

CHI-SQUARE
TABLE NO- 4.22
CHI-SQUARE TEST
INCOME
PRICE
LESS
THAN
5000
5001-
10000
10001-
15000
ABOVE
15000
TOTAL
HIGHLY
SATISFIED
3 5 17 6 31
SATISFIED 2 3 6 15 26
NEUTRAL 1 3 5 1 10
DISSATISFIED 4 12 30 4 50
HIGHLY
DISSATISFIED
2 10 20 1 33
TOTAL 12 33 78 27 150
CALCULATIONS:
H0: There is no significant relationship between present Income and price
Ha: There is significant relationship between present income and price.
Oi Ei Chi-square
3 2.48 0.10903226
5 6.82 0.48568915
17 16.12 0.0480397
6 5.58 0.0316129
2 2.08 0.00307692
3 5.72 1.29342657
6 13.52 4.18272189
15 4.68 22.7569231
1 0.8 0.05
3 2.2 0.29090909
5 5.2 0.00769231
1 1.8 0.3555555
4 4 0
12 11 0.09090909
30 26 0.61538402
4 9 2.77777778
2 2.64 0.15515152
10 7.26 1.03410468
20 17.16 0.47002331
1 5.94 4.10835017
TOTAL 38.8663806
Chi-square =
(Oi-Ei)^2
Ei

CALCULATION
V= (n-1) (m-1) =12
Table value = 21.026
Calculation value = 38.8663806
Table value is less than calculated value
So, we reject H0 and Ha accepted.
INTERPRETATION:
There is significant relationship between satisfied with present salary and
working hour facility.

CHAPTER 5
FINDINGS AND INFERENCES
Majority 46.7% of the respondents are under the age group
between 20-40.
Majority 53.2% of the respondents who use the bike are working
professionals.
Majority 52% of the respondents income is between 10001-15000.
Majority 52.6% of the respondents completed their graduation.
Majority 88% of the respondents are aware of various series of
pulsar motorcycle.
Majority 46.8% of the respondents are aware of 180cc.
Majority 50% of the respondents are not aware for choosing the
product and 50% of the respondents are not interested in choosing
the product.
Majority 30.6%of source of information is from their friends.
Majority 43.4% of the respondents are using the bike for 3-6 year.
Majority 74% of the respondents are highly satisfied with the brand
image.
Majority 62.6% of the respondents are highly satisfied with the
mileage.
Majority 33.4 % of the respondents are dissatisfied with the price.
Majority 28% of the respondents are highly satisfied with the
resale value.
popularity.
comfortness.

Majority 36% of the respondents are highly satisfied with the
maintenance.
safety.
Majority 83.4% of the respondents are aware of free services.
Majority 28% of the respondents are provided services below 2
times.
Majority 62.6% of the respondents are highly satisfied with the free
services given by them.

CHAPTER 6
RECOMMENDATIONS
The following are the suggestions given by the respondents
Respondents feel that the price is high and suggested that it should
be brought down, so that more people can purchase it.
Respondents suggest that the company should take initiative in
selling up more number of authorized services centers in different
locality of the city.
Few respondents are not satisfied with the resale value, so the
company should take necessary steps regarding the resale value.
Majority of the respondents are highly satisfied in driving the bike,
so the company shall maintain the same strategy.
Few respondents are much worried about the maintenance, because
the cost of giving it to service is very high when compared with the
other bikes
Most of the respondents are very much aware of giving free
services, so the company should increase free services as much as
possible.
Few respondents feel that the free services should be done properly
and it should not be for namesake.

CHAPTER 7
CONCLUSION
From this research work done in Bajaj pulsar in, Chennai city. The
respondents are highly satisfied with the present Bajaj pulsar bike. The
reason is because of their brand image and style of the bike and the
comfort and also the free services provided by them. But there are few
respondents who are not satisfied with the price. So the company should
look on the price also.
When compared to all Bajaj bikes, Bajaj Pulsar is sold many.
Because, the main thing is, it is very familiar to all the people when
compared with all other Bajaj bikes.

BIBLIOGRAPHY
REFERENCES:
1. David A. Aker, V Kumar and George S.Day (2002), Marketing research,
Seventh
Edition, John Wiley & sons.
2. C.R. Kothari (2004), Research Methodology: Methods and Techniques,
Revised Second edition, New Age International. Pvt. Ltd.
3. Philip Kotler, Kevin Lane Keller, Abraham Koshy, Mithileshwar Jha (2007),
Marketing Management, Twelfth Edition, Pearson Education, Inc.
WEBSITES:
1. http://www.Bajaj pulsar.com/
2. http://www.google.co.in/
4. http://www.wikipedia.com/
5. http://www.jaibajaj.com/

QUESTIONNAIRE
1. Name:
2. Age:
□ Below 20 □ 20-40 □ 40-60 □ above 60
3. Occupation:
□ Student □ businessmen □ working professional □ others
4. Income:
□ Less than 5000 □ 5001-1000 □ 10001-15000 □ above 15000
5. Educational qualification:
□ schooling □ under graduate □ post graduate
6. Are you aware of various series of pulsar motorcycle do you own?
□ Yes □ no
7. If yes mention the series which you are aware?
□150cc □180cc □ 200cc □ 220cc
8. If no mention a reason?
□unawareness □ not interested
9. What was the source of information for the purchase of Bajaj Pulsar?
□Family □ Friends □ Media □ Dealers
10. How long are you using Bajaj Pulsar?
□below I year □ 1-3year □ 3-6year □above 6year
11. Are you satisfied with the brand image?
□ highly satisfied □ satisfied □ neutral □ dissatisfied □ highly dissatisfied
12. Are you satisfied with the mileage?
13. Are you satisfied with the price?
14. Are you satisfied with the resale value?
□ highly satisfied □ satisfied □ neutral □ dissatisfied □. highly dissatisfied
15. Are you satisfied with the popularity?

16. Are you satisfied with the comfort?
17. Are you satisfied with the maintenance?
18. Are you satisfied with the safety?
19. Are you aware of giving free service of your motorcycle to the showroom?
□ yes □ no
20. If yes how many services you can get?
□ below 2 □ 3 □ 4 □ 5 □ above 5
21. Are you satisfied with free services given by them?
22. Suggestions if any
__________________________________

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