A PROJECT REPORT ON

“CONSUMER SATISFACTION TOWARDS SUZUKI GIXXER

WITH REFERENCE TO GUWAHATI CITY”

A PROJECT REPORT SUBMITTED IN PARTIAL FULLFILMENT OF THE

REQUIUREMENT FOR THE AWARD OF THE DEGREE OF (BBA), IN
NERIM GROUP OF INSTITUTIONS UNDER DIBRUGARH UNIVERSITY.

SUBMITTED BY:-
RAMEJOSH KEISHAM

BBA 6th SEMESTER

Reg. No: 20480881

UNDER THE GUIDANCE OF:

Organizational Guide: Institutional Guide:

MR. ROBIN SHARMA DR. REKHA KALITA

Assistant Professor,
Hr. Manager of Godspeed
Suzuki Pvt. Ltd. Dept. of Business
Administration

NERIM Group of Institutions

NERIM GROUP OF INSTITUTIONS

Padma Nath Sarmah Bhawan
Jayanagar, Khanapara, Guwahati- 781022
 DECLARATION

I Ramejosh Keisham hereby declare that this project entitled “A STUDY ON CONSUMER
BEHAVIOUR TOWARDS SUZUKI GIXXER WITH REFERENCE TO GUWAHATI
CITY” has been prepared by me during the year 2023 and is submitted in partial fulfilment of
the requirements for the award of degree in Bachelor of Business Administration (BBA).

This project report has not been submitted earlier for the award of any Degree/Diploma from
Dibrugarh University or any other University.

Signature:
Ramejosh Keisham
Date: - BBA 6th Semester
Place: - Registration No. -20480881
NERIM Group of Institutions
 ACKNOWLEDGEMENT

At the very outset I would like to extend my sense of gratitude to Dr. Zoii Nath Sharmah Sir,
Chairman and Prof. Dr. Sangeeta Tripathi, Director, NERIM Group of Institutions, Guwahati
for their support without which it would not have been possible to complete the project.

I wish to express my sincere gratitude to Mr. Robin Sharma, Hr. Manager of Godspeed
Suzuki Pvt Ltd. for providing me an opportunity to do my internship and project work in
Godspeed Suzuki Pvt Ltd

I sincerely thank Mr. Robin Sharma, HR manager for guidance and encouragement in
carrying out this project work. I also wish to express my gratitude to all the employees of the
company who rendered their help during my project work.

I also thank Dr Rekha Kalita, assistant professor of NERIM Groups of Institution for her able
guidance and support in completing my project.

And the last but not least, my gratitude goes to all my family, friends who have helped me to
successfully complete this project on time

Signature:
Ramejosh Keisham
Date: - BBA 6th Semester
Place: - Registration No. -20480881
NERIM Group of Institutions
 EXECUTIVE SUMMARY

Name of the organization : Godspeed Suzuki Pvt Ltd

Project Title : “Consumer satisfaction towards Suzuki Gixxer

with reference to Guwahati city”

Project Site : Guwahati, Assam

Duration of Project : 1 month

Organizational Guide : Mr. Robin Sharma

Hr. Manager Godspeed Suzuki Pvt Ltd

Institutional Guide : Dr. Rekha Kalita

Assistant Professor,
NERIM Group ofInstitutions

Location of study : Guwahati, Assam

Objectives:
 To study customer satisfaction for Suzuki Gixxer bike.
 To study its sales will differ from other bikes in the present market.

Research Methodology

Research Instrument : Questionnaires :

Sample Size : Survey of 60 responses

:

Data Source : Data were collected

: through Primary and Secondary sources

Primary Data : Questionnaires :

Secondary Data : Internet, journal, etc.

:
 CONTENTS

CHAPTER NO. CHAPTER PAGE NO.

INTRODUCTION
PART – A (About the Company) 1-5
CHAPTER 1
PART – B (Company Profile) 6-24
PART – C (About Subject) 25

RESEARCH METHODOLOGY

2.1 Title of the study

2.2 Statement of the problem
2.3 Objectives of the study
2.4 Scope of the study
CHAPTER 2 26- 30
2.5 Sources of data
2.6 Tools of data collection
2.7 Plan of Analysis
2.8 Reference Period
2.9 Limitation

CHAPTER 3 DATA ANALYSIS AND INTERPRETATION 31-46

CHAPTER 4 SUMMARY OF FINDING 47-48

CHAPTER 5 SUGGESTIONS AND CONCLUSION 49-51

BIBLIOGRAPHY 52

APPENDICES AND ANNEXURES 53-55

 LIST OF TABLES

TABLE NO. TABLE NAME PAGE NO.

3.1 Age-Wise Classification 32

3.2 Marital Status Classification 33

3.3 Occupation-wise Classification 34

3.4 Income-Wise Classification 35

3.5 Year of purchase the Suzuki Gixxer 36

3.6 Know About Suzuki Gixxer 37

3.7 Price of Suzuki Gixxer 38

3.8 Best thing in Suzuki Gixxer 39

3.9 Satisfied with Free Service 40

3.10 Maintenance cost of Suzuki Gixxer 41

3.11 Level of satisfaction 42

3.12 Comfortable for driving and Journey 43

3.13 Main reason for purchasing 44

Satisfied with mileage, engine capacity,

3.14 45
style/design

3.15 Perception about Suzuki product 46

 LIST OF GRAPHS

TABLE NO. TABLE NAME PAGE NO.

3.1 Age-Wise Classification 32

3.2 Marital Status Classification 33

3.3 Occupation-wise Classification 34

3.4 Income-Wise Classification 35

3.5 Year of purchase the Suzuki Gixxer 36

3.6 Know About Suzuki Gixxer 37

3.7 Price of Suzuki Gixxer 38

3.8 Best thing in Suzuki Gixxer 39

3.9 Satisfied with Free Service 40

3.10 Maintenance cost of Suzuki Gixxer 41

3.11 Level of satisfaction 42

3.12 Comfortable for driving and Journey 43

3.13 Main reason for purchasing 44

Satisfied with mileage, engine capacity,
3.14 45
style/design
3.15 Perception about Suzuki product 46
 CHAPTER: 01

INTRODUCTION
 PART A: About the Industry

1.1 INTRODUCTION

ABOUT THE COMPANY GODSPEED SUZUKI LOCATION: Bormotoria, Guwahati

ABOUT: Godspeed Suzuki is a well-established Suzuki dealership located in Guwahati,
Assam. The dealership offers a wide range of Suzuki motorcycles and scooters. With a team
of highly trained and experienced sales executives and technicians, Godspeed Suzuki is
committed to providing its customers with excellent service and support. The dealership also
offers financing options, insurance services, and after-sales support, making it a one-stop-
shop for all things Suzuki. With its prime location and commitment to customer satisfaction,
Godspeed Suzuki has become a go-to destination for motorcycle enthusiasts in Guwahati and
the surrounding areas. PRODUCTS: Scooters and Motorcycles (Bikes) SERVICES: Finance,
Insurance, After-sales support and servicing.

HISTORY OF SUZUKI

Michio Suzuki founded Suzuki Loom Works in Hamamatsu,

Shizuoka Prefecture, Japan back in 1909. In 1920 the
company was reorganized, incorporated, and was properly
capitalized with ¥500,000 as Suzuki Loom Manufacturing
Co. Michio Suzuki assumed the role of president. The
company expanded and in 1940 the Takatsuka Plant was
built in Kami-mura, Hamana-gun, Shizuoka, Japan.

In 1945 severe WWII damage forced Suzuki to close plants and move offices to the
Takatsuka Plant site. Recovering from the war effort and looking for a prosperous future,
Suzuki moved the head office in 1947 to the present address and in 1949 got listed on the
Tokyo, Osaka and Nagoya stock exchanges.

During the post-WWII period, it was Suzuki’s first motorized bike, which began to build the
company’s current reputation. It was 1952, to be exact, when Suzuki first got started with

1
motor vehicles with the launch of the Power Free 36cc, 2-cycle motorized bicycle. It was
closely followed in 1953 by the Diamond Free 60cc, 2-cycle motorized bicycle, which had a
booming production that exceeded 6,000 units a month.

