PROJECT REPORT ON

COMPARITIVE STUDY OF ROYAL ENFIELD AND ITS COMPETITORS

Undertaken at

“ROYAL ENFIELD”

Submitted in partial fulfillment of the requirements

for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

to

Guru Gobind Singh Indraprastha University, Delhi

Under the Guidance of Submitted by

Dr. NEETU AGARWAL PIYUSH KUMAR AGGARWAL
Faculty Guide BBA-VI Sem, Morning Shift
Enrollment No.:03980401715

Session: 2015-2018

Form No. TIAS/AC/2017-18/22(B)

To Whom It May Concern

I PIYUSH KUMAR AGGARWAL, Enrolment No. 03980401715from BBA-VI Sem, Shift_MORNING of the
Tecnia Institute of Advanced Studies, Delhi hereby declare that the Project Report & Viva Voce (BBA-
310) entitled__COMPARITIVE STUDY OF ROYAL ENFIELD AND ITS COMPETITORS_______________at
_TECNIA_____________________ is an original work and the same has not been submitted to any
other Institute for the award of any other degree. A presentation of the Project Report & Viva Voce
was made on ROYAL ENFIELD___ and the suggestions as approved by the faculty were duly
incorporated.

Date: Signature of the

Student

Certified that the Project Report & Viva Voce submitted in partial fulfillment of Bachelor of Business
Administration (BBA) to be awarded by G.G.S.I.P. University, Delhi by _________________________,
Enrolment No. ________________ has been completed under my guidance and is Satisfactory.

Date: Signature of the Guide

Name of the Guide:

Designation:
 CHAPTER-1
INTRODUCTION

1.1 INTRODUCTION TO MARKETING

Marketing is the process of performing market research, selling products and/or services to

customers and promoting them via advertising to further enhance sales. It generates the strategy

that underlies sales techniques, business communication, and business developments. It is an

integrated process through which companies build strong customer relationships and create

value for their customers and for themselves.

Marketing is used to identify the customer, to satisfy the customer, and to keep the customer.

With the customer as the focus of its activities, it can be concluded that marketing management

is one of the major components of business management. Marketing evolved to meet the stasis

in developing new markets caused by mature markets and overcapacities in the last 2-3

centuries. The adoption of marketing strategies requires businesses to shift their focus from

production to the perceived needs and wants of their customers as the means of staying

profitable.

The term marketing concept holds that achieving organizational goals depends on knowing the

needs and wants of target markets and delivering the desired satisfactions. It proposes that in

order to satisfy its organizational objectives, an organization should anticipate the needs and

wants of consumers and satisfy these more effectively than competitors.

An orientation, in the marketing context, related to a perception or attitude a firm holds towards

its product or service, essentially concerning consumers and end-users. Throughout history,

marketing has changed considerably in time with consumer tastes.

Contemporary approaches

Recent approaches in marketing include relationship marketing with focus on the customer,

business marketing or industrial marketing with focus on an organization or institution and

social marketing with focus on benefits to society. New forms of marketing also use the internet

and are therefore called internet marketing or more generally e-marketing, online marketing,

search engine marketing, desktop advertising or affiliate marketing. It attempts to perfect the

segmentation strategy used in traditional marketing.

Customer orientation

A firm in the market economy survives by producing goods that persons are willing and able

to buy. Consequently, ascertaining consumer demand is vital for a firm's future viability and

even existence as a going concern. Many companies today have a customer focus (or market

orientation). This implies that the company focuses its activities and products on consumer

demands. Generally, there are three ways of doing this: the customer-driven approach, the

market change identification approach and the product innovation approach.

In the consumer-driven approach, consumer wants are the drivers of all strategic marketing

decisions. No strategy is pursued until it passes the test of consumer research. Every aspect of

a market offering, including the nature of the product itself, is driven by the needs of potential

consumers. The starting point is always the consumer. The rationale for this approach is that

there is no reason to spend R&D funds developing products that people will not buy. History

attests to many products that were commercial failures in spite of being technological

breakthroughs.

A formal approach to this customer-focused marketing is known as SIVA (Solution,

Information, Value and Access). This system is basically the four Ps renamed and reworded to

provide a customer focus. The SIVA Model provides a demand/customer-centric alternative to

the well-known 4Ps supply side model (product, price, placement, promotion) of marketing

management.

Product → Solution

Price → Value
Place → Access

Promotion → Information

If any of the 4Ps were problematic or were not in the marketing factor of the business, the

business could be in trouble and so other companies may appear in the surroundings of the

company, so the consumer demand on its products will decrease.

Organizational orientation

In this sense, a firm's marketing department is often seen as of prime importance within the

functional level of an organization. Information from an organization's marketing department

would be used to guide the actions of other departments within the firm. As an example, a

marketing department could ascertain (via marketing research) that consumers desired a new

type of product, or a new usage for an existing product. With this in mind, the marketing

department would inform the R&D department to create a prototype of a product/service based

on consumers' new desires.

The production department would then start to manufacture the product, while the marketing

department would focus on the promotion, distribution, pricing, etc. of the product.

Additionally, a firm's finance department would be consulted, with respect to securing

appropriate funding for the development, production and promotion of the product. Inter-

departmental conflicts may occur, should a firm adhere to the marketing orientation.

Production may oppose the installation, support and servicing of new capital stock, which may

be needed to manufacture a new product. Finance may oppose the required capital expenditure,

since it could undermine a healthy cash flow for the organization.

Marketing research

Marketing research involves conducting research to support marketing activities, and the

statistical interpretation of data into information. This information is then used by managers to

plan marketing activities, gauge the nature of a firm's marketing environment and attain

information from suppliers. Marketing researchers use statistical methods such as quantitative

research, qualitative research, hypothesis tests, Chi-squared tests, linear regression,

correlations, frequency distributions, poison distributions, binomial distributions, etc. to

interpret their findings and convert data into information. The marketing research process spans

a number of stages, including the definition of a problem, development of a research plan,

collection and interpretation of data and disseminating information formally in the form of a

report. The task of marketing research is to provide management with relevant, accurate,

reliable, valid, and current information. A distinction should be made between marketing

research and market research. Market research pertains to research in a given market. As an

example, a firm may conduct research in a target market, after selecting a suitable market

segment. In contrast, marketing research relates to all research conducted within marketing.

Thus, market research is a subset of marketing research.

Market segmentation

Market segmentation pertains to the division of a market of consumers into persons with similar

needs and wants. For instance, Kellogg's cereals, Fro sites are marketed to children. Crunchy

Nut Cornflakes are marketed to adults. Both goods denote two products which are marketed to

two distinct groups of persons, both with similar needs, traits, and wants. Market segmentation

allows for a better allocation of a firm's finite resources. A firm only possesses a certain amount

of resources. Accordingly, it must make choices (and incur the related costs) in servicing
specific groups of consumers. In this way, the diversified tastes of contemporary Western

consumers can be served better.

Types of marketing research

Marketing research, as a sub-set aspect of marketing activities, can be divided into the

following parts:

 Primary research (also known as field research), which involves the conduction and

compilation of research for a specific purpose.

 Secondary research (also referred to as desk research), initially conducted for one

purpose, but often used to support another purpose or end goal.

By these definitions, an example of primary research would be market research conducted into

health foods, which is used solely to ascertain the needs/wants of the target market for health

foods. Secondary research in this case would be research pertaining to health foods, but used

by a firm wishing to develop an unrelated product.

Primary research is often expensive to prepare, collect and interpret from data to information.

Nevertheless, while secondary research is relatively inexpensive, it often can become outdated

and outmoded, given that it is used for a purpose other than the one for which it was intended.

Primary research can also be broken down into quantitative research and qualitative research,

which, as the terms suggest, pertain to numerical and non-numerical research methods and

techniques, respectively. The appropriateness of each mode of research depends on whether

data can be quantified (quantitative research), or whether subjective, non-numeric or abstract

concepts are required to be studied (qualitative research).

There also exist additional modes of marketing research, which are:

  Exploratory research, pertaining to research that investigates an assumption.

 Descriptive research, which, as the term suggests, describes "what is".

 Predictive research, meaning research conducted to predict a future occurrence.

 Conclusive research, for the purpose of deriving a conclusion via a research process.

Promotion (marketing)

Promotion is one of the four elements of marketing mix (product, price, promotion,

distribution). It is the communication link between sellers and buyers for the purpose of

influencing, informing, or persuading a potential buyer's purchasing decision. Fundamentally,

however there are three basic objectives of promotion. These are:

1. To present information to consumers as well as others

2. To increase demand

3. To differentiate a product.

Marketing strategy

The field of marketing strategy encompasses the strategy involved in the management of a

given product. A given firm may hold numerous products in the marketplace, spanning

numerous and sometimes wholly unrelated industries. Accordingly, a plan is required in order

to effectively manage such products. For example, a start-up car manufacturing firm would

face little success should it attempt to rival Toyota, Ford, Nissan, Chevrolet, or any other large

global car maker. Moreover, a product may be reaching the end of its life-cycle. Thus, the issue

of divest, or a ceasing of production, may be made.

CUSTOMER SATISFACTION
Customer satisfaction, a business term, is a measure of how products and services supplied by

a company meet or surpass customer expectation. Customer satisfaction is defined as "the

number of customers, or percentage of total customers, whose reported experience with a firm,

its products, or its services (ratings) exceeds specified satisfaction goals." It is seen as a key

performance indicator within business and is part of the four of a Balanced 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.

