Royal Enfield Project Report
Royal Enfield Project Report
Royal Enfield Project Report
ON
2010-2011
BY
VENU.S
Reg No.08YAC08170
UNDER GUIDENCE OF
BANGALORE-560024
DECLARATI0N
Ms.Rajani Korah, towards the partial fulfilment of the requirements for BBM
course of Bangalore University. This has not been submitted earlier for award of
Last but not the least I would like to thank my parents, friends and all other
respondents for co-operating with me in this work during my study and making
this a successful one.
NAME: VENU.S
REG NO: 08YAC08170
SL. NO. CONTENTS PAGE
NO
1. CHAPTER 1- INTRODUCTION 1-40
This chapter contains introduction to Marketing,
Meaning, Definition, Importance and other relevant
aspects of Customer Satisfaction, the theoretical
background to Automobile Industry till date and
Indian two wheeler markets.
2. CHAPTER 2- RESEARCH DESIGN 41-51
Statement of problem
Objectives of study
Scope of study
Operational Definitions
Research Methodology
Tools of Data collection
Sample Design
Plan of Analysis
Limitations of the study
Overview of Chapter scheme
3. CHAPTER 3- COMPANY PROFILE 52-77
This chapter contains the historical background of the
company, company vision, objectives, and SWOT
analysis.
4. CHAPTER 4- DATA ANALYSIS AND 75-114
INTERPRETATION
Analysis and interpretation from the data collected
through questionnaires, Tables and graphs
representing it.
5. CHAPTER 5- SUMMARY OF FINDINGS 115-120
AND CONCLUSIONS
This chapter contains the findings drawn from the
study.
6. CHAPTER 6- SUGGESTIONS 121-123
This chapter consists few suggestions to the company
7. ANNEXURES
This chapter contains Questionnaire.
8. BIBLIOGRAPHY
Name of the books, author, magazines and websites.
INDEX OF THE TABLES
TABLE TABLE NAMES PAGE
NO NO
1. Table showing the profile of the respondents based 75
on age
15. Table showing the rating by the respondents for their 103
satisfaction level with respect to comfort and safety
15. Graph showing the rating by the respondents for their 104
satisfaction level with respect to comfort and safety
which companies build strong customer relationships and create value for their
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
caused by mature markets and overcapacities in the last 2-3 centuries. The
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
firm holds towards its product or service, essentially concerning consumers and
consumer tastes.
Contemporary approaches
society. New forms of marketing also use the internet and are therefore called
A firm in the market economy survives by producing goods that persons are
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
In the consumer-driven approach, consumer wants are the drivers of all strategic
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
breakthroughs.
(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 → 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
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
oppose the installation, support and servicing of new capital stock, which may
capital expenditure, since it could undermine a healthy cash flow for the
organization.
Marketing research
distributions, etc. to interpret their findings and convert data into information.
Market segmentation
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
certain amount of resources. Accordingly, it must make choices (and incur the
for one purpose, but often used to support another purpose or end goal.
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
unrelated product.
Primary research is often expensive to prepare, collect and interpret from data to
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
research).
assumption.
occurrence.
research process.
Promotion (marketing)
2. To increase demand
3. To differentiate a product.
Marketing strategy
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-
CUSTOMER SATISFACTION
total customers, whose reported experience with a firm, its products, or its
satisfaction ratings can have powerful effects. They focus employees on the
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
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
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.
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.
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
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
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.
It's possible this is the most important point in this article. The simple
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
for the execution of the research at hand. For that, the development of customer
From these concepts, a definition of customer loyalty for use in this study will
be portrayed.
Since the beginning of the 1990s, customer loyalty has gained importance
In a first phase, firms tried to face these challenges by focusing on their internal
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
volume, is highly correlated to market share, and can be used as the basis of
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.
can be nested.