In 1954 the company changes its name to Suzuki Motor Co. and shortly thereafter in March
of 1955 they debuted the 125cc 2-cycle ‘Colleda’. This was Suzuki’s first non-bicycle
motorcycle. By October things were rolling and Suzuki launched their first lightweight car.
The ‘Suzulight’, as it was known, was a 360cc 2-cycle mini-car that helped bring-on Japan’s
automotive revolution.

In 1963 Suzuki won the 50cc-class championship at the famed Isle of Man TT motorcycle
race. The following year, U.S. Suzuki Motor Corp. (a direct sales subsidiary) was established
in Los Angeles, California USA. The rest is history as they say and below are a few of the
earliest Suzuki machines.

1953 Suzuki Diamond Free

Released in March 1953, the Diamond Free

proved hugely popular, with its double-
sprocket wheel mechanism for avoiding power
loss. With 2-speed transmission and output of
a mere 2hp at 4,000rpm, it had a maximum
speed of 37 mph. The combined effect of
victory in the Mt. Fuji hill climb race and the
machine’s showing in across-Japan
performance testing led to an explosion in demand. The displacement was subsequently
increased from 60cc to 70cc.

2
1955 Suzuki Colleda COX

With its displacement upgraded

from 90cc to the standard 125cc,
the Colleda COX was equipped
with a state-of-the-art steel frame.
Its 4-stroke OHV single-cylinder
engine had a flywheel magneto
ignition with automatic spark
advance, generated 4hp at
5,000rpm. The standard 3-speed
transmission yielded a top speed
of 47 mph.

1965 Suzuki T20

Developed as "the fastest 250cc

motorcycle in the world", the T20
was aimed at the US market. The
T20 featuring Suzuki’s first ever
tubular-steel double-cradle frame,
the sleeved-aluminum cylinder
engine that generated 25hp and
complementary twin chambers. It
was also the first stock bike with a
6-speed transmission. It naturally
provided extremely popular in the US market and attracted attention worldwide.

3
1968 Suzuki T500

The air-cooled parallel-twin 500cc engine, the largest displacement of any 2-cycle engine at
the time, boasted an output of
46hp at 6,500rpm. Top speed
was 112 mph. Problems such
as engine durability,
overheating and vibration were
overcome by means of
Suzuki’s unique technological
flair, resulting in outstanding
performance and making this
T500 the company’s flagship machine.

1971 Suzuki TM400

The TM400 was developed as a production

motocrosser to participate in 500cc class
motocross races including World GP.
Giving priority to the maneuverability of
the machine, its engine displacement was
lowered to 396cc. In the World Motocross
GP series held in the same year, Roger De
Coster won the championship in the 500cc
class riding the RN71 (367cc) factory
machine. In total he won 5 world titles of the same class adding 4 more victories in 1972,
1973, 1975 and 1976.

Today, constantly going forward to meet changing lifestyles, Suzuki offers a full range of
motorcycles, automobiles, outboard motors and related products such as motorized
wheelchairs and industrial equipment. The mark trademark is recognized by people
throughout the world as a brand of quality products that offer both reliability and
performance.

4
COMPETITORS:

1. Hero MotorCorp
2. Bajaj Auto
3. TVS Motor Company
4. Yamaha Motor India
5. Honda Motorcycle and Scooter India
6. Royal Enfield
7. KTM
8. Mahindra Two Wheelers
9. Jawa Motorcycles
10. Benelli

5
 PART –B: Company Profile

 Public Company
 Incorporated: 1920 as Suzuki Loom Manufacturing Company
 Employees: 13,920
 Sales: ¥2.02 trillion ($16.77 billion) (2003)
 Stock Exchanges: Tokyo Osaka Nagoya
 Ticker Symbol: 7269
 NAIC: 336111 Automobile Manufacturing; 336211 Motor Vehicle Body
Manufacturing; 336300 Motor Vehicle Parts Manufacturing; 336991 Motorcycle,
Bicycle, and Parts Manufacturing; 333618 Other Engine Equipment Manufacturing.

Company Perspectives:

Creativity--a human gift to develop products that promote better living conditions and
satisfy people's needs. Since the founding of Suzuki Motor Corporation, we have always
pursued providing "value-packed products" as one of our manufacturing philosophies.
Realizing that the value differs according to the times, country and lifestyle, we are fully
determined to challenge for the creativity to make such products for customers around the
world with our advanced technologies and enthusiasm.

History of Suzuki Motor Corporation

Suzuki Motor Corporation is Japan's fourth largest automaker (trailing Toyota Motor
Corporation, Nissan Motor Co., Ltd., and Honda Motor Co., Ltd.), marketing its vehicles
in more than 190 countries around the world. During fiscal 2003 the company sold about
1.8 million automobiles, with slightly less than half of the sales occurring outside of
Japan. Suzuki is best known in the United States and Europe as a manufacturer of small,
fuel-efficient cars and sport-utility vehicles, as well as powerful motorcycles, although it
moved into the midsize car sector during the 2004 model year with the introduction of the
Verona. In its home market of Japan, however, the company is the leading maker of
"minicars"--a classification almost unknown outside Japan. These tiny automobiles--
smaller than American subcompact models--are popular because of the tremendous
overcrowding in Japanese cities, where since the early 1990s a larger car cannot be
purchased legally until the owner can show proof that he or she has a parking spot. In the
6
 market for two-wheeled vehicles, approximately 80 percent of Suzuki's domestic output is
mopeds, or motor-driven bicycles; overall, Suzuki holds the number three position in the
Japanese motorcycle market, behind Honda and Yamaha Motor Co., Ltd. The company
also makes marine outboard motors, generators, and water pumps. In addition, through its
network of foreign assembly plants, Suzuki is adept at turning out millions of car parts.

Suzuki's growth has been predicated on its distinctive domestic and international
strategies. Domestically, the company owes its success to its high-quality engines, around
which it designs a wide variety of vehicles for special or emerging niche markets.
Internationally, Suzuki has traditionally targeted developing countries with growing
populations, including Cambodia, India, China, Hungary, Indonesia, and Pakistan.
Suzuki's policy in these markets is to find a local partner to sell simple, more affordable
vehicles, taking advantage of the small margins on huge volumes of sales. Suzuki is also
involved in a longstanding alliance with General Motors Corporation (GM), with Suzuki
acting as a key component in GM's network of alliances with Asian automakers; GM
holds a 20 percent stake in Suzuki. As part of this alliance, Suzuki has taken a 15 percent
stake in South Korean automaker GM Daewoo Auto & Technology, the former Daewoo
Motor Company. Suzuki also holds majority control of automakers Maruti Udyog Ltd. of
India and P.T. Indomobil Suzuki International in Indonesia. In the U.S. market, Suzuki's
strategy is an extension of its domestic plan. While the major automakers battle for
leadership in mass markets, Suzuki excels in the quirky niches between jeep and sport-
utility vehicle and between compact and subcompact.

Early 20th-Century Founding

Suzuki Motor Corporation was founded by Michio Suzuki in 1909 as a manufacturer of

weaving machines. From its base in Hamamatsu, the Suzuki Loom Works, as it was then
known, supplied weaving equipment to hundreds of small fabrics manufacturers in and
between Tokyo, Yokohama, and Nagoya. At the time, textile manufacturing was one of
Japan's biggest industries. It provided a growing and stable market for the Suzuki
enterprise. In 1920 Michio Suzuki took his company public and named the new firm
Suzuki Loom Manufacturing Company.

Suzuki continued to manufacture weaving machines exclusively throughout the 1920s and
until the mid-1930s. At that time a militarist clique gained control of the government and

7
 began a massive mobilization program called the "quasi-war economy." Companies
throughout the country were asked to begin planning for a conversion to armaments
manufacturing. Suzuki was an especially attractive supplier because it was in the business
of equipping other factories. In addition, the company was located far away from major
industrial centers that would become primary bombing targets.