Within organizations, customer satisfaction ratings can have powerful effects. They focus

employees on the importance of fulfilling customers’ expectations. Furthermore, when these

ratings dip, they warn of problems that can affect sales and profitability. These metrics quantify

an important dynamic. When a brand has loyal customers, it gains positive word-of-mouth

marketing, which is both free and highly effective. In researching satisfaction, firms generally

ask customers whether their product or service has met or exceeded expectations. Thus,

expectations are a key factor behind satisfaction. When customers have high expectations and

the reality falls short, they will be disappointed and will likely rate their experience as less than

satisfying. For this reason, a luxury resort, for example, might receive a lower satisfaction

rating than a budget motel—even though its facilities and service would be deemed superior in

“absolute” terms.

CUSTOMER SATISFACTION IN 7 STEPS

1. Encourage Face-to-Face Dealings

This is the most daunting and downright scary part of interacting with a customer. If

you're not used to this sort of thing it can be a pretty nerve-wracking experience. Rest assured,

though, it does get easier over time. It's important to meet your customers face to face at least

once or even twice during the course of a project.

2. Respond to Messages Promptly & Keep Your Clients Informed

 This goes without saying really. We all know how annoying it is to wait days for a

response to an email or phone call. It might not always be practical to deal with all customers'

queries within the space of a few hours, but at least email or call them back and let them know

you've received their message and you'll contact them about it as soon as possible. Even if

you're not able to solve a problem right away, let the customer know you're working on it.

3. Be Friendly and Approachable

A fellow Site Pointer once told me that you can hear a smile through the phone. This is

very true. It's very important to be friendly, courteous and to make your clients feel like you're

their friend and you're there to help them out. There will be times when you want to beat your

clients over the head repeatedly with a blunt object - it happens to all of us. It's vital that you

keep a clear head, respond to your clients' wishes as best you can, and at all times remain polite

and courteous.

4. Have a Clearly-Defined Customer Service Policy

This may not be too important when you're just starting out, but a clearly defined

customer service policy is going to save you a lot of time and effort in the long run. If a

customer has a problem, what should they do?

If the first option doesn't work then what? Should they contact different people for billing and

technical enquiries? If they're not satisfied with any aspect of your customer service, who

should they tell? There's nothing more annoying for a client than being passed from person to

person, or not knowing who to turn to. So make sure your customer service policy is present

on your site -- and anywhere else it may be useful.

5. Attention to Detail

Have you ever received a Happy Birthday email or card from a company you were a

client of? Have you ever had a personalized sign-up confirmation email for a service that you
could tell was typed from scratch? These little niceties can be time consuming and aren't always

cost effective, but remember to do them.

Even if it's as small as sending a Happy Holidays email to all your customers, it's something.

It shows you care; it shows there are real people on the other end of that screen or telephone;

and most importantly, it makes the customer feel welcomed, wanted and valued.

6. Anticipate Your Client's Needs & Go Out Of Your Way to Help Them Out

Sometimes this is easier said than done! However, achieving this supreme level of

understanding with your clients will do wonders for your working relationship.

7. Honor Your Promises

It's possible this is the most important point in this article. The simple message: when

you promise something, deliver. Clients don't like to be disappointed. Sometimes, something

may not get done, or you might miss a deadline through no fault of your own. Projects can be

late, technology can fail and sub-contractors don't always deliver on time. In this case a quick

apology and assurance it'll be ready ASAP wouldn't go a miss.

CUSTOMER LOYALTY

Obtaining a thorough understanding of customer loyalty is a prerequisite for the

execution of the research at hand. For that, the development of customer loyalty research within

the framework of relationship marketing will be presented first, before different customer

loyalty concepts will be introduced. From these concepts, a definition of customer loyalty for

use in this study will be derived, before both consequences and antecedents of customer loyalty

will be portrayed.

Since the beginning of the 1990s, customer loyalty has gained importance both in

relationship marketing research and in business. In business, this can be attributed to changing

market- and competition-environments. Due to a shift from a sellers’ to a buyers’ market and
because of an increasing degree of globalization, most industries find themselves confronted

with new challenges. In a first phase, firms tried to face these challenges by focusing on their

internal processes and organizational structures, trying to achieve cost reductions by

concentrating on internal improvements. A second phase of external focus followed, where

firms directed attention to their customers, trying to retain existing ones and to win over new

ones (churning). Since “acquiring new customers is much more expensive than keeping them”.

And “loyal customers are the bedrock of any business”. A loyal customer base represents a

barrier to entry, a basis for a price premium, time to respond to competitor innovations, and a

bulwark against deleterious price competition. Loyalty is critical to brand volume, is highly

correlated to market share, and can be used as the basis of predicting future market share;

consequently, understanding loyalty appears critical to any meaningful analysis of marketing

strategy.

In marketing research, two trends mark the development of customer loyalty. While

individual transactions initially were in the center of marketing research, the focus shifted

towards analyzing relationships states that the ‘traditional’ marketing concept of the marketing

mix with its ‘4 Ps’, developed in the middle of the last century, had been the established

approach until the 1990s.

This approach, how-ever, focuses solely on transactions, a deficit tackled by the relationship

marketing approach. At the core of it is the study of relationships between buyers and sellers

of goods or services, in contrast to merely examining transactions. An often cited and

comprehensive definition of relationship marketing is provided “Relationship marketing refers

to all marketing activities directed toward establishing, developing, and maintaining successful

relational exchanges.” Therefore, the relationship marketing approach pro-vides a suitable

environment in which customer loyalty research can be nested.

 While the development of relationship marketing began in the early 1970s, it was not

until the late 1980s that works from the ‘Nordic School of Services’. Initiated a paradigm shift

that geared marketing towards the creation, conservation, and extension of buyer-seller

relationships. Although relationship marketing today is widely accepted among marketing

researchers, its promoters do not postulate the replacement of the transactional approach, but

rather juxtapose the two approaches. For example, delineates a strategy continuum, in which

different goods require different degrees of transaction- and relationship-based marketing

strategies. As a result of the focus on relationships in marketing research, customer loyalty

gained importance within research.

Before determining which stream the present study can be associated with, however, it

is important to create a clear understanding of different customer loyalty concepts prevalent in

research. This will be accomplished in the following section.

TABLE SHOWING KEY FACTORS FOR CUSTOMER SATISFACTION

COMPANY FUNCTION QUALITY FACTORS

Product
Sales Knowledge
Brochure detail
Marketing Mailing frequently
Order Delivery time
Distribution Order Completeness

Problem Response Time

After Sales Time to Resolve
 Accuracy
Accounts Problem Response
Courtesy

CUSTOMER CARE AND SALES PROCESSES

Service organizations are particularly dependent on levels of customer care, as the ‘people’

element in the marketing mix reflects. Customer care can play an equally important role,

however, in manufacturing, production and other organizations providing goods and services.

For customer care programs to be successful they need to span the entire organization. Popular

guarantees 100% customer satisfaction and has, over the years, developed a more conscientious

approach to individual customers. There is Customer care training provided. Though this may

initially be a very lengthy process as the ball starts rolling through all sectors of the organization

and costs will grow too, as further investment is required to update and maintain the initiative

in the future. To provide an effective customer care services, every employee is highly

motivated. There are frequent internal newsletters circulated which strengthens the bond

throughout the organization. Frequent performance appraisal throughout the organization is

conducted to evaluate the employees and provide career developmental opportunities to

potential employees. The customer care program at Popular mainly have six main stages, as

follows:

1. Objectives setting: For every month, target sales will be fixed by the Sales Manager at

the showroom.

2. Current situation analysis: Present industrial trend is observed closely and various

promotional offers are introduced to boost sales if there is a chance for a slump in sales.

Also, a customer service audit is conducted both internally and externally. Monthly sales

targets fixed by the Sales Manager.

3. Strategy development: Develop a strategy for raising levels of both customer service and

sales from the current to the desired standard based upon any change in trends and the

economic conditions prevailing. Each region is divided into 4 zones. Each zonal level

will be under the charge of a supervisor under whom there are four sales executives. It is

the duty of these sales executives to generate on field enquiries and to follow up the

customers based on the appointment fixed.

4. Functional planning: Define training needs and other requirements such problem-solving

sessions or teambuilding exercise to execute the strategy. Daily, a meeting of all the staffs

at their respective branch is convened. Here they discuss their daily programs and targets

to meet plus they also discuss about their previous day’s work among the team. They

consider the response of all the individual customers met.

5. Implementation: Implement training and other initiatives through workshops, seminars.

The prospective customers are segregated and the issues raised by certain customers will

also be addressed. Some customers may not be satisfied with the present offers and price.

In such cases efforts will be put up to make maximum adjustments and convert it to sales.
 6. Monitoring: Results are tested through customer and employee surveys and evaluation of

the training methods is also conducted. The program is improved and updated on a

continuous basis.

HANDLING CUSTOMER COMPLAINTS

A complaint is any measure of dissatisfaction with your product or service, even if it’s

unfair, untrue, or painful to hear! Complaints may be about:

• Service Content, Delivery or Quality • Response Time

• Documentation • Personnel

• Billing • Communication

• Follow Up • Requests

This is a customer complaint resolution process that anyone can implement:

 Focus on the Customer

If you can’t immediately solve the problem, respond to the customer and identify an “owner”

who will be responsible for final resolution. Complete the communications loop with customer.

If you’ve referred the complaint to others, make sure there’s closure. If you’ve left the customer

hanging without a response, you’ve become part of the problem.

 Focus on the Complaint

Collect all complaints from all external customers and categorize them in a way that allows

you to analyze data to see trends, patterns, concentrations, tendencies, etc.

 Focus on Process Improvement

Use the database of complaints to define processes that are important from the customer’s

perspective and to improve the most critical ones. Based on analysis of the database, make

appropriate investments to prevent issues that result in customer complaints. If you can think

of complaints as useful data for making process improvements in your organization, you will
go a long way towards making changes that will differentiate you and make your work life

easier, more fun, and more responsive to customer needs.