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
loyalty is blurred. At its core, customer loyalty deals with relationships between
suppliers and their customers and can be distinguished from other loyalty
aspects, such as brand loyalty, which refer to a more abstract attachment, such
as that towards a brand. Within German customer loyalty literature, the notion
which success of customer loyalty becomes manifest. Here it becomes clear that
their attitudes and intentions. Since customers’ actions are directly influenced
in this perspective usually are buying behavior in retail contexts and long-term
industrial contexts.
purchasing behavior, such as product availability or special deals, which are not
approach thus is that it does not look at the drivers’ behind purchasing behavior.
customer loyalty management. The reason, why behaviorist concepts may still
Such firms, however, can only assess purchases of their own products, while
As early as 1969, Day concluded that “loyalty should be evaluated with both
that only positive attitude can lead to ‘true’ customer loyalty. If attitude then is a
barriers and therefore increase customer loyalty. However, the mere repeat
qualify as loyalty, as positive attitudes are not involved. In order to avoid the
three dimensions:
that the offered goods or services create utility for the customer and that they
will pay attention to prices. Customer loyalty will also be influenced by the
also the importance of the good or service to the customer, are important.
Addition to the above delineated areas, the effects of the market environment
and competition are researched, as is the link between satisfaction and loyalty,
quality. Our typical program assesses specific issues under each component, for
example:
Product Quality
Procedural Quality
Relationship Quality
The tailored Programs provide direct, statistically valid, comparison data of you
• Responsiveness
• Competitiveness
• Innovativeness
• Quality
customers' perspective. Using the data, it will help you focus strategic efforts to
retain and increase market share. The programs also provide direct measure of
year (after first year's participation). That is, you will have quantifiable internal
annual surveys to judge progress based on actions you have taken during the
previous 12 months.
TABLE SHOWING KEY FACTORS FOR CUSTOMER
SATISFACTION
Product
Sales Knowledge
Brochure detail
Marketing Mailing frequently
Order Delivery time
Distribution Order Completeness
Problem Response Time
Courtesy
the ‘people’ element in the marketing mix reflects. Customer care can play an
successful they need to span the entire organization. Popular guarantees 100%
customer satisfaction and has, over the years, developed a more conscientious
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
1. Objectives setting: For every month, target sales will be fixed by the Sales
both internally and externally. Monthly sales targets fixed by the Sales
Manager.
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
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
service, even if it’s unfair, untrue, or painful to hear! Complaints may be about:
• Documentation • Personnel
• Billing • Communication
• Follow Up • Requests
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
make sure there’s closure. If you’ve left the customer hanging without a
tendencies, etc.
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
customer complaints. If you can think of complaints as useful data for making
making changes that will differentiate you and make your work life easier, more
1. Listen carefully to what the customer has to say, and let them finish-
Don't get defensive. The customer is not attacking you personally; he or she has
a problem and is upset. Repeat back what you are hearing to show that you have
listened.
you can get from the customer, the better you will understand his or her
perspective. I’ve learned it’s easier to ask questions than to jump to conclusions.
3. Put yourself in their shoes-As a business owner, your goal is to solve the
problem, not argue. The customer needs to feel like you’re on his or her side
Whether or not the customer knows what a good solution would be, I’ve found
it’s best to propose one or more solutions to alleviate his or her pain. Become a
6. Solve the problem, or find someone who can solve it— quickly!-Research
indicates that customers prefer the person they are speaking with to instantly
solve their problem. When complaints are moved up the chain of command,
they become more expensive to handle and only add to the customer's
frustration.
INDUSTRY PROFILE
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
and Enfield in the 50s. Later on towards the end of the 50s Bajaj Autos began
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
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
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
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
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
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
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
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
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
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
and features. The country has now grown into the second largest producer of
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
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
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
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
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.
The Indian Automobile industry has attained new heights in the last
ten years. It has seen the vehicle production growing rapidly and industry has
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
$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
the largest importer of two wheelers from India in 2006-07, have fallen by
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
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
FUTURE PROJECTIONS
from the current level of US$ 10bn in 2009. By the year 2016 the industry
million people.
position globally.
Two wheeler industry gains more profit Considering the scenario of traffic
comparison with the market, any fool will prefer to travel in a two wheeler
(for regular use, not for picnic or time pass or once in a while trips). For the
simple reason that, with a two wheeler, sneaking anywhere is far easier
than a four wheeler. And definitely faster too. And then comes the bigger
but that’s not the case with a four wheeler. So, the whole point is unless
there is some way where these two issues are addressed, I don’t think
It gives the optimistic view about the industry and the overall industry
investments.
markets will continue unabated for some time. In value terms, the BRIC
value of $32.4 billion (Brazil alone growing by 32% pa). By 2013, the
estimated to be about 80-85 million units per annum. India has emerged
as one of the key players with a domestic market that is nearly about 11%
of the global market and growing significantly faster. The high base
implies that India and Indian companies are set to enter a stage where
they are likely to be the preferred suppliers for motorcycles. This is likely
below 150 cc being the dominant segment. This is unlike the developed
world, where it is the larger bikes that dominate the market volumes.
