1. INTRODUCTION:
Satisfaction is a person’s feelings of pleasure or disappointment resulting from
comparing a product’s perceived performance (or outcome) in relation to his or
her expectations. Whether the buyer is satisfied after purchase depends on the
offer’s performance in relation to the buyer’s expectations. If the performance
falls short of the expectations, the customer is dissatisfied. If the performance
matches the expectations, the customer is satisfied. If the performance exceeds
expectations the customer is highly satisfied or delighted. A company would be
wise to measure customer satisfaction regularly because one key to customer
retention is customer satisfaction. A highly satisfied customer generally stays
loyal longer, buys more as the company introduces new products and upgrades
existing products, talks favourably about the company and its products, pays
less attention to competing brands and is less sensitive to price, offers product
or service ideas to the company, and costs less to serve than new customers
because transactions are routine. When customers rate their satisfaction with an
element of the company’s performance - say, delivery. It could mean early
delivery, on-time delivery, order completeness, and so on. The company must
also realize that two customers can report being “highly satisfied” for different
reasons. One may be easily satisfied most of the time and the other might be
hard to please but was pleased on this occasion. A number of methods exist to
measure customer satisfaction. Periodic surveys can track customer satisfaction
directly. Respondents can also be asked additional questions to measure
repurchase intention and the likelihood or willingness to recommend the
company and brand to others. Companies that do achieve high customer
satisfaction ratings make sure their target market knows it. For customer
centered companies, customer satisfaction is both a goal and a marketing tool.
Although the customer-centered firm seeks to create high customer satisfaction,
that is not its ultimate goal. If the company increases customer satisfaction by
lowering its price or increasing its services, the result may be lower profits. The
company might be able to increase its profitability by means other than
increased satisfaction (for example, by improving manufacturing processes or
investing more on R&D). Also, the company has many stakeholders, including
employees, dealers, suppliers and stock holders. Spending more to increase
customer satisfaction might divert funds from increasing the satisfaction of
other “partners”. Ultimately, the company must operate on the philosophy that it
is trying to deliver a high level of customer satisfaction subject to delivering

2. acceptable levels of satisfaction to the other stakeholders, given its total
resources.
COMPANY’S HISTORY:
Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading
Corporation Private Limited. It started off by selling imported two- and three
wheelers in India. In 1959, it obtained license from the Government of India to
manufacture two- and three-wheelers and it went public in 1960. In 1970, it
rolled out its 100,000th vehicle. In 1977, it managed to produce and sell
100,000 vehicles in a single financial year. In 1985, it started producing at
Waluj in Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles
in a single financial year. In 1995, it rolled out its ten millionth vehicle and
produced and sold 1 million vehicles in a year.
Company Profile:
Founder Jamnalal Bajaj
Year of Establishment 1926
Industry Automotive - Two & Three Wheelers
Business Group The Bajaj Group
Listings & its codes BSE – Code: 500490; NSE - Code: BAJAJAUTO
Presence Distribution network covers 50 countries.
Dominant presence in Sri Lanka, Bangladesh,
Columbia, Guatemala, Peru, Egypt, Iran and
Indonesia.
Joint Venture Kawasaki Heavy Industries of Japan
Registered & Head Office Akurdi , Pune – 411035, India
Tel.: +(91)-(20)-27472851
Fax: +(91)-(20)-27473398
Works • Akurdi, Pune 411035
• Bajaj Nagar, Waluj Aurangabad 431136
• Chakan Industrial Area, Chakan, Pune 411501
E-mail rahulbajaj@bajajauto.co.in
Website www.bajajauto.com
Bajaj Auto Limited.