INDUSTRY PROFILE

AUTOMOBILE INDUSTRY TILL DATE

The automobile industry is one of the biggest industries in the world. Being a major revenue

and job generating sector it drives the economies of some of the superpowers of the world. In

India the automobile industry has grown by leaps and bounds since the advent of the

liberalization era the automobile industry and especially the two wheeler segment has grown

by leaps and bounds.

The liberalization has done away with primitive and prohibitive practices of licensing and

restricted foreign investment have been done away with. The result of which was the entry of

foreign players into the Indian market. The two wheeler segment was largely dominated by

Automobile Products of India (API) and Enfield in the 50s. Later on towards the end of the 50s

Bajaj Autos began importing Vespa scooters from Italian company Piaggio. In the following

decades the automobile industry in India was mainly dominated by scooters with API and later

Bajaj dominating the market. There were very few products and choices available as far as

motorcycle is concerned and Enfield bullet and Rajdoot dominated the market. The 80s saw

the entry of Japanese companies in the Indian market with the opening up of the market to
foreign companies. Hero Honda and TVS Suzuki are companies formed in this era of market

reform. The market was still predominantly scooter dominated and Bajaj and LML were the

leading brands producing the products at that time.

The Japanese companies not only collaborated with Indian companies to produce the already

existing products but also brought in new technology as a result of which the ever conquering

100cc bikes which were extremely fuel efficient with 4 stroke engines were launched in India.

These proved to be highly successful as they provided a cheap and affordable means of personal

transport to all those who could not buy a car. The flourishing middle class took a great liking

for these bikes and the bike sales in India began to grow exponentially year on year leading to

Hero Honda becoming the leader in the two wheeler industry in India and the largest producer

of two wheelers in the world. The post 90s era was the era of liberalization and weakening of

restrictive measures. The government went on an overdrive to support the industry and all FDI

regulations and licensing was abolished. 100% FDI was allowed in the automobile industry

and the excise duty was also considerably reduced to its current level of 12% on two wheelers.

All these factors combined with the rising fuel prices, the increasing dispensable incomes of

households, easy access to finance, etc. have led to two wheeler industry becoming the

backbone of the automobile industry in India. The two wheeler industry in India forms a major

chunk of the automobiles produced in India. According to Society of Indian Automobile

Manufacturers statistics for the year 2009 – 2010, two – wheelers comprise 76.49% of market

share among the vehicles produced in India. The production share of two wheelers is quite

similar to the market share. The two wheeler industry comprises around 74% of the total

automobiles produced in India. The SIAM data for the year 2009-10 states that 8,418,626 two

wheelers were produced during the year against a total of 11,175,479vehicles produced during

the year.
India emerged as Asia's fourth largest exporter of automobiles, behind Japan, South Korea and

Thailand. India’s automobile sector consists of the passenger cars and utility vehicles,

commercial vehicle, two wheelers and tractors segment. The total market size of the auto sector

in India is approximately Rs 540 billion and has been growing at around 8 percent per annum

for the last few years. Since the last four to five years, the two wheelers segment has driven the

overall volume growth on account of the spurt in the sales of motorcycles. However, lately the

passenger cars and commercial vehicles segment has also seen a good growth due to high

discounts, lower financing rates and a pickup in industrial activity respectively. Major

automobile manufacturers in India include Maruti Udyog Ltd., General Motors India, Ford

India Ltd., Eicher Motors, Bajaj Auto, Daewoo Motors India, Hero Honda Motors, Hindustan

Motors, Hyundai Motor India Ltd., Royal Enfield Motors, TVS Motors and Swaraj Mazda Ltd.

With the economy growing at 9% per annum and increasing purchasing power there has been

a continuous increase in demand for automobiles. This, along with being the second largest

populated country, makes the automobile industry in India a very promising one.

INDIAN TWO WHEELER MARKET

Ever since the old Lambretta scooter was replaced with the flurry of vibrant two wheeler

models, Indian two wheeler industry has seen a phenomenal change in the way they perceive

the Indian market. Two wheeler manufacturers are now competing in an ever growing

consumer market by bringing out new products and features. The country has now grown into

the second largest producer of two wheelers in the world. Currently there are around 10 two-

wheeler manufacturers in the country, and they are Bajaj, Hero, Hero Honda, Honda,

Mahindra/Kinetic, Royal Enfield, Suzuki, TVS, and Yamaha. There have been various reasons

behind this growth. Because of poor public transport system, the citizens found convenience in

two wheelers. Added to this is the fact that the average Indian still does not have the purchasing

capacity for a more expensive, four wheeler. The story of Mr. Ratan Tata inspired by a family
of four members travelling in Indian roads, not concerned about safety and the evolution of the

idea of TATA Nano has been quite famous globally. The Indian two wheeler industries can be

divided into motorcycles, scooters and mopeds. The consumer has changed his preference from

mopeds to scooters and then to motorcycles. The trends seen in the past few years include

females increasingly using two-wheelers for their personal commutation and various two

wheeler manufacturers designing vehicles specially to cater to needs of this segment. One of

the earliest revolutions in this industry was Kinetic’s introduction of the concept of

electronic/self-start and automatic gears which made two wheelers comfortable and useable by

women, when compared to old Bajaj Chetak advertisements which showed middle aged

females riding a Bajaj Chetak scooter.

A recent trend in the industry has been electric vehicles, which mostly leverage on their eco-

friendliness and low operating costs, but is still not accepted well due to the lack of reputation

of the manufacturers and lack of trust on technology, which is still being perceived in the

nascent stages, especially battery and inverters which prove to be very expensive components.

TVS recently leveraged this opportunity by launching a hybrid model of their non geared

scooter – TVS Scooty. The end of the last decade saw Bajaj taking a radical decision to do

away with the Scooter range and completely concentrate on motorcycles, especially stating

change in customer’s preference as the main reason. The customers are left without a choice in

most cases than to migrate from the traditional scooters of the Indian family to the all youthful

bikes.
 1.2 OBJECTIVE OF STUDY

1. For developing skills in report writing through various techniques like data
representing, presentation, data analysis.

2. To know about the experience after purchase relating various parameters.

3. To gain the knowledge about a real time business .

4. To understanding the policies, rules, techniques of a real time business.

5. How to apply the theoretical concept in real life situations .

6. To study the growth of Royal Enfield over the period of time.

7. To study about Royal Enfield’s market share.

8. To study about company’s competitor and their policy .

9. To compare the Royal Enfield’s performance with its competitors .

10. To know about Royal Enfield’s strategy to tackle its competitors strategies.
1.3 SCOPE OF STUDY

1. To analyse the sales the royal enfield across India. From data collected

from secondary sources

2. To compare Royal Enfield with other famous two wheeler brands

1.4 COMPANY PROFILE

Mid 19th century England The firm of George Townsend & Co. opened its doors

in the tiny village of Hunt End, near the Worcestershire town of Redditch. The

firm was specialized in sewing needles and machine parts. In the first flush of

enterprise, flitting from one opportunity to another, they chanced upon the pedal-

cycle trade. Little did they know then that it was the beginning of the making of

a legend. Soon, George Townsend & Co. was

manufacturing its own brand of bicycles. And in

1893 its products began to sport the name ‘Enfield’ under the entity Enfield

Manufacturing Company Limited with the trademark ‘Made Like a Gun’. The

marquee was born.

INDUSTRY Motorcycles, Lawnmowers

SUCCESSOR Royal Enfield Motors (formerly Enfield of India)

FOUNDED 1893, as Enfield Manufacturing Co. Ltd.

DEFUNCT 1971

HEADQUARTERS Redditch, Worcestershire, England

KEY PEOPLE Founders Albert Eadie and Robert Walker Smith

PRODUCTS Royal Enfield Clipper, Crusader, Bullet, Interceptor.

Profile of the Organization

Royal Enfield is the makers of the

famous Bullet brand in India.

Established in 1955, Royal Enfield (India) is

among the oldest bike companies. It stems from the

British manufacturer, Royal Enfield at Redditch.

Royal Enfield has its headquarters at Chennai in India. Bullet bikes are famous

for their power, stability and rugged looks. It started in India for the Indian Army

350cc bikes were imported in kits from the UK and assembled in Chennai. After
a few years, on the insistence of Pandit Jawaharlal Nehru, the company started

producing the bikes in India and added the 500cc Bullet to its line. Within no

time, Bullet became popular in India.