At present as many as 72% of the bikes are in the entry segment (defined
as 75 to 125 cc), and 27% are in the executive segment (defined as 125-
its share is not expected to grow beyond 2-2.5% over the next decade.
Royal Enfield one of the popular brand and highest selling bike in India
and outside India (USA, Europe, Australia etc). Royal Enfield motorcycles had
been sold in India from 1949. In 1955, the Indian government looked for a
suitable motorcycle for its police and army, for use patrolling the country's
border. As far as the motorcycle brand goes, though, it would appear that Royal
Enfield is the only motorcycle brand to span three centuries, and still going,
with continuous production. Product range has widened and the customer has
evolved.
BIKES, Bangalore”
STATEMENT OF THE PROBLEM
change and develop with customers. Keeping the existing customer contended
is generally much easier, takes less time and involves less expense. The reason
for this is that it takes more time to find new prospective customer. In this
company can earn more profits only when it has strong customer care towards
product and services offered by the company. So to have strong customer care it
customer.
Enfield.
service.
This study includes Customer’s response and awareness towards the brand,
products and services of Royal Enfield. The results are limited by the sample
size 75 numbers and therefore the opinion of only selected customers is taken
into consideration. Mainly this study is conducted in Bangalore and the scope is
limited.
OPERATIONAL DEFINITIONS
satisfaction goals."
advertisement.
go deeper into the user’s psyche and develop a thorough understanding of what
The first phase is completely internal where it is stormed over the most effective
route of action, considering that Bullet users in Bangalore 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
The information relevant for study was drawn from Primary data collected
through survey method, which alone was not sufficient. Hence Secondary data
took the feedback from the customers who were coming for the services
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
related to the topic were also browsed to understand the dynamics of the
industry.
SAMPLE DESIGN
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
Size of Sample 75
Sampling technique Convenient Random Sampling
method
Location from which samples were Bangalore city
taken
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
From the set of inferences and interpretation, conclusion have been drawn
industry.
cost constraints.
respondents may or may not be true because some respondents may not
be serious. However all possible has been made to collect the information
as authentically as possible.
This project has been taken up at the undergraduate level and the
knowledge and experience of the student is limited and hence may not be
professional enough.
OVERVIEW OF CHAPTER SCHEME
Chapter-1 Introduction- It’s all about the Introduction part. It mainly consists
program. Later about automobile industry till date, Indian two wheeler market
methodology, data collection, sample design, plan of analysis and finally the
of the company Royal Enfield, company’s vision and objective, Royal Enfield
analysis and interpretation from the data collected through questionnaires, tables
drawn from the study and final conclusion about the whole project. Also few
company.
CHAPTER 3
COMPANY PROFILE
HISTORY OF THE COMPANY
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’
DEFUNCT 1971
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
Nehru, the company started producing the bikes in India and added the 500cc
and Police personnel. In 1990, Royal Enfield ventured into collaboration with
the Eicher Group, a leading automotive group in India, in 1990, and merged
with it in 1994. Apart from bikes, Eicher Group is involved in the production
was among the few companies in India to obtain the WVTA (Whole Vehicle
Type Approval) for meeting the European Community norms. Today, Royal
2010 AWARDS
The New Year saw the dawn of India's most prominent automotive show, the
Auto Expo 2010. Held between January 5th and 11th at the Pragati Maidan in
New Delhi, the event saw more than 400 global brands showcasing new
Royal Enfield was also a part of the event, displaying the recently launched
Royal Enfield Classic 500 EFI and the Royal Enfield Classic 350. The main
stays of the Royal Enfield display were the soon to be launched variants of the
Classic - the Royal Enfield Classic Chrome and the Royal Enfield Classic Battle
Green.
The Expo turned out to be a rather rewarding experience for Royal Enfield with
the Royal Enfield Classic and the Marketing team picking up as many as five
awards.
Awards 2010:
- NDTV Profit Car & Bike Awards 2010: Motorcycle of the Year above 250 cc.