3. The Groups' principal activity is to manufacture two and three wheeler vehicles.
Other activities of the group include insurance and investment business. The
Group operates in three segments, which are Automotive, Insurance and
Investment and Others. It has a network of 498 dealers and over 1,500 service
dealers and 162 exclusive three-wheeler dealers spread across the country.
About Bajaj
The Bajaj Group is amongst the top 10 business houses in India. Its footprint
stretches over a wide range of industries, spanning automobiles (two-wheelers
and three-wheelers), home appliances, lighting, iron and steel, insurance, travel
and finance. The group’s flagship company, Bajaj Auto, is ranked as the
world’s fourth largest two- and three- wheeler manufacturer and the Bajaj brand
is well-known in over a dozen countries in Europe, Latin America, the US and
Asia. Founded in 1926, at the height of India's movement for independence
from the British, the group has an illustrious history. The integrity, dedication,
resourcefulness and determination to succeed which are characteristic of the
group today, are often traced back to its birth during those days of relentless
devotion to a common cause. Jamnalal Bajaj, founder of the group, was a close
confidant and disciple of Mahatma Gandhi. In fact, Gandhiji had adopted him as
his son. This close relationship and his deep involvement in the independence
movement did not leave Jamnalal Bajaj with much time to spend on his newly
launched business venture. His son, Kamalnayan Bajaj, then 27, took over the
reins of business in 1942. He too was close to Gandhiji and it was only after
Independence in 1947, that he was able to give his full attention to the business.
Kamalnayan Bajaj not only consolidated the group, but also diversified into
various manufacturing activities.
The present Chairman and Managing Director of the group, Rahul Bajaj, took
charge of the business in 1965. Under his leadership, the turnover of the Bajaj
Auto the flagship company has gone up from Rs.72 million to Rs.46.16 billion
(USD5 936 million), its product portfolio has expanded from one to and the
brand has found a global market. He is one of India’s most distinguished
business leaders and internationally respected for his business acumen and
entrepreneurial spirit.
Management Profile:

4. Rahul Bajaj
Chairman
Rahul Bajaj is an honours Graduate in Economics and Law and a Business
Graduate from the Harvard Business School. He was appointed Chief Executive
Officer of Bajaj Auto in 1968 and took over later as Head of the Bajaj Group of
companies.
Madhur Bajaj
Vice Chairman.
After graduating in Commerce, Mr. Bajaj did his MBA from Lausanne,
Switzerland. Joined as DGM6 in March 1983, took over as General Manager -
Aurangabad Division in June 1986, as its Chief Executive in October 1988,
became President of Bajaj Auto in September 1994, Executive Director in May
2000 and is Vice Chairman since July 2001.

5. Rajiv Bajaj
Managing Director
Rajiv Bajaj, who took charge as Managing Director on 1st April 2005, is a
Mechanical Engineer from Pune University. He later did his Masters in
Manufacturing Systems Engineering from the University of Warwick. He
Joined as Officer on Special Duty in 1990, took over as General Manager
(Products) in February 1993, Vice President (Products) in June 1995, President
in May 2000, President & Whole Time Director in March 2002 and as
JointManaging Director in March 2003.
Sanjiv Bajaj
Executive Director
Mr. Sanjiv Bajaj, who took charge as the Executive Director in April 2004, is a
Mechanical Engineer from Pune University. He obtained a Masters Degree in
Manufacturing Systems from the University of Warwick and an MBA degree
from Harvard Business School. Mr. Sanjiv Bajaj joined as an Officer on Special
Duty in 1994, took over as the General Manager (CF7) in 1997 and Vice
President (Finance) in April 2001.

6. OBJECTIVES OF THE STUDY
• The objective of the study is “Company image Bajaj and Survey research
to measure customer satisfaction towards Bajaj Pulsar in Chennai” during
the period of MAY – JUNE 2009
• To determine the effects of the company image on the sales.
• To understand customer attitude towards Bajaj motorcycles and Bajaj
auto.
• To measure customer satisfaction of Bajaj pulsar motorcycle owners.
• To know the market share of Bajaj auto in Chennai.
• To predict the boom of automobile industry.
• To know the tastes and preferences of people of Chennai when it comes
to motorcycles.
• To find the reasons for buying Pulsar motorcycle.