ORGANISATIONAL STRUCTURE

GENERAL MANAGER
(Proprietor)

Sales Manager Service Manager Service Manager

Showroom Service Accountant

In charge Supervisor
charge

Team Service Assistant

Manager Staffs Accountant

Sales
Representative
SWOT ANALYSIS
MAJOR PLAYERS IN INDIAN TWO WHEELER MARKET

GROUP PLAYERS ATTRIBUTES COMPETITIVE FORCES

A Bajaj, Hero Honda Highly diversified - High buyer power

Aggressive - High competitive
promotion
rivalry
- High entry barriers

B TVS Selectively - Low entry barriers

diversified
- Narrow product lines
Aggressive imply that aggressive
Promotion promotions can eat into
market share

C Honda, Yamaha Selectively -High threat of

diversified
substitution (Rs 1 lakh car)
Moderate Promotion
- Low entry barriers

D Royal Enfield Highly specialized - Low buyer power, high

brand loyalty
Low Promotion
- Product diversification
will imply risk of brand
dilution
SWOT ANALYSIS OF THE TWO WHEELER INDUSTRY

STRENGTHS WEAKNESSES

 Established brands  Extremely price sensitive

 Strong Brand Name  Short PLC
 Fuel efficient  High R and D costs
 Style statement
 Convenient in heavy traffic
 Cheap and affordable
 Easy and cheap finance availability
 Patents
 Good reputation among customers

OPPURTUNITIES THREATS

 Growing premium segment  The Rs.1 Lakh car

 Increasing dispensable income  Cut throat competition
 Environmental concerns  Increasing number of players in the
 Exports increasing market
 Very strong demand in the 100cc.  Rising raw material costs
segment dominated by limited  Increasing rates of interest on
players. finance
SWOT ANALYSIS FOR ROYAL ENFIELD, INDIA

STRENGTHS WEAKNESSSES

 Size and scale of parent company  Small showrooms

 Effective Advertising Capability  Not much emphasis on aggressive
 Committed and dedicated staff selling
 High emphasis on R and D  Weak product diversity
 Experience in the market
 Established brand
 Established market channel
 Power, Speed & Acceleration

OPPURTUNITIES THREATS

 Growing premium segment  Cut throat competition

 Global expansion into the  Increasing number of players in the
Caribbean & Central America market
 Expansion of target market (include  Rising raw material costs
women)  Increasing rates of interest on
 Increasing dispensable income finance
 1st mover advantage
Profile of the Products

Royal Enfield Bullet 350

One can be a part of classical prominence by having a

ride on Royal Enfield Bullet 350, a macho bike which is

stylish as well. The brawny is laden with plenty of

attention grabbing features like traditional designing,

astonishing power of 18 bhp from air cooled, 4 stroke

engine, large wheels, and better sitting for superior riding. This has been the classical offering

from Royal Enfield and the engineering and the design has remained unchanged over the

years. It has remained the flagship product with the other products being perceived more as

derivatives of this motorcycle rather than standalone products.

Royal Enfield Bullet 500 (Cast Iron)

Royal Enfield Bullet 500 is a classic bike having

vintage styling. The bike has hand-painted pin stripes,

a 4-speed transmission, double leading shoe front brake and was touted as the powerhouse

model with a whopping 27 bhp output. While the bike looked mostly similar to the Standard

350cc offering, its bigger engine made it a more potent vehicle to have on long rides.Royal

Enfield Bullet Electra 4S

Royal Enfield motorcycles were renowned for having

problems starting because of their CB Point Ignition

systems. In an attempt to break this negative image, the

company came up with Electra. Electra was in effect a

Standard 350cc but had a CDI Ignition system.

This paved the way for the newer bikes from Royal Enfield which now have Digital TCI as a a

part of the standard package.

Royal Enfield Lightning 535

Looking for an image makeover back in 2001, Enfield

came up with Lightning. It was a Limited Edition 535cc

motorcycle. The single-cylinder, air-cooled 535cc

engine was the largest SCAC engine for any

motorcycle in the world. The bike received limited acceptance amongst users and was

discontinued after 2006 but it succeeded in rebuilding the power-bike image of Royal Enfield

amongst the enthusiasts.

Royal Enfield Bullet Electra 5S

With Electra 4S receiving quite a lot of acceptance,

Royal Enfield decided to add a few more features

to align themselves with the more contemporary

manufacturers. From a right-hand side 4-speed

gear shift, they moved to a left-hand side 5-speed gear shift. Disc brakes also made an entry,

with the 280mm disc being the largest in the country. This has been one of the most successful

models from Royal Enfield and was to a large extent responsible for the revival of the brand

during the turn of the millennium.

Royal Enfield Bullet Machismo

Machismo is Royal Enfield’s “chrome

monster”. Resplendent with chrome, they are

available in both 350cc and 500cc variants.

They were the first bikes to have the now

legendary Lean Burn AVL Engines. These were

the result of Royal Enfield’s collaboration with an Austrian Engine manufacturer, AVL.

Royal Enfield Thunderbird Bike

Royal Enfield Thunderbird is a powerful bike

which for the first time broke off from the

‘Bullet’ look. They were modeled similar to the

cruisers available worldwide and were

positioned as a tourer’s choice. It has

developed into a strong marquee itself and continues to remain a brand name despite

engineering changes that went into it. It started as a 350cc AVL Single-Spark Engine. Today

the Thunderbird Twin spark is a 350cc Unit Construction Twin-spark Engine with about 20 bhp

output.
Royal Enfield Classic

In 2008, Royal Enfield unveiled its latest offerings – the Classic 350 and the Classic 500.Styled

in the vintage 50’s look, they came with

18 inch tires, Unit Construction engines

and the look and feel of a vintage. Priced

at 1.3 lakhs and 1.7 lakhs respectively, the

350cc and the 500cc variants are slowly

gaining popularity amongst users for the lower ride height, the greater power and above all,

the vintage feel of the bike.

1.5 INDUSTRY PROFILE

AUTOMOBILE INDUSTRY TILL DATE

The automobile industry is one of the biggest industries in the world. Being a

major revenue and job generating sector it drives the economies of some of the

superpowers of the world. In India the automobile industry has grown by leaps

and bounds since the advent of the liberalization era the automobile industry and

especially the two wheeler segment has grown by leaps and bounds.
The liberalization has done away with primitive and prohibitive practices of

licensing and restricted foreign investment have been done away with. The result

of which was the entry of foreign players into the Indian market. The two wheeler

segment was largely dominated by Automobile Products of India (API) and

Enfield in the 50s. Later on towards the end of the 50s Bajaj Autos began

importing Vespa scooters from Italian company Piaggio. In the following decades

the automobile industry in India was mainly dominated by scooters with API and

later Bajaj dominating the market. There were very few products and choices

available as far as motorcycle is concerned and Enfield bullet and Rajdoot

dominated the market. The 80s saw the entry of Japanese companies in the Indian

market with the opening up of the market to foreign companies. Hero Honda and

TVS Suzuki are companies formed in this era of market reform. The market was

still predominantly scooter dominated and Bajaj and LML were the leading

brands producing the products at that time.

The Japanese companies not only collaborated with Indian companies to produce

the already existing products but also brought in new technology as a result of

which the ever conquering 100cc bikes which were extremely fuel efficient with

4 stroke engines were launched in India. These proved to be highly successful as

they provided a cheap and affordable means of personal transport to all those who

could not buy a car. The flourishing middle class took a great liking for these

bikes and the bike sales in India began to grow exponentially year on year leading

to Hero Honda becoming the leader in the two wheeler industry in India and the
largest producer of two wheelers in the world. The post 90s era was the era of

liberalization and weakening of restrictive measures. The government went on an

overdrive to support the industry and all FDI regulations and licensing was

abolished. 100% FDI was allowed in the automobile industry and the excise duty

was also considerably reduced to its current level of 12% on two wheelers. All

these factors combined with the rising fuel prices, the increasing dispensable

incomes of households, easy access to finance, etc. have led to two wheeler

industry becoming the backbone of the automobile industry in India. The two

wheeler industry in India forms a major chunk of the automobiles produced in

India. According to Society of Indian Automobile Manufacturers statistics for the

year 2009 – 2010, two – wheelers comprise 76.49% of market share among the

vehicles produced in India. The production share of two wheelers is quite similar

to the market share. The two wheeler industry comprises around 74% of the total

automobiles produced in India. The SIAM data for the year 2009-10 states that

8,418,626 two wheelers were produced during the year against a total of

11,175,479vehicles produced during the year.

India emerged as Asia's fourth largest exporter of automobiles, behind Japan,

South Korea and Thailand. India’s automobile sector consists of the passenger

cars and utility vehicles, commercial vehicle, two wheelers and tractors segment.

The total market size of the auto sector in India is approximately Rs 540 billion

and has been growing at around 8 percent per annum for the last few years. Since

the last four to five years, the two wheelers segment has driven the overall volume
growth on account of the spurt in the sales of motorcycles. However, lately the

passenger cars and commercial vehicles segment has also seen a good growth due

to high discounts, lower financing rates and a pickup in industrial activity

respectively. Major automobile manufacturers in India include Maruti Udyog

Ltd., General Motors India, Ford India Ltd., Eicher Motors, Bajaj Auto, Daewoo

Motors India, Hero Honda Motors, Hindustan Motors, Hyundai Motor India Ltd.,

Royal Enfield Motors, TVS Motors and Swaraj Mazda Ltd.

With the economy growing at 9% per annum and increasing purchasing power

there has been a continuous increase in demand for automobiles. This, along with

being the second largest populated country, makes the automobile industry in

India a very promising one.

INDIAN TWO WHEELER MARKET

Ever since the old Lambretta scooter was replaced with the flurry of vibrant two

wheeler models, Indian two wheeler industry has seen a phenomenal change in

the way they perceive the Indian market. Two wheeler manufacturers are now

competing in an ever growing consumer market by bringing out new products

and features. The country has now grown into the second largest producer of two

wheelers in the world. Currently there are around 10 two-wheeler manufacturers

in the country, and they are Bajaj, Hero, Hero Honda, Honda, Mahindra/Kinetic,

Royal Enfield, Suzuki, TVS, and Yamaha. There have been various reasons

behind this growth. Because of poor public transport system, the citizens found
convenience in two wheelers. Added to this is the fact that the average Indian still

does not have the purchasing capacity for a more expensive, four wheeler. The

story of Mr. Ratan Tata inspired by a family of four members travelling in

Indian roads, not concerned about safety and the evolution of the idea of TATA

Nano has been quite famous globally. The Indian two wheeler industries can be

divided into motorcycles, scooters and mopeds. The consumer has changed his

preference from mopeds to scooters and then to motorcycles. The trends seen in

the past few years include females increasingly using two-wheelers for their

personal commutation and various two wheeler manufacturers designing vehicles

specially to cater to needs of this segment. One of the earliest revolutions in this

industry was Kinetic’s introduction of the concept of electronic/self-start and

automatic gears which made two wheelers comfortable and useable by women,

when compared to old Bajaj Chetak advertisements which showed middle aged

females riding a Bajaj Chetak scooter.