- NDTV Profit Car & Bike awards 2010: Best PR Communications Team.
his needle-making mill, which he named Givry Works. But it wasn’t until his
passing away that his son, George Jr. and his half-brother brought into Givry
Works one of the first 'boneshakers' – a crude cycle. It had a backbone of iron,
with wooden wheels, iron tires and pedals of triangular pieces of wood! Though
the bike was a source of some amusement, George and his team felt they could
easily improve on it. The earliest modern safety bicycle with two wheels of
equal size had appeared in about 1880. All manufacturers were trying their hand
at this new venture. So was George Townsend Jr. By luck, he chanced upon an
invention in his neighbourhood – a saddle that only used one length of wire in
the two springs and in the framework. This was adopted, patented and marketed
as the 'Townsend Cyclists Saddle & Spring'. He had entered the bicycle parts
trade!
Works was growing rapidly. Over the next three years he developed his own
'Townsend cycle' was reputed for its sturdy frame, a character that all Enfield
November 1891. The following year the firm was re-christened ‘The Eadie
Enfield, Middlesex.
the public. The following year the word Royal (after the Royal Small Arms
Company) was added and thus Royal Enfield began. Then in 1893 the Royal
patriotic fervor and the slogan caught the spirit of the time. In 1899 the first
in both tricycle and quadric cycle form, powered by a De Dion 1.5 hp engine.
The high wheels, solid tires, block chains and heavy cross frames had by then
given way to Diamond frames, the Hyde Freewheel, Enfield 2 speed hub and
the well known Eadie Coaster. Then came the ‘Riche Model’ with more refined
completed the 1,000-miles road trial of 1900 organized by the Automobile Club
of Great Britain and Ireland. The Enfield vehicle was awarded the silver medal,
MOTORCYCLES (1900 - 1910)
was an 8hp, using a DE Dion engine. The body was made in Leicester and
painted yellow hence car was known as ‘The Yellow Car’. But this was just a
1909-Motorcycle Craze
It would be interesting to note here that motorcycling was thought to be a
temporary enthusiasm that would soon fade out! A brief spin on a motorbike
then took several hours of preparations - tuning the tiny water-cooled engine,
getting the tires pumped, the gears oiled and a supply of spare parts packed. In
1909, Royal Enfield took the biking world by surprise. At the motorcycle show
that year, they displayed a small 2 1/4 hp V twin-engine machine built in the
Swiss tradition, which ran very well. A slightly larger model was developed in
1911. A 2 3/4 hp, with all chain drive incorporating the well-known Enfield
contract to build bikes for the Imperial Russian Government during the same
period. The machine gun combination and the 6hp stretcher-carrying outfit were
some of the models produced for the war purpose. Enfield started using its own
engines - a 225cc two-stroke single and a 425cc V-twin about this time. Post-
war, it produced a larger 976cc twin and continued to produce the two-speed
225L until 1929. In 1917, the officers of the Women’s Police Force were issued
the lubricating oil was contained in a glass tank attached to the frame tube that
ran from the seat to the rear of the engine. This worked perfectly and had the
added advantage of providing an instant visual check of oil levels. The 1915
make 675cc in-line 3-cylinder 2-stroke prototype was the worlds’ first with this
without loss of marks. The year 1924 saw the launch of the first Enfield four-
1928-The Depression
continuous sales even during the dark days of depression in Great Britain
towards the end of 1930. In 1927 Royal Enfield produced a 488cc with a four-
speed gearbox, a new 225cc side-valve bike in 1928, and a four-stroke single in
1931. Several machines were produced in the next decade, from a tiny two-
stroke 146cc Cycar to an 1140cc V-twin in 1937. Can you even imagine that
valve gear. It was then that the first use was made
of the now famous Bullet name. Longer stroke, four-valve head exposed valves
and heavily finned crank case were the features that ran from 1932 until the end
of 1934.