By 1937 Suzuki had begun production of a variety of war-related materials, which may
have included vehicle parts, gun assemblies, and armor. For its part in Japan's World War
II effort, Suzuki, like thousands of other companies, was requisitioned for war production
and probably had no intention of becoming a manufacturer of military implements.
Nevertheless, the company continued to manufacture weaving machines for the duration
of the war. Fortunately, the Suzuki factory and the city of Hamamatsu escaped the
ravages of U.S. bombing campaigns. The company was capable of resuming production
after the war, but the economy and supply networks were in ruins.

New Directions After World War II

Suzuki re-established production of textile manufacturing equipment soon after World

War II. Japan, however, was so impoverished that there was little demand for new woven
products. As a result, few companies could afford to purchase new looms. By 1947 the
pace of investment continued to be slow, prompting Suzuki to make a major change in its
business. That year the company moved to a new headquarters building and, relying on
the manufacturing experience it had gained during the war, began design work on
motorized vehicles. The prospects were favorable; Japan was a nation of nearly 100
million people, nearly all of whom lacked access to basic transportation.

The heart of the new Suzuki product line was a small 36cc engine that could be used to
motorize bicycles. Production of the moped, called the Power Free, began in 1952,
prompting Suzuki to abandon weaving equipment entirely. In conjunction with the
introduction of the new product line, the company changed its name to Suzuki Motor Co.,
Ltd. in 1954, the same year it introduced its first motorcycle, the Colleda. Later in 1954,
Suzuki graduated from two-wheeled vehicles to a lightweight passenger sedan called the
Suzulight, powered by a 360cc engine. In the process, Suzuki gained valuable experience
in developing larger internal combustion engines, vehicle frames, gear systems, and
steering mechanisms. In 1958 Suzuki developed an improved moped, named the

8
 Suzumoped. The following year it began production of a revolutionary delivery van,
much smaller than conventional delivery trucks then in use and more appropriately suited
to many motorized businesses.

Suzuki banked on the fact that, as its customers' operations grew, so would their needs.
Therefore, it would be pointless for the company to squander hard-won loyalty by
neglecting to offer its customers a properly diverse product line. Having gained an
important foothold in various sectors of the Japanese vehicle market, Suzuki cleverly used
these beachheads for further expansion. The popular delivery van of 1959 convinced the
company to develop a light truck, called the Suzulight Carry FB, in 1961.

The single event that gained Suzuki its greatest international recognition, however,
occurred the following year, when a Suzuki motorcycle won the 50cc-class Isle of Man
race. It was the first of many victories for Suzuki motorcycles, victories that firmly
established the previously unknown company model as a world leader. By 1970, demand
for more powerful motorcycles would prompt Suzuki to develop its first line of four-
stroke engine motorcycles. This preserved Suzuki's position of leadership in the market.

Exporting and Diversifying: 1960s-70s

Suzuki had difficulty expanding into domestic automobile markets that were dominated
by Toyota, Honda, and Nissan. As a result, it was unable to develop a more sophisticated
product line. In its search for growth, Suzuki turned instead to export markets that were in
the same economic condition Japan had been in 10 or 15 years earlier. The most
promising market was Thailand, a country that historically had close ties with Japan. In
1967 Suzuki established a factory in Thailand to assemble a variety of vehicles whose
parts were made in Japan. By providing local employment and inviting Thai investment in
the venture, Suzuki skirted import restrictions that locked out other manufacturers. Later,
Suzuki duplicated the export development formula in Indonesia and the Philippines.

Still unable to reach sales goals for domestic vehicles, however, Suzuki began a
diversification campaign. The company's small engines were fitted to electrical
generators, yielding an entirely new line of portable power sources. In 1965 Suzuki
expanded into outboard motors for boats. In addition, the company dabbled in housing,
an initially successful but short-lived venture.

9
 The 1973 Organization of Petroleum Exporting Countries (OPEC) oil embargo drastically
changed the automobile market. Faced with skyrocketing fuel prices, consumers showed
interest in more efficient cars. But while Suzuki's little cars and trucks sipped gasoline,
they were underpowered when compared with competing models from Japan's big three.
The company's domestic auto sales slid further during a 1974 recession resulting from the
oil crisis. That year, total sales of minicars--Suzuki's prime automobile segment--fell by
more than 65 percent from 1970.

Suzuki began a major export campaign soon afterward, commencing full motorcycle
production in Thailand, Indonesia, and Taiwan. In addition, it sent automobiles to the
United States for the first time. The product was a bit unusual in the U.S. market, where
the roads were dominated by enormous, heavy cars. Suzukis were introduced in the
United States in small numbers but were refreshingly fuel-efficient, capable of using one-
third to one-half as much gasoline as some American models. Suzuki, however, entered
the U.S. market well behind Toyota, Honda, Nissan, and even Mazda and Subaru.
Furthermore, by 1978, fuel prices had fallen, and demand for Suzuki's "economy cars"
was evaporating. Oil prices would shoot up again briefly in 1979, following the Iranian
Revolution, but by then many of Suzuki's most promising markets had enacted tough laws
restricting imports from Japan.

1970s-80s: Forging Partnerships

Returning to the development strategy it had begun in Thailand in 1967, Suzuki

negotiated a number of foreign investment deals, agreeing to locate production facilities
in several countries in return for access to their markets. In 1982 the company established
a Pakistani production firm called PACO and a similar operation in India called Maruti
Udyog Ltd., which was a joint venture with the Indian government. Suzuki also
established a partnership in Spain with Land Rover, known as Land Rover Santana S.A.
Two years later Suzuki set up new marketing operations in New Zealand and France.

In the United States, Suzuki's largest market outside Japan, the company signed a series
of marketing and production contracts with General Motors and rival Isuzu Motors, Ltd.
in 1981 (the latter two companies were already affiliated, with GM holding a 34 percent
stake in Isuzu). As part of the deal, GM purchased a 3 percent interest in Suzuki. The
companies planned to share production facilities and handle marketing of each other's

10
products. In 1983 Suzuki began production of its Swift subcompact, selling the cars
through GM as the Chevy Sprint and later as the Geo Metro. Another result of Suzuki's
arrangements with GM was the creation of a joint subsidiary in Canada, called CAMI
Automotive Inc., in 1986. This plant went into production in 1989, manufacturing
Sprints, Metros, and Suzuki Sidekicks (also marketed as Geo Trackers).

While Suzuki's joint venture with GM was off to a good start, Suzuki had considerably
more trouble of its own. In 1985 it had begun importing the Samurai, the first compact
sport-utility vehicle (SUV) sold in the United States (that term had not yet been coined,
however, so the Samurai was called a "multipurpose vehicle"). One year later the
company established American Suzuki Motor Corp. as a U.S. holding company
subsidiary at Brea, California. U.S. sales of the Samurai surged to 83,334 by 1987, but
one year later Consumer Reports declared that the Samurai was an unsafe vehicle.
Specifically, the magazine noted that the Samurai's high center of gravity could cause it
to flip over while negotiating turns even at low speeds. Suzuki launched its own
investigation and took remedial measures, but the damage had already been done; sales
plunged 31 percent in 1988, bottoming out at just 13,979 units by 1990. Worse for
Suzuki, the company's entire U.S. executive team resigned--a gesture of atonement that
was misinterpreted as an abandonment of the company's commitment to the product and
to the U.S. market in general. The Samurai meantime received a clean bill of health from
the National Highway Traffic Safety Administration, which conducted an investigation
of the vehicle and found it no more prone to roll over than other light-duty vehicles.

Domestically, Suzuki developed several new models during the 1980s, including the
Cultus subcompact in 1983 and the four-wheel-drive Escudo in 1988. Also in 1988,
Suzuki agreed to handle sales of Peugeot automobiles in Japan. The following year, the
company rolled out the Cultus Esteem, which shared the same 1600cc engine as the
Escudo. Also shoring up revenues were motorcycle sales, which were recovering by
1990, following a decline that had begun in 1982.

With the Samurai debacle mostly behind it, Suzuki initiated a subtle campaign to re-
establish the vehicle's promising U.S. franchise. The high-riding Samurai was popular
with younger adults who favoured a more rugged jeep-like buggy that was impervious to
off-road obstacles. Above all, it was fun to drive and distinctive in appearance.