A recent trend in the industry has been electric vehicles, which mostly leverage

on their eco-friendliness and low operating costs, but is still not accepted well due

to the lack of reputation of the manufacturers and lack of trust on technology,

which is still being perceived in the nascent stages, especially battery and

inverters which prove to be very expensive components. TVS recently leveraged

this opportunity by launching a hybrid model of their non geared scooter – TVS

Scooty. The end of the last decade saw Bajaj taking a radical decision to do away

with the Scooter range and completely concentrate on motorcycles, especially

stating change in customer’s preference as the main reason. The customers are

left without a choice in most cases than to migrate from the traditional scooters

of the Indian family to the all youthful bikes.

TOP EXPORT DESTINATIONS

The Indian Automobile industry has attained new heights in the last ten

years. It has seen the vehicle production growing rapidly and industry has been

making significant contribution to the employment, directly and indirectly, and

also to kitty of indirect taxes. Today, all major OEMs are in India and many of

them have made India a hub for their small cars and exports.

In December 2006, Government had formulated a ten-year Automotive

Mission Plan with an aim to achieve domestic vehicle market of $82-119bn by

2016 and $12bn export of vehicles. It also aimed at making India 7th largest

vehicle producing country in the world by 2016. And, we have already achieved

this milestone in 2010, which is good six years ahead of the target.

 In this category, SAARC countries have been one of the key destinations for

Indian exports with three of the SAARC countries, Sri Lanka, Bangladesh

and Nepal featuring in the top 6 export destinations for Indian two wheelers

segment. However, exports to Sri Lanka, which used to be the largest

importer of two wheelers from India in 2006-07, have fallen by almost 20%

since 2006-07 to reach a level of $ 63mn of exports in 2009-10.

 The top most destinations for exports in this segment is Nigeria which

imported two wheelers worth $ 103mn in the year 2009-10 up from $ 85mn

in 2008-09, a growth of 21% approximate. In fact, Nigeria has emerged as

one of the fastest growing destination for Indian two wheeler exports over

past 4 years. India exported two wheelers worth merely $ 6mn in Nigeria in

2006-07 which has grown by 15 times to reach an export level of $ 103mn

in 2009-10. Amongst the top 5 export destinations in this segment, Colombia

experienced the highest increase in growth of imports from India in 2009-

10. Exports of two wheelers to Colombia increased by 45% in 2009-10 over

2008-09.
 CHAPTER 2
REVIEW OF LITERATURE

LITERATURE REVIEW

(Preusser et al., 1995) Motorcycles, which are a small subset of all motor vehicle, are

greatly overrepresented in fatal motor vehicle accidents. In the United States, the death

rate per registered motorcycle (59 per 100,000) is approximately three times the death

rate per registered passenger car (17 per 100,000). Death rate calculated per vehicle,

however, do not take into account the substantially lower mileage travelled by

motorcyclists. Per mile travelled, the death rate for motorcycles is estimated to be 22

times higher than the comparable death rate for passenger cars.

In an earlier study, Wulf et al. (1989) estimated the death rate for motorcycle riders of

about 35 per 100 million miles of travel compared with an overall vehicle death rate of

2.57 per 100 million miles. In Great Britain in 2002, the “Killed or Seriously Injured”
(KSI) casualty rate was 147 per 100 million vehicle kilometer for two wheeled motor

vehicle, whilst for car users the rate was 5 per 100 million vehicle kilometers (DfT,

2003a). Besides the higher death rate, motorcyclists are more likely to be injured when

involved in an accident.

Horswill and Helman (2001a) looked at 399 injury accidents in the UK (1999 data) in

which either a motorcycle or car was involved in a head on collision with a car (that is,

both types of vehicle collided with the same type of object in the same way). Around

97% of motorcyclists were injured or killed in these collisions compared with 50.5% of

car drivers (in accidents where the car driver or motorcyclists was not injured, the

injured parties were either passengers or the occupants of the other vehicle). To take

into account the possibility that motorcycle/car collisions may occur at higher speeds

than car/car collisions, they assessed a sample of 109 motorcycle/car head on collisions

(that is, the impact speed was the same for the car and the motorcycle) from the same

dataset, and found that the motorcyclists involved were 95.4% likely to be injured while

the car drivers were 0.9% likely to be injured. The much higher injury rate confirmed

that motorcyclists are more physically vulnerable than car drivers. Overall, the casualty

rate (all injury types) is 556 per 100 million vehicle kilometer for two wheeled motor

vehicle, compared to 50 for car users in Britain 2002. The number of active

motorcyclists could be estimated in principle from DVLA information on the number

of motorcyclist licences. The age and sex of the rider is also given.
However, Broughton (1987) found that this significantly overestimated the number of

active motorcyclists since large proportions of those with licences do not ride regularly.

A better measure of the number of active motorcyclists therefore is the number of

motorcycles licensed, as discussed in the previous section. One significant drawback of

this measure is that no demographic information of the motorcyclists (age, sex, area,

etc.) is available. Another problem of this measure is that some owners fail to license

their vehicle to avoid paying Vehicle Excise Duty and some owners may own more than

one bike. An alternative source of information is the National Travel Survey, which

collects data on the travel habits of around 3,200 households (around 8,000 individuals)

per year. Individuals complete a seven-day (consecutive days) travel diary recording

details of travel such as the purpose of the journey, the method, the distance traveled

and the time of day as well as personal information. This information is invaluable in

linking the motorcyclist demographics, motorcycle information (such as engine size)

with motorcycle use. Its major drawback is the small sample of the respondents who

ride motorcycles (in line with the small number of active motorcyclists). To get the

necessary level of details, several years of data has to be aggregated and thus mask

changes over time (Elliott et al., 2003).

(Thomson 1980; Wulf et al., 1989; RSC, 1992) One comprehensive study of

motorcyclist and motorcycle use based on the NTS data is reported in DfT (2001). The

period of 1992 to 1999 is covered in the analysis, as the sample sizes are too small for

a shorter period of time. The key results cover motorcycle travel by area, journey

purpose, age and sex as well as motorcycle size. Motorcycle crash studies provide ample
evidence that motorcyclists are not easily seen by drivers of other vehicle, particularly

when traffic is heavy and the visual field is complex. A common claim of motor-vehicle

drivers involved in crashes is that they did not see the motorcycles and their riders at

all, or did not see them in time to avoid the crash. In roughly half of the cases in which

motor-vehicle drivers failed to detect a motorcycle in time to avoid a crash, other

obstacles were present, either within the vehicle, as part of the landscape, or in passing

traffic, that interfered with the driver’s line of sight (Hurt et al., 1981; Bednar et al.

2000). The ability of other road users to see and notice the motorcycle is termed

conspicuity. Because motorcycles are less conspicuous than passenger cars or trucks,

they are more difficult to detect and their approaching speed is more difficult to

determine, and this largely contributes to the high accident rate of motorcycles.

Hancock et al. (1990) described two factors that lead to drivers failing to detect

motorcyclists in the first place: sensory conspicuity (the physical qualities of the

approaching vehicle that distinguish it from its background) and cognitive conspicuity

(the degree to which the observer’s experience or intentions affects the salience of the

approaching vehicle). Motorcycles have poor sensory conspicuity (due to the smaller

size of the motorcycle) but they also have poor cognitive conspicuity (they are less

frequent and hence less expected than cars).

According to RSC (1992), size is one of the important factors influencing conspicuity.

The face-on silhouette area of motorcycle is 30-40% of a passenger car but this is
enlarged, on the one hand, by fairings or, on the other, by changing the angle of

approach. Under daytime ambient light conditions, even motorcycles are big enough to

be seen far enough away to allow execution of avoidance manoeuvres when they are in

a driver's visual field. However, motorcycles’ small size increases the likelihood that

motorcycles will be obscured by traffic and their detection may rely on their being seen

in a gap a long distance away.

Horswill and Helman (2001) Moreover, people identify objects on the basis of their

size, shape, colour and motion. At a distance motorcycles are similar to pedestrians or

bicycles except for their speed. Size is related to judgment of speed and distance so that

the speed difference between motorcycles and other road users may not always be

enough to enable drivers to discriminate between them at long distances. These findings

are supported by him. They found that people waiting to pull out at a junction have

problems detecting when a motorcycle will Literature Review on Motorcycle Collision

reach them. People judged an oncoming motorcycle would reach them later than an

oncoming car – despite the actual time to arrival being exactly the same. This is likely

to be due to the smaller size of motorcycles, since the increase in their size as they

approach – their rate of looming - is less easy to detect.

Brooks and Guppy (1990), The lower frequency of motorcycles on the road is another

factor that causes drivers of other vehicle to overlook motorcyclists and subsequently
violate their right-of way. Many drivers do not anticipate routine encounters with

motorcyclists in traffic (NHTSA and MSF, 2000).

Hurt et al. (1981) found that drivers involved in crashes with motorcycles were more

likely to be unfamiliar with motorcycles. they shows drivers who also ride motorcycles

and those with family members or close friends who ride are more likely to observe

motorcyclists and less likely to collide with them. This indicates that drivers can see

motorcyclists, whom they might otherwise overlook, if they mentally train themselves

to do so. Some experts adduce an "expectancy" phenomenon. They follow research on

vigilance and say that road users become conditioned to respond more to the visual cues

provided by other vehicle than those of motorcycles because of their greater size and

frequency on the road.

 CHAPTER 3
REASEARCH METHODOLOGY

The research will be carried out in various phases that constitute an approach of

working from whole to part. It includes subsequent phases trying to go deeper into the user’s

psyche and develop a thorough understanding of what a user looks for while buying a bike.