dropped by parachute with airborne troupes. The Flea was fitted into a steel
tubular cage called the ‘Bird Cage’, which had a parachute attached to it. The
telescopic front fork placed the Redditch marquee at the very forefront of
motorcycle design. The biggest advancement introduced by the new Bullet was
its swinging arm rear suspension system and hydraulic damper units
themselves. In 1947 Enfield made a J2 - the first model with a telescopic front
end, followed in 1948 by a 500cc twin (Enfield's 25bhp answer to the Triumph
the Bullet in the subcontinent. The Madras Motor Company started off by
receiving the Bullet in kits and simply assembling them. Then they began
making the frames. After this Enfield started sending the engine in parts to be
assembled in India. Eventually they were also manufacturing the engines, which
meant that they were making the complete bike. For the next thirty years, the
Crusader; 250cc Trials; Super 5; Continental; 500 Sports Twin; Super Meteor;
schemes, new capacity classes… the motorcyclist had never had such a wide
choice ever before. The 1950s saw the market open up both ways, downwards
for smaller capacity, light and maneuverable machines, and upwards for larger
capacity, high powered and reliable motorcycles. The Royal Enfield showrooms
indigenously. The Enfield India Bullet of the late fifties was quite a different
motorcycle from the one we are used to today. Using the famed Lucas Magdyno
ignition system, the 1955 Bullet was almost a clone of the 52 Redditch Bullet.
The frame, electric tin ware and rolling chassis, however, were to undergo many
changes over the next ten years, with the Bullet slowly evolving into the
in 1959). However, in 1961, Eddie Mulder won the Big Bear Enduro on an
Enfield, which
gave the company a new foothold in the U.S. under its own name and started a
new marketing of the product. Models available in the U.S. that year included a
700cc twin and six street scramblers, ranging from the 250cc Hornet to the
Elliot Shulz also dominated the half-mile dirt track in Los Angeles on an
Enfield that year. Enfield won 31 out of 39 races in 1961 and had several
going full steam, the need for collaboration with Enfield of the UK and Villiers
of the UK was no longer seen. But the Bullet flew true and strong. A number of
changes had already been made to the tin ware on the Bullet. Mudgaurd design
took on different forms, taking into account the wet, slushy and messy road
conditions during the Indian monsoon. The Magdyno also gave way to the
alternator ‘Delco’ ignition system. And front and rear hubs were designed to
provide more efficient cooling for Indian conditions, and thus improve braking
performance.
legs and mudguards, and instantly found a market among the many that wanted
a Bullet, but were diffident about handling it’s weight and size. The Mini Bullet
too was introduced this year. This motorcycle was a 200cc two stroke sporting
The 50cc Silver Plus step-through and Explorer motorcycle are launched.
Powered by the Zundapp-engineered 50cc, 6.5hp two stroke motors, these bikes
redefined the entry-level segment. The Silver Plus, initially a two-speed and
then later a three speed, found a ready market not only among the young office
going male, but among an increasing number of women who found the step-
through design convenient. The Explorer, with its contemporary bikini fairing
and 'fastback' tailpiece. Both bikes sported alloy wheels, a first in India. Close
on the heels of the little wonders came the Fury 175. Powered by a 175
motorcycle came fitted with a hydraulic disc brake. Again a first in the country.
their flagship product to begin sending 'coals back to Newcastle'. Owing to their
status as 'brand new vintages', Enfield Bullets found a strong niche market in
1990 Heavy Fuel-The 1990's saw many revolutionary models from the company.
The Taurus Diesel was the first production Diesel motorcycle in the world.
coveted model.
Limited.
2001-The Dare Devils, the motorcycle display team of the Corps of Signals,
Jabalpur forms a Human Pyramid of 201 men on 10 Enfield 350cc bikes and
awards it ‘The Best Cruiser 2002’ title. The Bullet Machismo enters commercial
production. Dan Holmes and Johnny Szoldrak won the National Road Race
2003
Goa.
1000 Riders descend on Redditch for the Royal Enfield Owners Club 25th
Anniversary.
Electra International with a lean-burn engine is launched in the UK.34 men ride
Electra features a revolutionary 5-Speed left side gear shift that makes the
2006
Royal Enfield develops a fully integrated Twin Spark, 5-Speed engine that
delivers a dramatic increase in performance and efficiency. The new engine will
2007
A long wheel base and bigger tires provide increased stability and road grip,
making it ideal for long distance travel.Its aristocratic black & gold livery and
thumping engine beat remind passers-by that they are in the presence of
automotive royalty.
2008
features of the Thunderbird have been retained and enhanced in some cases.
Also, the twin benefit of improved performance and engine efficiency makes
this motorcycle hard to beat in terms of pure riding pleasure and visual delight.
The evolutionary mix of old and new features in this motorcycle will surely
2009
350 will hold its own against any other motorcycle and then pull some more.