11
Suzuki also continued its push at globalization, opening a plant in Great Britain in 1986
that turned out 15,000 microvans annually. The company established a partnership with
the Egyptian company Modern Motors SAE, called Suzuki Egypt SAE, to build compact
cars and the Super Carry truck and van line in that country. Suzuki licensed manufacture
of its Swift/Forsa model through Colmotores SA in Columbia. The Pakistani venture also
was expanded to include automobile manufacture under a new company, Pak Suzuki
Motor Company, Ltd. In April 1991 Suzuki established a joint venture with C. Itoh, the
start-up Hungarian auto manufacturer Autokonzern RT, and the International Finance
Corporation. The enterprise, called Magyar Suzuki Corporation, began production of the
Suzuki Swift in Hungary the following year. In addition to putting up $230 million in
capital for the new company, Suzuki flew each of its Hungarian workers to Japan for
training in its production methods.

Meantime, in 1990, Suzuki Motor Company adopted the more international name Suzuki
Motor Corporation. During this time, the company suffered reverses in its largest
enterprise, midget cars with engines under 550cc. This was due to two factors: new laws
that extended parking restrictions to cars of that class and a worsening recession in Japan.
Suzuki's losses were partially offset by an increase in motorcycle sales, but because
revenues from auto manufacturing were nearly five times greater than motorcycle sales,
the company's overall growth rate slowed substantially.

A promising area for Suzuki was its place under the corporate umbrella of General
Motors' international ventures. Through teaming agreements, Suzuki was designated
GM's de facto small car division, developing automobiles for the American company
under the Geo nameplate. Elsewhere in Suzuki's U.S. business, sales of the Samurai
recovered to 20,000 in 1992 but they never again approached the level achieved in 1987,
and the Samurai model ceased production in 1996. Suzuki continued to produce the
Sidekick, however, and in 1995 the company introduced the mini sport-utility vehicle,
the X-90. With engines, suspensions, and four-wheel-drive options similar to the two-
door Sidekick, the two-seat X-90 combined off-road capabilities with carlike, commuter-
friendly features.

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Exploiting Niche Markets in the 1990s

Globally, Suzuki continued to seek out countries with emerging markets and large
populations. Its joint ventures with the governments of Pakistan, Hungary, Egypt, and
Columbia had been low-risk and cost-effective means of expansion. The company
stepped up that same successful strategy in the early to mid-1990s in India and China.
Having begun a joint venture with the Indian government-controlled Maruti Udyog in
1982, Suzuki increased its equity hold to 50 percent in 1992 and raised that company's
capacity to 200,000 units in 1994. By 1998 the Suzuki-Maruti venture held 80 percent of
the Indian automobile market. In China, Suzuki built on a licensing agreement with the
government in 1993 to become the first Japanese company to invest in a Chinese
automobile manufacturing venture.

In the mid-1990s Suzuki introduced two successful products to the Japanese market: the
Wagon R miniwagon, which debuted in 1993, and the Alto van, which was introduced
one year later with a $5,000 price tag that made it the least expensive automobile in the
country. Also during this time, however, Suzuki's problems with the Samurai returned to
haunt the company. In 1995 the U.S. courts awarded $90 million to a woman who was
paralyzed as the result of a Samurai rollover accident. Suzuki responded by suing the
Consumers Union, the publisher of Consumer Reports, in 1996. The company claimed
that the Consumers Union had purposely manipulated the test in 1988 to ensure that the
Samurai failed the short-course maneuvering portion.

As Suzuki approached the 21st century, it remained primarily a niche manufacturer. The
company derived about 70 percent of its income from sales of automobiles, including the
Cervo, Alto, and Swift car models; the Carry van; and the sport-utility vehicles Samurai
and the Escudo, which was sold in the United States as the Sidekick. In 1998 the company
introduced a compact SUV called the Jimny Wide. Hoping to sell 2,000 of the 1,300cc-
powered vehicles a month in Japan, Suzuki planned to begin exporting the vehicle in mid-
1998.

Moreover, in the late 1990s, Suzuki remained Japan's leading minicar manufacturer, a
position it had held for almost 25 years. Motorcycles, which ranged from 50cc scooters to
1100cc touring bikes, represented approximately 15 percent of Suzuki's business. In
addition, outboard motors contributed 3 percent of Suzuki Motor Corporation sales.

13
 The company sold approximately two million vehicles in 1997, including nearly 250,000
Wagon R miniwagons, which made that model the top-selling vehicle in Japan. The
Wagon R maintained that position through 2000. Suzuki had hoped to increase the
number of vehicles sold per year to 2.5 million by 2000, but the economic turmoil in Asia
in 1997 and 1998 derailed these plans. The economic crisis seriously affected several
markets in which Suzuki had major operations, including Indonesia, Thailand, and the
Philippines.

In the U.S. market in the late 1990s, both the Sidekick and the X-90 ended their
production runs. The Sidekick had been more successful than the whimsical X-90, which
simply never caught on, but the Vitara (marketed in Japan as the Escudo) replaced the
Sidekick as Suzuki's compact SUV in the United States in 1998. At the same time, Suzuki
introduced a beefed-up version of the Vitara, the Grand Vitara (the Grand Escudo in
Japan), which was the first small SUV to feature a V-6 engine. To support the new
models, Suzuki significantly increased its network of U.S. dealerships.

Increasing Ties with GM in the Early 21st Century

Spurred in part by the 1998 creation of DaimlerChrysler AG, which shook up the global
auto industry, GM and Suzuki strengthened their relationship. In 1998 the companies
agreed to jointly develop subcompact cars for the European market, and GM spent about
$318 million to increase its stake in Suzuki to 10 percent. Early in 2000 their jointly
developed European car, the Suzuki Wagon R+/Opel Agila, began coming off assembly
lines in Hungary (through Magyar Suzuki) and Poland (through an Opel plant--Adam
Opel AG being a GM subsidiary). The partners were also active on the South American
continent: In April 2000 production of the Grand Vitara began at General Motors de
Argentina S.A. The companies also were collaborating in Colombia, Ecuador, and
Venezuela.

In June 2000 Osamu Suzuki, who had served as president of Suzuki Motor since June
1978, became chairman and CEO of the company. The longtime leader, who had married
a granddaughter of the company founder and took his wife's family name, had built
Suzuki into a global powerhouse through his consistent focus on small cars, cost-
containment, and conservative fiscal practices, as well as an aggressive approach to
expanding into developing markets. Taking over as president and COO was Masao Toda,

14
who had been a vice-president in charge of technology, manufacturing, and purchasing.
Toda remained president until April 2003, when he stepped down for health reasons and
was replaced by Hiroshi Tsuda, a senior managing director.

Suzuki and GM strengthened their alliance in September 2000, placing further emphasis
on Suzuki's position as GM's small-car partner. GM subsequently injected about $600
million into Suzuki in January 2001 to increase its stake to 20 percent. As part of the deal,
GM Chairman John F. Smith, Jr., gained a seat on the Suzuki board, becoming the first
outsider to hold such a position. Part of the money invested into Suzuki went toward the
start-up of production in Japan of a new jointly developed all-wheel-drive compact car,
the Chevrolet Cruze. Japanese sales of the Cruze began in October 2001, and then exports
of the vehicle to Australia began in April 2002 where it was sold as the Holden Cruze by
a GM subsidiary, Holden, Ltd.

On the motorcycle front, meanwhile, Suzuki and the other "Big Four" Japanese
motorcycle makers (the others being Honda, Yamaha, and Kawasaki Heavy Industries,
Ltd.) had for years faced heightened competition from newly insurgent European and U.S.
manufacturers as well as from Chinese companies making pirated copies of their
machines. Responding to such threats, Suzuki and Kawasaki announced in August 2001
that they had entered into a cooperation agreement whereby they would jointly develop
new motorcycle models and would unify their parts procurement and production
operations to cut costs. In an unrelated development, Suzuki in May 2002 began
manufacturing products in the United States for the first time when a plant in Rome,
Georgia, run by U.S. subsidiary Suzuki Manufacturing of America Corporation began
turning out all-terrain vehicles (ATVs).