The first phase is completely internal where it is stormed over the most effective route of action,

considering that Bullet users in Delhi are more in number.

The second phase is with some of the seasoned bikers who have been using Bullets for some

time now and are generally known and respected amongst the Bullet community.

The third phase is with some respondents who will be interviewed with the help of

questionnaire keeping in mind the time and cost constraints.

TOOLS OF DATA COLLECTION

The information relevant for study was drawn from Primary data collected through survey

method, which alone was not sufficient. Hence Secondary data was collected to study

successfully.

 Primary data- In order to find out customer satisfaction regarding bikes of Royal

Enfield Primary Data was collected by personally visiting the dealerships and

showrooms. With the help of a well laid questionnaire, I took the feedback from the
 customers who were coming for the services of their bikes at the dealerships. As well

as I contacted some of the customers through telex calling by taking the data about the

customers from the customer data register of the dealership. I interviewed them and

discussed with the showroom staff as well as with the employees at Royal Enfield

which helped me to prepare the research Report.

 Secondary data- The Secondary Data collection involved internet search, browsing

magazines, newspapers and articles and papers related to the two wheeler industry in

India. Numerous Journals and books related to the topic were also browsed to

understand the dynamics of the industry.

SAMPLE DESIGN

The research was carried out in various phases that constituted an approach of working

from whole to part. It included subsequent phases trying to go deeper into the user’s psyche

and develop a thorough understanding of what the user looks for while buying a bike. In order

to get a perspective from non-Bullet riders as to what are the reasons for not choosing a Bullet,

I administered the same questionnaire to riders who used other motorcycles keeping in mind

the time and cost constraints. For the customer satisfaction study a sample of 75 persons was

chosen from the in Bangalore city. The sample was judgmental and methodology was

convenient random sampling.

Size of Sample 75

Sampling technique Convenient Random Sampling method

Location from which samples were taken Delhi

PLAN OF ANALYSIS

 Raw Primary data has been collected with help of questionnaire. The raw data has been

tabulated with the help of table. From the tables, concept, analysis and inferences are

drawn which in turn was used for interpretation. Based on, these charts were prepared

to better pictorial understanding of the study.

 From the set of inferences and interpretation, conclusion have been drawn which is

followed by suggestions, keeping the objectives in mind throughout the study.

CHAPTER 4
Data Reduction, Presentation, Analysis and Interpretation

TABLE No.1
TABLE SHOWING-THE PROFILE OF THE RESPONDENTS BASED ON AGE
 AGE NO. OF PERCENTAGE
RESPONDENTS
20-24 30 40%

25-29 19 26%

30-34 14 18%

Above 35 12 16%

TOTAL 75 100%

Analysis

From the above table it is clear that 40% of the respondents are aged between 20 and 24, 26%

between 25 and 29, 18% between 30 and 34 and only 16% aged above 35 years.

Interpretation

It is revealed that majority of respondents are between 20 and 29 years. From this we can

conclude younger generation and middle age are more interested in Royal Enfield may be

because this is the age where they start earning.

GRAPH No.1

GRAPH SHOWING-THE PROFILE OF THE RESPONDENTS BASED ON AGE

 16%

40%
18%

20-24

26% 25-29
30-34
Above 35

TABLE No.2
TABLE SHOWING-THE PROFILE OF THE RESPONDENTS BASED ON GENDER

GENDER NO. OF PERCENTAGE

RESPONDENTS
MALE 69 92%

FEMALE 6 8%
 TOTAL 75 100%

Analysis

From the above table it is clear that 92% of respondents were male and female respondents

constituted just 8% of total responses.

Interpretation

It is clear that most of the users of Royal Enfield are males mostly because of the manly look

of the bikes.

GRAPH No.2
GRAPH SHOWING-THE PROFILE OF THE RESPONDENTS BASED ON GENDER
 8%

Male
Female
92%

TABLE No.3
TABLE SHOWING-THE OCCUPATION OF RESPONDENTS
OCCUPATION NO.OF PERCENTAGE
RESPONDENTS
STUDENT 33 44%

GOVERNMENT SERVICE 5 6%
 EX-SERVICEMEN 3 4%

PROFESSIONAL 21 28%

SELF-EMPLOYED 13 18%

TOTAL 75 100%

Analysis

From the above table it is clear that 44% of the respondents were students pursuing their

graduation or post graduation studies and 28% were professionals. 18% of the respondents

were self employed, 4% were ex-serviceman and 6% belonged to government services.

Interpretation

It is clear that users are mostly Professional males, 20-35 years of age including some students

because of the looks and power of the bike.

GRAPH No.3
GRAPH SHOWING-THE OCCUPATION OF RESPONDENTS
 45%

40%
35%
30%
25%
20%
15%
10%
5%
0%

No. of Respondents

Student Govt service Ex-servicemen Proffesional Self-employed

No. of Respondents 44% 6% 4% 28% 18%

TABLE No.4
TABLE SHOWING-THE ANNUAL INCOME GROUP OF RESPONDENTS
INCOME GROUP NO. OF PERCENTAGE
RESPONDENTS
LESS THAN 1,20,000 39 52%
 1,20,001-3,60,000 10 14%

3,60,001-7,20,000 14 18%

ABOVE 7,20,000 12 16%

TOTAL 75 100%

Analysis

From the above table it is clear that 52% of the respondents had an annual income of lesser

than 1,20,000, 18% had income between 3,60,001 and 7,20,000, 16% earned more than

7,20,000 per annum and 14% had income between 120001 to 3,60,000.

Interpretation

It shows that Royal Enfield is placing their products in the appropriate and reasonable price

range and the people of income bracket less than 1,20,000 can easily afford this Bike.
GRAPH No.4
GRAPH SHOWING-THE ANNUAL INCOME GROUP OF RESPONDENTS

16%

18%

52%

14%
Less than 1,20,000
1,20,001-3,60,000
3,60,001-7,20,000
Above 7,20,000

TABLE No.5
TABLE SHOWING-THE MODEL OF THE ROYAL ENFIELD THE
RESPONDENTS PRESENTLY OWN
MODEL NO. OF PERCENTAGE
RESPONDENTS
 BULLET 500 11 14%

THUNDER BIRD 7 10%

BULLET ELECTRA 15 20%

MACHISMO 500 6 8%

BULLET 350 16 21%

CLASSIC 500/350 17 23%

OTHERS 3 4%

TOTAL 75 100%

Analysis

From the above it is clear that 14% of the respondents own Bullet 500, 10% of them own
Thunder Bird, 20% of them own Bullet Electra, 8% of them own Machismo 500, 21% of them
own Bullet 350 and 23% of them own Classic 500/350.

Interpretation

It clearly shows that customers are not attracted to only one particular model due to the variants
available and because the Classic 500/350 are the newly released models they are fast moving
now.

GRAPH No.5
GRAPH SHOWING-THE MODEL OF THE ROYAL ENFIELD THE
RESPONDENTS PRESENTLY OWN
 18

16

14

12

10

6
Bullet 500
4
Thunder Bird
2 Bullet Electra
Machismo 500
0
Bullet 350
No. of
Respondents Classic 500/350
Others

TABLE No.6
TABLE SHOWING- THE PURCHASING WAY OF THE CUSTOMERS

PURCHASED BY NO. OF PERCENTAGE

RESPONDENTS

CASH 54 72%

LOAN 21 28%
 TOTAL 75 100%

Analysis

From the table it clearly shows that the products of Royal Enfield are in the acceptable price

range, as we can see that purchasing way of the 72% respondents are leading in the CASH

sector and 28% on loan basis. Customers are ready to pay for better facilities and technology

and they feel that all bikes deserves that price which Royal Enfield is offering.

Interpretation

It is clear that customers are easily affording the price of Royal Enfield bikes and they are not

feeling much problem with the amount.

GRAPH No.6
GRAPH SHOWING- THE PURCHASING WAY OF THE CUSTOMERS
 60

50

40

30

20

10

0
CASH LOAN
No.of Respondents 54 21

TABLE No.7
TABLE SHOWING- THE NO OF RESPONDENTS CONSIDERING OTHER
MOTORCYCLE WHILE PURCHASING ROYAL ENFIELD BIKE

YES/NO NO. OF PERCENTAGE

RESPONDENTS
YES 27 36%

NO 48 64%
 TOTAL 75 100%

Analysis

From the table it clearly shows that 36% of the respondents did go consider or checked for an

alternative motorcycle and 64% of them did not consider any other motorcycle while

purchasing their Royal Enfield bike.

Interpretation

It is clear that majority of the customers directly chose Royal Enfield as their bike and dint

even have a look at the nearest alternative bike and this shows the loyalty of the customers

towards the brand Royal Enfield.

GRAPH No.7
GRAPH SHOWING- THE NO OF RESPONDENTS CONSIDERING OTHER
MOTORCYCLE WHILE PURCHASING ROYAL ENFIELD BIKE
 64%

70%
36%
60%

50%

40%

30%

20%

10%

0%

YES

NO

No. of Respondents
TABLE No.8
TABLE SHOWING- THE SOURCE OF AWARENESS FOR CUSTOMERS WHILE
BUYING THEIR ROYAL ENFIELD BIKE
MEDIA NO. OF PERCENTAGE
RESPONDENTS
NEWSPAPERS 6 8%
MAGAZINES 24 32%
FRIENDS 11 14%
ROADSHOW 7 10%
TV ADDS 5 6%
WEBSITE/BLOGS 15 20%
SHOWROOM 7 10%
TOTAL 75 100%

Analysis

As we can see here the major promotional tool which is influencing the customers is Magazines
and Website which is around 32% and 20% respectively, after that the source of awareness
among customers is a mixed response where in 14% from friends, 10% each from road shows
and showroom, finally newspapers consists 8% and 6% from Television adds which is very
poor.