The Classic 350 shares its power plant with the Legendary Thunderbird. The
torque to flatten mountains and the fuel efficiency to cross entire ranges comes
in the same understated yet charming styling. This is a motorcycle that does not
need to shout to be heard. Born of a rich heritage and bred with Royal Elegance
this 350cc thumper has all the qualities of a typical Royal Enfield. Appreciated
The Classic 500 comes to India. Armed with a potent fuel injected 500cc engine
and clothed in a disarmingly appealing post war styling, this promises to be the
most coveted Royal Enfield in history. For those who want it all. The power, the
fuel efficiency, the reliability and simple, yet drop dead gorgeous classic
styling. The classic turns heads not because it wants to but because it can’t help
it. You will appreciate the beat not just for the music it creates but also for the
muted feeling of strength and power that it signifies. The view is simply better
when you are astride a Royal Enfield Classic 500 – whether moving or still.
Corps today broke two world records by being the only team to achieve a
staggering distance of 1100 meters with 54 persons on a single bike. They broke
extraordinary skill, courage, endurance and mental strength, entered the annals
large number of military and civil dignitaries. The 'Tornadoes' was raised in
1982 after having given a stupendous display of daredevilry in the 1982 Asian
Games. "Since then the men of the Tornadoes Team by their sheer grit,
achieved the distinction of holding seven world and national records of varying
ORGANISATIONAL STRUCTURE
GENERAL MANAGER
(Proprietor)
Sales
Representative
SWOT ANALYSIS
MAJOR PLAYERS IN INDIAN TWO WHEELER MARKET
STRENGTHS WEAKNESSES
OPPURTUNITIES THREATS
STRENGTHS WEAKNESSSES
OPPURTUNITIES THREATS
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
16%
40%
18%
26% 20-24
25-29
30-34
Above
35
TABLE No.2
TABLE SHOWING-THE PROFILE OF THE RESPONDENTS
BASED ON GENDER
FEMALE 6 8%
TOTAL 75 100%
Analysis
From the above table it is clear that 92% of respondents were male and female
Interpretation
It is clear that most of the users of Royal Enfield are males mostly because of
GRAPH No.2
GRAPH SHOWING-THE PROFILE OF THE RESPONDENTS
BASED ON GENDER
8%
92% Male
Female
TABLE No.3
TABLE SHOWING-THE OCCUPATION OF RESPONDENTS
OCCUPATION NO.OF PERCENTAGE
RESPONDENTS
STUDENT 33 44%
GOVERNMENT 5 6%
SERVICE
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
It is clear that users are mostly Professional males, 20-35 years of age including
GRAPH No.3
GRAPH SHOWING-THE OCCUPATION OF RESPONDENTS
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Student
Govt service
Ex-servicemen
Proffesional
Self-employed
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%
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
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
16%
18%
52%
14%
Less than
1,20,000
1,20,001-
3,60,000
TABLE No.5
TABLE SHOWING-THE MODEL OF THE ROYAL ENFIELD THE
RESPONDENTS PRESENTLY OWN
MODEL NO. OF PERCENTAGE
RESPONDENTS
BULLET 500 11 14%
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
8
6 Bullet 500
4 Thunder
Bird
2
Bullet Electra
0
Machismo
No. of Respondents 500
Bullet 350
TABLE No.6
TABLE SHOWING- THE PURCHASING WAY OF THE
CUSTOMERS
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
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
TABLE No.7
TABLE SHOWING- THE NO OF RESPONDENTS CONSIDERING
OTHER MOTORCYCLE WHILE PURCHASING ROYAL ENFIELD
BIKE
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
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
70%
60%
50%
40%
30% 36% 64%
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%
TABLE No.9
TABLE SHOWING- THE MILEAGE OF ROYAL ENFIELD AFTER
PURCHASE OF BIKE
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
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
TABLE No.10
TABLE SHOWING- THE BREAKDOWN OF BIKES SINCE
PURCHASE OF VEHICLE
RARELY 19 26%
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
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 22 30%
HAND
USED VEHICLES 5 6%
DEALERSHIP
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
50 No. pf Respondents
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 51 68%
AVAILABLE
DON’T GET THEM 8 10%
READILY
DON’T HAVE 12 16%
GOOD SPARES
SUPPLY
MAJOR 4 6%
HEADACHE
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
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
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 11 14%
MAINTENANCE
POOR AFTER SALES 7 10%
SERVICE
HIGH PRICE 15 20%
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
4% Poor after sales
10% service
High Price
Low mileage
Noisy vehicle
No problem
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
50 Excellent
40
30 Good
20
Average
10
0 Poor
No. of Respondents
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%
32% Poor
Average