Also during 2002 Suzuki converted two of its key overseas production joint ventures--
Maruti Udyog in India and P.T. Indomobil Suzuki International in Indonesia--into
consolidated subsidiaries by acquiring majority control of the ventures. Suzuki now held a
54.2 percent stake in Maruti Udyog and 90 percent of Indomobil Suzuki. In July 2003 the
Indian government sold 25 percent of its remaining interest in Maruti Udyog to the public
through an initial public offering (IPO).

As part of GM's 2002 takeover of the remnants of the bankrupt Daewoo Motor Company
of South Korea, Suzuki laid out $89 million for a 15 percent stake in GM Daewoo Auto &

15
Technology, the South Korean company that GM formed as a successor to Daewoo
Motor. The first outcome of this new alliance was the introduction of two new Suzuki
models into the U.S. market in the fall of 2003, both of which were rebadged Daewoo
models. The Verona, a five-passenger sedan competing directly against such top-sellers as
the Toyota Camry and Honda Accord, marked Suzuki's entrée into the midsize segment of
the car market, while the Forenza was marketed as a "premium" compact sedan. These
vehicles were the first of nine new vehicles that Suzuki planned to introduce into the U.S.
market over a five-year period, during which time the firm aimed to roughly triple its U.S.
sales from the 68,000 it sold in 2002 to 200,000 by 2007. Meantime, plans were being
made for Suzuki to begin selling GM Daewoo models in Japan under the Chevrolet brand
in either late 2003 or early 2004.

At the same time that Suzuki was attempting to triple its U.S. sales, its legal battle against
Consumers Union continued. By 2002 the ruling that had awarded $90 million to a
woman paralyzed in a Samurai rollover accident had been overturned. Suzuki's lawsuit
against Consumers Union was dismissed in 2000, but Suzuki won an appeal to a U.S.
Court of Appeals, which in 2002 ordered the case to trial. Consumers Union then filed an
appeal to the U.S. Supreme Court.

Principal Subsidiaries: Bell Art Co., Ltd.; Enshu Seiko Co., Ltd.; Hamamatsu Pipe Co.,
Ltd.; Snic Co., Ltd.; S. Tech Co., Ltd.; Suzuki Akita Auto Parts Mfg. Co., Ltd.; Suzuki
Business Co., Ltd.; Suzuki Hamamatsu Auto Parts Mfg. Co., Ltd.; Suzuki Marin Co.,
Ltd.; Suzuki Nousei Center Co., Ltd.; Suzuki Precision Industries Co., Ltd.; Suzuki
Toyama Auto Parts Mfg. Co., Ltd.; Suzuki Transportation and Packaging Co., Ltd.;
Suzuki Works Techno Ltd.; Suzuki Australia Pty. Ltd.; Suzuki Austria Automobil
Handels G.m.b.H.; Cambodia Suzuki Motor Co., Ltd.; Suzuki Canada Inc.; Suzuki Motor
de Colombia S.A.; Suzuki France S.A.; Suzuki International Europe GmbH (Germany);
Magyar Suzuki Corporation (Hungary); Maruti Udyog Ltd. (India; 54.2%); P.T.
Indomobil Suzuki International (Indonesia; 90%); Suzuki Italia S.p.A. (Italy); Myanmar
Suzuki Motor Co., Ltd.; Suzuki New Zealand Ltd.; Pak Suzuki Motor Co., Ltd.
(Pakistan); Suzuki Motorcycles Pakistan Ltd.; Suzuki Philippines Inc.; Suzuki Motor
Poland Ltd.; Suzuki Auto Madrid S.A. (Spain); Suzuki Motor España, S.A. (Spain); Thai
Suzuki Motor Co., Ltd. (Thailand); Thai Suzuki Trading Co., Ltd. (Thailand); Suzuki GB

16
PLC (U.K.); American Suzuki Motor Corporation (U.S.A.); Suzuki Manufacturing of
America Corporation (U.S.A.).

Principal Competitors: Toyota Motor Corporation; Nissan Motor Co., Ltd.; Honda
Motor Co., Ltd.; Mitsubishi Motors Corporation; Mazda Motor Corporation; Yamaha
Motor Co., Ltd.; Ford Motor Company; DaimlerChrysler AG; Hyundai Motor Company.

17
ORGANIZATIONAL STRUCTURE

18
DISCLAMER :

 (COULD’T SHARE INFORMATION ABOUT THE BOARD OF DIRECTORS BECAUSE

OF THEIR PERSONEL REASONS)

19
ORGANIZATIONAL CHART

20
 PRODUCTS OF SUZUKI MOTORCYCLES

SUZUKI ZEUS 125CC

Suzuki Zeus, the latest bike from Suzuki Motorcycles India Pvt Ltd has been launched. The
125cc single cylinder Suzuki Zeus comes at a price of f Rs 46,084. The bike had a soft launch
earlier this year.

Besides Suzuki Zeus, Suzuki India has another motorcycle in the Indian market, called
Suzuki Heat. Both Zeus and Heat are part of Suzuki's attempts to come back to the Indian
market, which it had left in the late 90s. During its earlier Indian coming, Suzuki partnered
TVS for its two-wheeler business.

Suzuki Zeus, packed with latest technology and styling, is an entry level bike from Suzuki
Motor Corporation. Zeus has a unique cut-line front cowl for a much stylized, dynamic look.
The bike is available in Zeus 125X and125XU models. Suzuki Zeus will be available in three
colors, the company said. These are Candy Antares Red (19A), Metallic Titanium Gold
(YM3) and Pearl Nebular Black (YAY). To manufacture Suzuki Zeus and Suzuki Heat, the
company has invested Rs 200 crore at its Gurgaon manufacturing plant. The production
capacity of the plant is 100,000 bikes per annum.

21
SUZUKI ZEUS 125CC FEATURES:

 Powerful Disc Brakes (front, asbestos-free)

 Bright and Big multi-reflector Halogen Head Lamp for better visibility at
night and make a dashing style statement.
 Convenient Shift indicator for adjusting fuel efficiency on different
gears.
 Advanced and Stylish Instrument Panel with Tachometer

 Uniquely styled front cowl for a dynamic look. Stylish Under Cowl for
engine protection and making a style statement.
 Advanced 5-speed Gearbox for a smoother and comfortable ride.

 Robust all Aluminum Engine with large fins and upright cylinder for
superb cooling and style.
 Primary Kick & Auto Decompression System for effortlessly starting
the engine in any gear.
 Stylish and large fuel tank.

 Ergonomic seat design for easy ground access and minimum knee
bending.
 Helmet Holder to take the load off your head after you park

22
VEHICLE SUMMARY

Name: Zeus 125

Model: XCD
Type: Commuter
Top Speed: 101kph

ENGINE SPECIFICATIONS

Displacement: 124cc
Engine: Four-stroke, Air-cooled, OHC
Maximum Power: 8.5 Bhp @ 7500 rpm
Clutch: Wet Multiplate type
Bore: 53.5
Stroke: 55.2
Cylinder Configuration: NA
Engine Block Material: NA
Chassis Type: NA
Cooling Type: Air Cooling
Carburetor: NA

DIMENSIONS
Length: 2040.00 mm
Width: 770.00 mm
Height: 1125.00 mm

OTHER SPECIFICATIONS

Weight: 114.00 kg
Ground Clearance: 155.00 mm
Fuel Tank: 12.00 ltrs
Wheelbase: 1240.00 mm
Electrical System: NA
Headlamp: NA
Battery Type: 9.0 KC 10HR, Battery Voltage: 12V
Battery Capacity: 2.5 Ah, Horn: NA
Wheel Type: Alloys

23
 Wheel Size: 2.75x18 - 3.00x-18 mm Tubeless:
Colors: NA

ACTIVE AND PASSIVE SAFETY

Suspension(Front): Telescopic, Coil spring, Oil damped

Suspension(Rear): Swing-arm type, Coil spring, Oil damped
Brakes: Disc Brakes (Rear): Drum 130mmStand Alarm:

COMFORT AND CONVENIENCE

Fuel Guage: AnalogueSelf Start:

Tacho Meter: Analogue
Trip Meter: Analogue-1Alloys:
Warranty: NA
Speedometer: Analogue
Passenger Footrest: Passenger
Backrest: Step-up
Seat:Pass-light

24
 PART C: About the Study

Kotler (2000): Also define satisfaction as a person's feelings of pleasure, excitement, delight
or disappointment which results from comparing a products perceived performance to his or
her expectations. Satisfaction means the contentment one feels when one has fulfilled a
desire, need or expectation. Furthermore, customer satisfaction can be a measure of how
happy customers are with the services and products of a supermarket. Keeping customers
happy is of tremendous benefit to companies. Satisfied customers are more likely to stay
loyal, consume more and are more likely to recommend their friends to the business.