Interpretation

It clearly shows that Advertisements are rarely recalled and are highly ineffective amongst non-
Bullet riders. It’s clear that Royal Enfield should concentrate on its advertising campaign to
reach the customers.

GRAPH No.8
GRAPH SHOWING- THE SOURCE OF AWARENESS FOR CUSTOMERS WHILE
BUYING THEIR ROYAL ENFIELD BIKE
 35%

30%

25%
20%
15%
10%
5%
0%

friends and
newspaper magazines roadshow tv adds website showroom
relations
Respondents 8% 32% 14% 10% 6% 20% 10%

TABLE No.9
TABLE SHOWING- THE MILEAGE OF ROYAL ENFIELD AFTER PURCHASE
OF BIKE

MILEAGE NO. OF PERCENTAGE

RESPONDENTS
 45km/lit & Above 5 6%

40-45 16 22%

35-40 26 34%

30-35 18 24%

Below 30 10 14%

TOTAL 75 100%

Analysis

From the above table it is clear that 56% of respondents gain mileage of 35-45km/lit which is

really good, 24% of them between 30-35km/lit, 14% below 30km/lit and 6% above 45km/lit.

Interpretation

It clearly shows that mileage of the Royal Enfield bikes is economical & mileage between 35

and 40 that too on Indian roads with heavy traffic is a great deal.

GRAPH No.9
GRAPH SHOWING-THE MILEAGE OF ROYAL ENFIELD AFTER PURCHASE OF
BIKE
 30

25

20

15

10

0
45km/lt 40-45 35-40 30-35 Below 30
No. of Respondents 5 16 26 18 10

TABLE No.10
TABLE SHOWING- THE BREAKDOWN OF BIKES SINCE PURCHASE OF
VEHICLE

FREQUENCY OF NO. OF PERCENTAGE

BREAKDOWN RESPONDENTS

VERY OFTEN 8 10%

 RARELY 19 26%

NOT AT ALL 48 64%

TOTAL 75 100%

Analysis

From the above table it is clear that 64% of the respondents say that there is no problems or

breakdown of their bikes after purchase, 26% say rarely their bikes get repaired and 10% of

respondents say their bikes breakdown very often.

Interpretation

It is clear that most of the Royal Enfield bikes doesn’t breakdown at all and it is not problematic

and not involved into repair always.

GRAPH No.10
GRAPH SHOWING- THE BREAKDOWN OF BIKES SINCE PURCHASE OF
VEHICLE
 10%

26%

64%

Very often
Rarely
Not at all

TABLE No.11
TABLE SHOWING- THE PLACE OF PURCHASE OF ROYAL ENFIELD BIKES &
THEIR SATISFACTION LEVEL TOWARDS IT
PLACE OF NO. OF PERCENTAGE
PURCHASE RESPONDENTS
SHOWROOM 48 64%
DIRECT SECOND HAND 22 30%
 USED VEHICLES 5 6%
DEALERSHIP
TOTAL 75 100%

RESPONSE FOR NO. OF PERCENTAGE

SATISFACTION RESPONDENTS
YES 57 76%
NO 18 24%
TOTAL 75 100%

Analysis
64% of the Bullet riders prefer to buy their bike from showroom only and 30% may buy it
Second hand dircetly. But none of them buys the bike through brokers which shows that
reliability of an outside party is low while making the purchase decision among the Bullet
riders.Also 76% of respondents are very much satisfied with the place of purchase of their bike
and 24% are not at all satisfied.
Interpretation
It is clear that most of the respondents prefer to buy their bike brand new from showroom
only and majority of the customers are very much satisfied with the place of purchase of their
Royal Enfield bike. This also shows there is more demand for new bikes.

GRAPH No.11
GRAPH SHOWING- THE PLACE OF PURCHASE OF ROYAL ENFIELD BIKES
AND THEIR SATISFACTION RESPONSE TOWARDS IT
 48 No. pf Respondents
50
45
40
35
30 22
25
20
15
5
10
5
0
Showroom Direct second hand Used vehicles
dealership

Point of satisfaction

24%

Satisfied
Not Satisfied

76%

TABLE No.12
TABLE SHOWING- THE AVAILABILITY OF SPARE PARTS IN THE MARKET
AVAILABILITY NO.OF PERCENTAGE
RESPONDENTS

READILY AVAILABLE 51 68%

 DON’T GET THEM 8 10%
READILY

DON’T HAVE GOOD 12 16%

SPARES SUPPLY
MAJOR HEADACHE 4 6%

TOTAL 75 100%

Analysis

From the above it is clear that 68% of the respondents are satisfied with the availability of spare

parts and remaining 32% of respondents are discontent with the availability of spare parts.

Interpretation

It is clear that majority of the respondents are satisfied with spare parts availability and we can

say that Royal Enfield has good distribution channel for spare parts in the city.

GRAPH No.12

GRAPH SHOWING- THE AVAILABILITY OF SPARE PARTS IN THE MARKET

 6%

16%

10%

68%

Readily Available
Don't get them readily
Don't have good spares supply
Major headache

TABLE No.13
TABLE SHOWING- THE MAJOR PROBLEMS AFTER PURCHASING ROYAL
ENFIELD BIKE
PROBLEMS NO. OF PERCENTAGE
RESPONDENTS
HIGH MAINTENANCE 11 14%

POOR AFTER SALES 7 10%

SERVICE
HIGH PRICE 15 20%
 LOW MILEAGE 8 10%

NOISY VEHICLE 3 4%

NO PROBLEM 31 42%

TOTAL 75 100%

Analysis

Maximum number of people (42%) described that there is no problem with the bike after
purchase, 20% had an issue with the price range, third biggest problem was 14% of them felt
high maintenance was required for the bike, only 4% of them felt it was noisy vehicle and while
10% of respondents each refrained because of the low mileage and the poor after sales service
of Bullet.

Interpretation
It is clear that majority of the people who choose Royal Enfield as their bike don’t have any
problems or issues with their bike’s performance.

GRAPH No.13
GRAPH SHOWING-THE MAJOR PROBLEMS AFTER PURCHASING ROYAL
ENFIELD BIKE
 14%

10%
42%

20%
High maintainance

Poor after sales

service
High Price

4% Low mileage
10%
Noisy vehicle

TABLE NO.14
TABLE SHOWING- THE RATING BY THE RESPONDENTS FOR THEIR
SATISFACTION LEVEL WITH RESPECT TO POWER AND PICK UP
RATING NO. OF PERCENTAGE
RESPONDENTS

POOR 4 6%

AVERAGE 8 10%
 GOOD 20 26%

EXCELLENT 43 58%

TOTAL 75 100%

Analysis

From the above table it is clear that 6% of the respondents rated very poor and they were not
at all satisfied, 10% of them rated average, 26% of them rated good and maximum number of
respondents i.e. 58% rated excellent and these respondents were very much satisfied with their
bikes power and pick up.

Interpretation

It is clear that majority of the respondents are satisfied with their bikes power and pick up. This
shows Royal Enfield has an excellent satisfaction level within the customer.

GRAPH No.14

GRAPH SHOWING- THE RATING BY THE RESPONDENTS FOR THEIR

SATISFACTION LEVEL WITH RESPECT TO POWER AND PICK UP
 45

40

35

30
Excellent
25

20 Good

15
Average
10
5
Poor
0

No. of Respondents

No. of Respondents
Poor 4
Average 8
Good 20
Excellent 43

TABLE No.15
TABLE SHOWING-THE RATING BY THE RESPONDENTS FOR THEIR
SATISFACTION LEVEL WITH RESPECT TO COMFORT AND SAFETY
RATING NO. OF PERCENTAGE
RESPONDENTS

POOR 7 9%

AVERAGE 12 16%
 GOOD 24 32%

EXCELLENT 32 43%

TOTAL 75 100%

Analysis

From the above table it is clear that 9% of the respondents rated very poor and they were not
at all satisfied, 16% of them rated average, 32% of them rated good and maximum number of
respondents i.e. 43% rated excellent and these respondents were very much satisfied with their
bikes comfort and safety.

Interpretation

It is clear that majority of the respondents are satisfied with their bikes comfort and safety. This
shows Royal Enfield has an excellent satisfaction level within the customers.

GRAPH No.15
GRAPH SHOWING-THE RATING BY THE RESPONDENTS FOR THEIR
SATISFACTION LEVEL WITH RESPECT TO COMFORT AND SAFETY
 9%

16%

43%

Poor

Average

32% Good

Exellent

TABLE No.16
TABLE SHOWING- THE RATING BY THE RESPONDENTS FOR THEIR
SATISFACTION LEVEL WITH RESPECT TO AFTER SALES SERVICE
RATING NO. OF PERCENTAGE
RESPONDENTS

POOR 11 14%

AVERAGE 13 18%

GOOD 27 36%
 EXCELLENT 24 32%

TOTAL 75 100%

Analysis

From the above table it is clear that 14% of the respondents rated very poor and they were not
at all satisfied, 18% of them rated average, 36% of them rated good and maximum number of
respondents i.e. 32% rated excellent and these respondents were very much satisfied with the
after sales service.

Interpretation

It is clear that majority of the respondents are satisfied with their after sales service and few
respondents are not at all satisfied. This shows Royal Enfield has a good satisfaction level
within the customers.