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
25
20
15 27
24
10
13
11
5
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 11 14%
MAINTENANCE
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
14%
10%
42%
20%
High maintainence
4% 10% Poor after sales service
High price
Low mileage
Noisy vehicle
Poor Promotion
TABLE No.18
TABLE SHOWING - THE PLACE OF SERVICE OF RESPONDENTS
BIKE
PLACE OF NO. OF PERCENTAGE
SERVICE RESPONDENTS
SHOWROOM 34 45%
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
GRAPH No.18
GRAPH SHOWING- THE PLACE OF SERVICE OF RESPONDENTS
BIKE
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
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
60 55
50
40
30
20 20
10
0
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
TOTAL 75 100%
Analysis
The above table shows that 82% of the respondents are wants to participate in
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
FINDINGS AND CONCLUSION
FINDINGS
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
3. Users are mostly Professional males, 20-35 years of age including some
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
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
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
8. Advertisements are rarely recalled and are highly ineffective amongst non-
Bullet riders. It’s clear that Royal Enfield should concentrate on its
mileage between 35 and 40 that too on Indian roads with heavy traffic is a
great deal.
10. Most of the Royal Enfield bikes doesn’t breakdown at all, it is not
11. 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
12. It is clear that majority of the respondents are satisfied with spare parts
availability and we can say that Royal Enfield has good distribution
13. It is clear that majority of the people who choose Royal Enfield as their
bike doesn’t have any problems or issues with their bike’s performance.
14. 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
15. Majority of the respondents are satisfied with their bikes comfort and
safety. This shows Royal Enfield has an excellent satisfaction level within
the customers.
16. 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
17. It is clear that People who choose not to buy Bullets do so because of low
common man.
18. 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.
19.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
20.Majority of the respondents are very much interested in Rider Mania and
CONCLUSION
Royal Enfield has an excellent satisfaction level within the customer for
its power, pick up, comfort, safety and with after sales service.
SUGGESTIONS
Aggressive selling- The Company should follow an aggressive selling
advertising campaign which does not hit on the customer rather aims to
print media are absolutely out of touch with the Indian culture and
has a soft corner for traditions and culture of India. Hence, all companies
including market leaders like Hero Honda and Bajaj capitalize on this
mind.
Weak follow up from dealerships- It was observed during the study that
customers.
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
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
Royal Enfield bikes and they are not feeling much problem with the
amount. But the company should also take some steps towards making
to other manufacturers.
ANNEXURE
QUESTIONNAIRE
I am Venu S, a final year BBM student from Presidency College.
This information is required for successful completion of my project ‘A Study
on Customer Satisfaction towards Royal Enfield bikes, Bangalore.’ I request
you to kindly spare some of your time and fill the questionnaire below. Thank
you.
RESPONDENT INFORMATION
Name:
1. Age:
3. Occupation:
4. Annual Income:
Cash Loan
7. Did u consider other motorcycle while buying the Royal Enfield bike?
Yes No
Bike cc
Showroom Others
11. Which place did you prefer to purchase your Royal Enfield bike?
No problem
14. How many stars will u rate for your satisfaction level with respect to
power and pick up of your Royal Enfield bike? Poor Average
Good Excellent
15. How many stars will u rate for your satisfaction level with respect to
comfort and safety of your Royal Enfield bike?
16. How many stars will u rate for your satisfaction level with respect to after
sales service of your Royal Enfield bike?
17. How does your friend say to your Royal Enfield bike?
Trendy Macho
Others- If any
18. What do you think is the major barrier for not purchasing Royal Enfield
bikes by non-bullet riders?
20. Do you agree that company takes action towards the complaints lodged by
the customers?
YES NO
YES NO
21. How many times have you suggested your friends or relatives to purchase
of Royal Enfield bikes?
YES NO
23.Any suggestions
BIBLIOGRAPHY
BIBLIOGRAPHY
Books Referred
Magazines Referred
Enthusiasts.
Websites Referred
www.google.com
www.royalenfield.com
www.wikipedia.org
www.enfieldmotorcycles.com