Siddhartha and S Mukherjee (2002): The Study reveals. That, the two-wheelers in India are
used for variety of work such as visiting people, carrying loads, outdoor jobs like selling and
buying. In rural areas it helps people to travel more frequently to nearby towns to their daily
needs. The two-wheeler has become a valuable support for increasing productivity and in turn
the profit, besides helping as a personal mode of transportation.

SR Mohnot (2002): In his study of two and three wheelers he out from the standpoint of
means of personal transportation. The two-wheeler has become an expression of the owners'
personality. The (customer in making his choice does evaluate the product in terms of utility,
fuel economy, reliability, maintenance, affordability, performance, good after-sales service at
reasonable cost, availability of spare parts at: economical prices, looks, safety and comfort
and ease of riding for driving. Total sales of two wheeler in first eight months of 200 1-02 had
increased to 2.70 million units from 1.33 million units in the corresponding period of the
preceding year.

Prof. S. Saravanan and Prof. N. Panchanantham (2009): They discussed the essentials for
promotion of a product. The result shows that a customer all factor at the time of purchasing a
two wheeler, although majority of customer give importance to the brand image. This study
also describes the socio-economic factors which satisfy two wheelers customers and that the
employees and students crave for show room services.

Hokanson (1995): Is affected by many factors which include friendly employees, courteous
employees, knowledgeable employees, and helpful employees, accuracy of billing,
competitive pricing, service quality, good value and quick service. For purposes of this study,
we concentrate on nine dimensions of customer satisfaction which are location, services,
product quality, facilities, reliability, and process, value for money, staff and personnel
service.

25
 CHAPTER: 02
RESEARCH METHODOLOGY

26
TITLE OF THE STUDY:

"Customer Satisfaction at Suzuki Godspeed Suzuki, Guwahati"

STATEMENT OF THE STUDY:

A study of the Customer Satisfaction on Suzuki Gixxer at Godspeed Suzuki in Guwahati

OBJECTIVE OF THE STUDY:

 Primary objective:-

To study customer satisfaction for Suzuki Gixxer bike.

 Secondary objective:-

To study its sales will differ from other bikes in the present market.

SCOPE OF THE STUDY:

This study is aimed at providing SUZUKI MOTORCYCLES INDIA PVT. LTD. with an
insight on the consumer satisfaction pattern of Suzuki two wheeler as well as the customer’s
response and awareness towards the brand, products and services of Suzuki.

The data has been analyzed and presented in a simple and precise way on the basis of which
pertinent recommendations have been made to the company to better the services, policies
and strategies of the company in India. Companies also want the Suggestion for improvement
from users of Suzuki Vehicle & get Feedback from customer.

SOURCE OF DATA

The report has been prepared as per the informationobtained from two sources. They are:

1. Primary data
2. Secondary data

1. PRIMARY DATA :

The primary data is that which details we collect first time from the market and used first time
in the research. To collect the primary data structured non disguise questionnaire is prepared.

27
Primary Data was very crucial to collect so as to know various past & present consumer
views about bikes/scooter and to calculate the market share of this brand in regards to other
brands. Fresh primary data was collected by taking direct filling of a questionnaire from
customer which involved face to face, all the Suzuki customer who visited the dealership
showroom for the service of their bikes/scooters were questioned in order to find out the
behavior of customer.

2.SECONDARY DATA:

Secondary data are those which has been collected by someone else and which already
have been passed through statistical process. When the secondary data are sufficient, the
researcher has to be satisfied with the primary sources of data. Secondary data can be used as
bases for comparison with primary data have been collected by questionnaire. Secondary data
has been taken from internet, newspaper, magazines and companies web sites.

DATA COLLECTION METHOD/ TOOLS AND TECHNIQUES: -

Researcher instruments is the tool by which the researcher can do research on specific
problems or objective. The most popular researcher instrument for collection data is
“Questionnaire” for a particular investigation. It is simple for a moiled set of questions
presented to respondents for their answers. Due to this flexibility, it is most common
instrument used to collectthe primary data. During the pre- testing of questionnaire, I seen the
reaction of respondents and suggestions required to make change in research instrument.

The questionnaire contains two types of questions.

1) OPEN-ENDED QUESTIONS

It is helpful in knowing what is uppermost in the mind of the respondents. It gives complete
freedom to the respondent.

2) MULTIPLE-CHOICE QUESTION

In this, the respondent is offered two or more choice.

3) DICHOTOMOUS QUESTION

It has only two answers in form ‘yes’ or ‘no’, ‘good’ or ‘bad’ or ‘excellent’, ‘average’ or
‘poor’ ‘. So the respondent is offered two or more choice.

28
SAMPLE DESIGN

Sampling is a process of obtaining. The information about the entire population by examine a
part of it. The effectiveness of the research depends on the sample size selected for the survey
purpose. For the customer satisfaction study a sample of 60 persons was chosen from the
Suzuki’s dealership in Guwahati.

SAMPLING PLAN:

Data collected has been analyzed and interpreted by using simple percentage method and
finally the data is presented in graphs and charts.

SAMPLING FRAME:

Customers visiting showrooms for servicing their motorcycles and scooters

SAMPLE SITE:-

The survey was conducted in Guwahati city.

SAMPLING UNIT:-

Here target population is decided and it is who are interested to purchase “Scooter” and
sampling frame is developed so that every one in the target population has known chance of
being sampled. So the survey is conducted particularly in Guwahati City.

SAMPLE SIZE:-

For the purpose of proper survey, there is need of perfect research instruments to find out
sample size for more accurate result about buying behavior of scooter. The sample size is 60
respondents.

SAMPLING METHOD :-

Convenience sampling.

29
PLAN OF ANALYSIS

The data that has been collected from various sources which will be converted to table, pie
chart for easy and proper understanding and presentation of data.

REFERENCE PERIOD

The reference period for the project is of 1 month i.e, 1st March 2023 to 31st March 2023.

LIMITATION

Through every effort has been to make project study comprehensive, there have been
limitations.

 The study is restricted to Guwahati City.

 The duration of the project is 1 month.
 The study has been centered to only 60 customers rather than millions of customers
around the nation.
 The study is based on the response of the respondents and is doubted that they are
honest in their response.
 The methods used in the project are random sampling methods and results obtained
may not be fully accurate and reliable.
 Some of the customers were indifferent to answer some questions in the questionnaire
which may cause inaccuracy of results.

30
 CHAPTER : 03

DATA ANALYSIS & INTERPRETATION

31
3.1) AGE-WISE CLASSIFICATION

Table 3.1
AGE (IN YEARS) NO. OF RESPONDENTS PERCENTAGE (%)
18-25 30 50%
26-35 15 25%
36-45 10 16%
46 & ABOVE 5 9%
TOTAL 60 100%

ANALYSIS:
The above table is showing that the customers of Suzuki Scooter are mainly coming from the
age group of 18-25 that is around 50% because that people of this age group are passionate
and are style freaks.
We can say that Popularity of Suzuki Scooter is available in the age of 26- 35 (around 25%)
also because of its reputation in the world market.

Figure 3.1

[CATEGORY NAME]
9%

[CATEGORY NAME]
16%

[CATEGORY NAME]
50%

[CATEGORY NAME]
25%

INTERPRETATION: From the above figure, it can be interpreted that most the respondents
were from the young adults, in the age of 18-25.