GRAPH No.16
GRAPH SHOWING- THE RATING BY THE RESPONDENTS FOR THEIR
SATISFACTION LEVEL WITH RESPECT TO AFTER SALES SERVICE
 30 27

24

25

20

13
15 11

10

0
Poor Average Good Excellent

No. of Respondents

TABLE No.17
TABLE SHOWING- THE RESPONDENTS OPINION OF THE MAJOR BARRIER
FOR NOT PURCHASING ROYAL ENFIELD BIKES BY NON-BULLET RIDERS
PROBLEMS NO. OF PERCENTAGE
RESPONDENTS
HIGH MAINTENANCE 11 14%
POOR AFTER SALES 7 10%
SERVICE
HIGH PRICE 15 20%
LOW MILEAGE 8 10%
NOISY VEHICLE 3 4%
 POOR PROMOTION 31 42%
TOTAL 75 100%

Analysis

Maximum number of people (42%) described that there is very poor promotion for the Royal
Enfield, 20% had an issue with the price range, third biggest problem was 14% of them felt
high maintenance was required for the bike, only 4% of them felt it was noisy vehicle and while
10% of respondents each refrained because of the low mileage and the poor after sales service
of Bullet.

Interpretation

It is clear that People who choose not to buy Bullets do so because of low promotion, high
price and maintenance. So Royal Enfield should concentrate on their promotional campaigns
and make sure it reaches the common man.

GRAPH No.17

GRAPH SHOWING- THE RESPONDENTS OPINION OF THE MAJOR BARRIER

FOR NOT PURCHASING ROYAL ENFIELD BIKES BY NON-BULLET RIDERS
 14%

42%

10%

High maintainence
20%
Poor after sales service

High price
4%

10% Low mileage

Noisy vehicle

Poor Promotion

TABLE No.18
TABLE SHOWING - THE PLACE OF SERVICE OF RESPONDENTS BIKE
PLACE OF SERVICE NO. OF PERCENTAGE
RESPONDENTS
SHOWROOM 34 45%

WELL KNOWN BULLET 29 38%

MECHANIC
NEARBY GARAGE 4 6%
 SELF SERVICE 8 11%

TOTAL 75 100%

Analysis

From the above table we can say that 45% of the respondents prefer their service of their bike

in showroom, 38% of them with well known bullet mechanic, 6% of them in nearby garage

and 11% of them prefer self service to their bike.

Interpretation

It is clear that most of the respondents service their bikes in the showrooms and also with a

well known bullet mechanic. There is no much difference but this shows people have less trust

with the showroom service.

GRAPH No.18
GRAPH SHOWING- THE PLACE OF SERVICE OF RESPONDENTS BIKE
 Showroom Well known bullet mechanic Nearby garage Self service

11%

6%

45%

38%

TABLE No.19
TABLE SHOWING- THE RESPONDENTS OPINION AND LEVEL OF
SATISFACTION ABOUT THE COMPANY TAKING ACTION TOWARDS
COMPLAINTS LODGED BY THE CUSTOMERS

YES/NO NO. OF RESPONDENTS PERCENTAGE

YES 55 73%

NO 20 27%

TOTAL 75 100%
 RESPONSE FOR NO. OF RESPONDENTS PERCENTAGE
SATISFACTION
YES 49 66%

NO 26 34%

TOTAL 75 100%

Analysis
The above table shows that 73% of the respondents accept that the company takes action
towards the complaints lodged by the customers and 27% disagree for the same. Also the
satisfaction level is 66% by the respondents and 34% are not satisfied.
Interpretation
It is clear that most of the respondents agree that the company takes action towards the
complaints lodged by the customers and also the satisfaction level of the customers is very
high. This shows Royal Enfield checks at the complaints registered by their customers on
regular basis to maintain its brand value.

GRAPH No.19
GRAPH SHOWING- THE RESPONDENTS OPINION AND LEVEL OF
SATISFACTION ABOUT THE COMPANY TAKING ACTION TOWARDS
COMPLAINTS LODGED BY THE CUSTOMERS

55

60

40
20

20

Yes

No

No. of Respondents
 Point of satisfaction

No
34%

Yes
66%

TABLE No.20
TABLE SHOWING- THE RESPONDENTS OPINION ABOUT PARTICIPATING IN
THE RIDER MANIA ORGANIZED BY THE ROYAL ENFIELD CLUB

YES/NO NO. OF RESPONDENTS PERCENTAGE

YES 62 82%

NO 13 18%

TOTAL 75 100%

Analysis

The above table shows that 82% of the respondents are wants to participate in the Rider Mania

and 18% of them are not interested.

Interpretation
It clearly shows that majority of the respondents are very much interested in Rider Mania and

also shows that respondents are very passionate Enfield fans.

GRAPH NO.20
GRAPH SHOWING- RESPONDENTS OPINION ABOUT PARTICIPATING IN THE
RIDER MANIA ORGANIZED BY THE ROYAL ENFIELD CLUB

18%

82%

Yes
No
 CHAPTER 5
CONCLUSION

 The study has helped Royal Enfield dealers to understand whether the customers are

satisfied or not. If not what are main reasons for dissatisfaction of customer towards the

dealer and what are the ways of improving the satisfaction level of customer towards

dealer.

 We can conclude younger generation and middle age are more interested in Royal

Enfield, the buying behavior is governed predominantly by the need for Power and

respect for the iconic Brand and users are mostly Professional Males, 20-35 years of

age, including some students. Most of the customers are attracted to newly released

Classic 350/500, also customers are easily affording the price of Royal Enfield bikes

and customers are very loyal towards the brand Royal Enfield.

 Royal Enfield should concentrate on its advertising campaign to reach the customers,

mileage of the Royal Enfield bikes is very economical and most of them prefer to buy

their bike brand new from showroom with the spare parts available in market easily.

 Royal Enfield has an excellent satisfaction level within the customer for its power, pick

up, comfort, safety.

 It is clear that Royal Enfield checks at the complaints registered by their customers on

regular basis to maintain its brand value and entire Royal Enfield owner are passionate

Royal Enfield fans.

 CHAPTER 6

RESULT OF THE STUDY

1. It is revealed that majority of users are between 20 to 29 years. From this we can
conclude younger generation and middle age are more interested in Royal Enfield may

be because this is the age where they start earning.

2. It is clear that most of the users of Royal Enfield are males mostly because of the manly
look of the bikes.

3. Users are mostly Professional males, 20-35 years of age including some students
because of the looks and power of the bike.

4. Royal Enfield is placing their products in the appropriate price range. As the people of
this income bracket less than 1,20,000 can easily afford this Bike.

5. Customers are not attracted to only one particular model due to the variants available
and because the Classic 500/350 is the newly released models they are fast moving now.

6. Customers are easily affording the price of Royal Enfield bikes and they are not feeling
much problem with the amount and purchasing way of most of the customers is leading

in cash sector.

7. Majority of the customers directly chose Royal Enfield as their bike and dint even have
a look at the nearest alternative bike and this shows the loyalty of the customers towards

the brand Royal Enfield.

 CHAPTER 7

LIMITATION

Although the study was carried out with extreme enthusiasm and careful planning there are

several limitations, which handicapped the research via,

1. Time Constraints: The time stipulated for the project to be completed is less and thus
there are chances that some information might have been left out, however due care is

taken to include all the relevant information needed.

2. Sample size: Due to time constraints the sample size was relatively small and would
definitely have been more representative if I had collected information from more

respondents.

3. Accuracy: It is difficult to know if all the respondents gave accurate information; some
respondents tend to give misleading information.

4. Availability: It was difficult to find respondents as they were busy in their schedule, and
collection of data was very difficult.
 CHAPTER 8

RECOMMENDATION, SCOPE FOR FURTHUR STUDY

 Aggressive selling- The Company should follow an aggressive selling concept. A non-

aggressive selling concept which is clearly visible in its advertising campaign which does

not hit on the customer rather aims to provide information in a subtle manner.

 Promotional campaign- The Royal Enfield ads seen on electronic and print media are

absolutely out of touch with the Indian culture and thought process. An Indian consumer

irrespective of their income level has a soft corner for traditions and culture of India. Hence,

all companies including market leaders like Hero Honda and Bajaj capitalize on this

behavior of customers and design their ad campaigns keeping India in mind.

 Weak follow up from dealerships- It was observed during the study that Royal Enfield was

quite weak in following up with prospective customers.

 Measures should be taken to improve its dealership- Showrooms are very small in size and

do not reflect the quality and scale of Royal Enfield in the market.

 Should improve the after sales service- During the survey it was found that Royal Enfield

is not satisfying all their customers in after sales services, employees at dealership

sometimes use harsh words and become rude to the customers, parts of the bike are not

easily available in the market. This is the major drawback in capturing the market share so

Royal Enfield should take some better steps to satisfy and retain their customers.

 Increase in customer query response- During the study it was found that dealers are not

satisfying the queries of customers and so suggested to increase customer query response

by dealers.
 Youth oriented promotion- Company should focus more on younger generation as it can

increase sales and market share in Bangalore.

 Purchasing way of customers- Customers are easily affording the price of Royal Enfield

bikes and they are not feeling much problem with the amount. But the company should

also take some steps towards making purchase easier through bank loans and EMI’s.

 Marketing communication- It should focus on satisfying the needs for Respect, Power,

Safety and Comfort.

 Brand ambassador- A non-flamboyant well-built brand ambassador may be chosen to

represent the Brand. It is necessary for Royal Enfield to have a brand ambassador from

India to connect with the Indian customer.

 Build iconic status- Royal Enfield should concentrate on building around the iconic status

it already enjoys if it plans to attract customers migrating to other manufacturers.

 BIBLIOGRAPHY

Books Referred

 Marketing Management, 13th edition - Philip Kotler

 Survey Research Methods - Charles Babbie

Magazines Referred

 The Bullet-In, The Magazine For All Royal Enfield Bullet

Enthusiasts.

 Royal Enfield Magazine, The BEAT.

Websites Referred

 www.google.com

 www.royalenfield.com

 www.wikipedia.org

 www.enfieldmotorcycles.com