32
3.2) MARITAL STATUS CLASSIFICATION

Table 3.2
MARITAL STATUS NO. OF RESPONDENTS PERCENTAGE (%)
MARRIED 47 78%
UNMARRIED 13 22%
TOTAL 60 100%

ANALYSIS:
In the above table it is very much clear that 78% of the Suzuki Gixxer Customer is mainly
married & 21% unmarried, so Suzuki Gixxer is mostly being accepted by the family oriented
people.

Figure 3.2

[CATEGORY NAME]
22%

[CATEGORY NAME]
78%

INTERPRETATION: From the above figure, it can be interpreted that most the respondents
were married. Out of 60 respondents almost 47 are married and 13 are unmarried.

33
3.3) OCCUPATION-WISE CLASSIFICATION

Table 3.3
OCCUPATION NO. OF RESPONDENTS PERCENTAGE (%)
OFFICIALS 17 28%
STUDENTS 25 41%
RETIRED 6 10%
OTHERS 12 21%
TOTAL 60 100%

ANALYSIS: -
In this table we found that Suzuki’s major customers are the students of colleges and schools
which consists 41%, as they want something special, new, stylish, masculine and attractive.

Figure 3.3

[CATEGORY NAME]
21% [CATEGORY NAME]
28%

[CATEGORY NAME]
10%

[CATEGORY NAME]
41%

INTERPRETATION: From the above figure, it can be interpreted that most the respondents
were students and followed by the officials, retired and others. Out of 60 respondents almost
25 are students, 17 are officials, 6 are retired and 12 are others.

34
3.4) INCOME-WISE CLASSIFICATION.

Table 3.4

INCOME (P.A) (IN’000) NO. OF RESPONDENTS PERCENTAGE (%)

75-100 6 11%
100-125 10 16%
125-150 31 52%
150 & ABOVE 13 21%
TOTAL 60 100%

ANALYSIS: -
In the income group distribution, we can analyze those customers of Suzuki Gixxer are
coming from the Middle-income group people which is around 51% by including 125-150
slab of income group. It shows that Suzuki is placing their products in the appropriate price
range. As the people of this income bracket can easily afford this two-wheeler.

Figure 3.4

[CATEGORY NAME]
[CATEGORY NAME] 11%
21%
[CATEGORY NAME]
16%

[CATEGORY NAME]
52%

INTERPRETATION: From the above figure, it can be interpreted that most the respondents
were middle- income group people (125-150).
35
3.5) YEAR OF PURCHASING THE SUZUKI GIXXER ?

Table 3.5

YEAR RESPONDENTS PERCENTAGE

2019 7 11%
2020 18 31%
2021 10 16%
2022 25 42%
TOTAL 60 100%

ANALYSIS:-
We can see that 41% of the customer had purchased Suzuki Gixxer in 2022, 30% customer
had purchased in 2021 and think that it is worth purchasing so it is good for the company.

Figure 3.5

[CATEGORY NAME]
11%

[CATEGORY NAME]
42%

[CATEGORY NAME]
13%

[CATEGORY NAME]
16%

INTERPRETATION: From the above figure, it can be interpreted that most of the
respondents were from the year 2022

36
3.6) HOW DID YOU GET TO KNOW ABOUT SUZUKI GIXXER ?

Table 3.6

NO. OF RESPONDENTS PERCENTAGE (%)

ADVERTISEMENT 37 61%
FAMILY 7 12%
FRIEND’S 10 16%
DEALER’S 6 11%
TOTAL 60 100%

ANALYSIS:
As we can see here the major promotional tool which is influencing the customers is
advertisements which is around 61%, after that the major source of awareness among
customers, is Family 11% & friend’s 17%.

Figure 3.6

[CATEGORY NAME]
11%

[CATEGORY NAME]
16%

[CATEGORY NAME]
[CATEGORY NAME] 61%
12%

INTERPRETATION: From the above figure, it can be interpreted that most the respondents
were influence mostly from advertisements rather than family, friends, dealers.

37
3.7) WHAT ABOUT THE PRICE OF SUZUKI GIXXER?

Table 3.7

RESPONDENTS PERCENTAGE (%)

HIGHLY PRICED 13 21%
AVERAGE PRICE 37 62%
LOW PRICE 10 17%
TOTAL 60 100%

ANALYSIS:
In the above table 62% customer are think that Suzuki Gixxer price is average and 22%
customer are think that Suzuki Scooter price is high so company maintain this price.

Figure 3.7

LOW PRICE
16% HIGHLY PRICED
21%

AVERAGE PRICE
63%

INTERPRETATION: From the above figure, it can be interpreted that most the respondents
think that the price of the Gixxer is average.

38
3.8) WHAT IS THE BEST THING IN SUZUKI GIXXER?

Table 3.8

RESPONDENTS PERCENTAGE (%)

QUALITY 24 41%
STYLE / DESIGN 14 23%
SERVICE 12 20%
PRICE 10 16%
TOTAL 60 100%

ANALYSIS:
Above the table show that in Suzuki Gixxer the best thing is quality 40%, style/design 33% so
company should maintain the quality, style/design and improved the service and price to
satisfaction level.

Figure 3.8

[CATEGORY NAME]
16%

[CATEGORY NAME]
41%

[CATEGORY NAME]
20%

[CATEGORY NAME]
23%

INTERPRETATION: From the above figure, it can be interpreted that most the respondents
think that the best thing in Suzuki Gixxer is the Quality of the product.

39
3.9) SATISFIED WITH FREE SERVICE FROM THE SHOWROOM?

Table 3.9

RESPONDENTS PERCENTAGE (%)

YES 47 79%
NO 13 21%
TOTAL 60 100%

ANALYSIS:
In the above table we can see that 79% customer is satisfied with free service from the
showroom maintain his service & customer relationship.

Figure 3.9

[CATEGORY NAME]
21%

[CATEGORY NAME]
79%

INTERPRETATION: From the above figure, it can be interpreted that most the respondents
were satisfied with the free service from the showroom.

40
3.10) MAINTENANCE COST OF SUZUKI GIXXER?

Table 3.10

RESPONDENTS PERCENTAGE (%)

HIGH 9 15%
AVERAGE 18 30%
LOW 33 55%
TOTAL 60 100%

ANALYSIS:
In the above table we can that the maintenance of Suzuki Gixxer is 55% low and 30%
average so it is good for company and company should maintain his product quality.

Figure 3.10

[CATEGORY NAME]
15%

[CATEGORY NAME]
55% [CATEGORY NAME]
30%

INTERPRETATION: From the above figure, it can be interpreted that most the respondents
think that the maintenance of Suzuki Gixxer is low.

41
3.11)WHAT IS YOUR LEVEL OF SATISFACTION TOWARDS SUZUKI GIXXER?

Table 3.11

RESPONDENTS PERCENTAGE (%)

0-25 3 5%
25-50 12 20%
50-75 15 25%
75-100 30 50%
TOTAL 60 100%

ANALYSIS:
In the above table we can see that 5 0 % customer belongs to 75-100 satisfaction level, 25%
customer belongs to 50-75 satisfaction level so it is good for company that people like Suzuki
Gixxer.

Figure 3.11

0-25
5%
25-50
20%

75-100
50%

50-75
25%

INTERPRETATION: From the above figure, it can be interpreted that most the respondents
were satisfied the level of satisfaction.

42
3.12) IS SUZUKI GIXXER ARE COMFORTABLE FOR DRIVING AND JOURNEY?

Table 3.12

RESPONDENTS PERCENTAGE (%)

YES 31 52%
NO 6 10%
AVERAGE 23 38%
TOTAL 60 100%

ANALYSIS:-
Above the table it shows that 52% customer think that Suzuki is comfortable for driving &
journey so company should maintain quality and provide safety measures to the customer.

Figure 3.12

[CATEGORY NAME]
38%

[CATEGORY NAME]
52%

[CATEGORY NAME]
10%

INTERPRETATION: From the above figure, it can be interpreted that most the respondents
were comfortable for driving the Suzuki Gixxer.

43
3.13) THE MAIN REASON FOR PURCHASING SUZUKI GIXXER?

Table 3.13

RESPONDENTS PERCENTAGE (%)

GOOD SATISFACTION OVER
32 54%
THE PRODUCT
ANY OTHERS 4 6%
REASONABLE PRICE 24 40%
TOTAL 60 100%

ANALYSIS:
Above the table show that main reason for purchasing Suzuki Gixxer 54% customer are
thinks that it is good satisfaction over the product and 40% think that it is average for
reasonable price.

Figure 3.13

AVERAGE
40%

YES
54%

NO
6%

Interpretation: From the above figure, it can be interpreted that most of the respondents
were from the good satisfaction over the product.

44
3.14) ARE YOU SATISFIED WITH THE MILEAGE, ENGINE CAPACITY, STYLE /
DESIGN?

Table 3.14

RESPONDENTS PERCENTAGE (%)

YES 25 42%
NO 10 17%
AVERAGE 18 30%
CAN’T SAY 7 11%
TOTAL 60 100%

ANALYSIS:-
From the above table we can see that 41% are satisfied 30% are average satisfied and think
that the mileage, engine capacity, style / design are satisfied.

Figure 3.14

[CATEGORY NAME]
11%

[CATEGORY NAME]
42%

[CATEGORY NAME]
30%

[CATEGORY NAME]
17%

INTERPRETATION: From the above figure, it can be interpreted that most the respondents
were satisfied the mileage, engine capacity, style / design are satisfied.

45
3.15) WHAT IS YOUR PERCEPTION ABOUT SUZUKI PRODUCT?

Table 3.15

NO. OF RESPONDENTS PERCENTAGE (%)

VERY GOOD 10 17%
GOOD 19 32%
AVERAGE 28 46%
BAD 3 5%
TOTAL 60 100%

ANALYSIS:
In the above table it is very much clear that customer perception about Suzuki product is
average 50% and 34% are good.

Figure 3.15

[CATEGORY NAME]
[VALUE]% [CATEGORY NAME]
[VALUE]%

[CATEGORY NAME]
[VALUE]%
[CATEGORY NAME]
[VALUE]%

INTERPRETATION: From the above figure, it can be interpreted that most the
respondents were so good and the respondents understand/ appreciate the Suzuki
products.

46
 CHAPTER : 04

SUMMARY OF FINDING

47
 FINDING

 Majority of the respondents give positive response towards Suzuki Gixxer is modern
looking bike.

 Users of Suzuki Gixxer are highly satisfied towards facility provided by Suzuki
Gixxer like comfort, look/ style ,performance ,engine capacity, and mileage and brand
image of Suzuki.

 Responsiveness and Empathy factor highly influence in service sector .

 Most of the respondent use Suzuki Gixxer for stylist look and good performance than
other 150cc bikes

 Majority of user came to know from television advertisement and newspaper as a

source of information while they purchase Suzuki Gixxer

 Most of the respondents are satisfied by using this bike and its performance

48
 CHAPTER : 05

SUGGESTIONS AND CONCLUSION

49
 SUGGESTIONS

The suggestions that are given by customers suggestions as a market researcher for
Improving in a service, advertisements. Because after selling of a vehicle
customer may has some of the problem and customer come for solve their problem
through service and company should try to give proper service to satisfy
customer by solving their problem. The suggestions are as followed:

 As people expect more mileage per kilometer, company should increase the mileage
of the Suzuki Vehicles.
 SMIPL should increase the production capacity as the customers have to wait for 1
month for delivery of the Suzuki Scooter.
 Company showroom should take less time for service the vehicle.
 Company should facilitate a Scheme for servicing Old Vehicles so that the
entire customer services their vehicle at company’s service station.
 Suzuki should introduce a low-price moped.
 All parts should be available at service station. Because sometime
customer face the problem that parts are not available.
 Suzuki increase in advertising in mass media to promote its sales.
 Company should manufacture motorcycles which can withstand for long time on
Indian roads.
 Company should appoint a brand ambassador and also sponsor entertainment and
sports events so that the name of the companyremains in the minds of the people.
 SMPIL should implement new marketing strategies to compete with Indian
competitor
 Suzuki at the moment has a very weak product portfolio and its products are not that
visible in the market.
 Suzuki should maintain and produce the bikes in quarterly or half yearly so that
customers can avail options.

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 CONCLUSION

Form the research study , data analysis and finding it conclude that, Suzuki Gixxer is a high
quality bikes based on its performance , look /styles, cost comfortless, and effectiveness then
other 150cc bikes.

Consideration of tangibility , Reliability , responsiveness , Assurance ,Empathy factor are the

most important to measure the service quality of Suzuki Gixxer , Suzuki Gixxer being one
of the popular motorcycles in 150cc class received lots of buyers and now those owners can
make their dream come true by participating in the event of racingand stunts . The Gixxer is
a very neat-looking motorcycles, with a hint of sportiness to it.

Most respondent are like to purchase Gixxer second model which is currently launch in
market , User of Suzuki Gixxer satisfied by its performances un budget.

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 BIBLIOGRAPHY

MAGAZINES

✓ BIKE INDIA MAGAZINE

✓ AUTO-INDIA (CARS & BIKE MAGAZINE)

NEWSPAPER

✓ THE ECONOMIC TIMES

✓ TIMES OF INDIA

WEBSITES

✓ https://www.globalsuzuki.com/motorcycle/
✓ https://www.suzukimotorcycle.co.in/
✓ https://www.bikedekho.com/suzuki-bikes
✓ https://suzukicycles.com/
✓ https://www.suzukimotorcycles.com.au/

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 APPENDIX

QUESTIONNAIRE

1. Name:________________________________

2. Age: ( ) 18-24 ( ) 25-35

( ) 36-50 ( ) 50+

3. Marital Status: ( ) Married ( ) Unmarried

4. Occupation: ( ) Officials ( ) Students

( ) Retired ( ) Others

5. Your income (per annum) (in thousand)?

Rs.75-100 ( ) Rs.100-125 ( )
Rs.125-150 ( ) Rs.150 above ( )

6. Which year did you purchase Gixxer?

( ) 2022 ( ) 2021
( ) 2020 ( ) 2019

7. How did you get to know about Suzuki Gixxer?

Advertisement ( ) Family information ( )
Friend’s recommendation ( ) Dealer’s recommendation ( )

8. What about the price of Suzuki Gixxer?

High priced ( ) Moderate/ Avg price ( )
Low price ( )

9. What is the best thing in Suzuki Gixxer?

Quality ( ) Style/ Design ( )
Service ( ) Price ( )

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10. Are you satisfied with free service from the showroom?
Yes ( ) No ( ) Average ( ) Cannot Say ( )

11. Maintenance cost of Suzuki Gixxer?

High ( ) Moderate/ Avg ( ) Low ( )

12. What is your satisfaction level towards Suzuki Gixxer?

0% - 25% ( ) 25% - 50% ( )
50% - 75% ( ) 75% - 100% ( )

13. How do you suggest to Suzuki management to make Suzuki Gixxer more attractive?
To maintain quality of the product ( )
Reasonable Price ( )
Giving more offers and discounts ( )

14. Is Suzuki Gixxer comfortable for driving and journey?

Yes ( ) Average ( ) No ( )

15. What is the main reason behind purchasing Suzuki Gixxer?

Good Satisfaction over the product ( )
Reasonable price ( )
Any others ( )

16. What is your perception about Suzuki Automobile’s products?

Very good ( ) Good ( )
Bad ( ) Average ( )

17. Do you suggest anyone about the Suzuki Gixxer?

Yes ( ) No ( )

18. Performance of Suzuki Gixxer?

Highly Satisfied ( ) Satisfied ( )
Average ( ) Dissatisfied ( )

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19. Are you satisfied with the mileage, engine capacity, style/design ?
Highly satisfied ( ) satisfied ( )
Average ( ) Dissatisfied ( )

20. Suggestions/ Feedback , if any

_____________________________________________________________________

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