7. NEED OF THE STUDY
Hero Honda, Bajaj Auto and Enfield motorcycles have come out tops in the
customer satisfaction ratings in the 2007 TNS Motorcycle Total Customer
Satisfaction Study conducted by TNS Automotive. The study says that newly
launched motorcycles including the Splendor NXG and CBZ Extreme from
Hero Honda, Discover 135 from Bajaj Auto and Bullet 350 from Enfield have
been ranked highest in their respective segments. The study was conducted by
compiling responses of more than 7,000 new motorcycle buyers as regards the
performance of more than 50 models across parameters like sales satisfaction,
product quality, motorcycle performance and design, after-sales service, brand
image, and cost-of ownership. The index score provides a measure of
satisfaction and loyalty that a given model or brand enjoys among its customers.
Pradeep Saxena, senior VP, TNS India - Automotive said: "The continued
efforts of the industry in bringing down the cost of ownership and providing a
good sales experience have clearly borne fruit. A trend that has been continuing
for the past couple of years is the strong performance of new models. They tend
to get high ratings on performance and design, an indicator of the growing
design capability of the Indian industry ".
Saxena adds, "The upper executive segment is a big contributor to the overall
development of the Indian two-wheeler market. The right mix of performance,
product design and cost of ownership is making this the preferred option among
a large segment of Indian motorcycle owners who plan to buy a motorcycle in
future". The study also found that the expectation of the buyer of standard
motorcycles (entry level bikes) has gone up from the previous level, now the
buyer also expects similar attention and commitment as the buyer of higher
value bikes. Styling of the bikes in executive segment is gaining importance in
overall customer satisfaction. In transacting with the service dealer, competitive
pricing and explanation have gained importance as well as have high impact on

8. retention. For the upper executive segment latest technology and style have
gained importance. Explanation of feature and benefit gained in terms of state
importance while Salesperson knowledge impacts largely on retention.
Premium segment buyers are at the center of focus for all of the manufacturers
that have educated the customer and empowered him to buy consciously after
comparing all the options, now he expects manufacturers to give him the best
technology, he questions salesperson and look for the best financing options
available and demands quick service. For future purchases the preference for
motorcycles with high engine capacity (150cc and above) is seen in all four
regions of the country however it is almost 70% in south closely followed by
west. Across the country, close to 24% of current motorcycle owners intend to
upgrade to a four-wheeler as their next vehicle. The propensity to upgrade to a
car is higher in the north as compared to other parts of the country.
SCOPE OF THE STUDY

9. Bajaj CT100, Hero Honda Splendor+, Honda Unicorn, and Royal Enfield
Bullet 350 Delight their Customers
According to the findings of the 2005 total customer satisfaction (TCS) study
released on 23rd June 2005, by market information provider TNS, the newly
launched Bajaj CT100 and Honda Unicorn rank highest in their respective
segments, while Hero Honda Splendor + leads the competitive 'executive' bikes.
Royal Enfield continues to dominate the niche 'cruiser' bikes with its Bullet 350
recording segment-best ratings. The TCS study was conducted from April
through June 2005 across 21 centres: Ahmedabad, Ahmednagar, Bangalore,
Bhopal, Chandigarh, Chennai, Cochin, Coimbatore, Delhi (NCR), Gorakhpur,
Hyderabad, Indore, Jaipur, Kolkata, Lucknow, Ludhiana, Mumbai, Patna, Pune,
Surat, and Trivandrum. Representing the responses of more than seven thousand
new-motorcycle buyers towards the performance of 40 models in the key areas
of sales satisfaction, product quality, motorcycle performance and design, after-
sales service, brand image, and cost-of-ownership, the 2005 Motorcycle Total
Customer Satisfaction (MTCS) study conducted by TNS specialist division,
TNS Automotive, is the largest syndicated motorcycle study in India. The TCS
index score provides a measure of satisfaction and loyalty a given model or
brand enjoys with its customers.
"The overall industry average TCS score remains unchanged compared to
2004," said Rajeev Lochan, General Manager - Asia Pacific of TNS
Automotive. "The gains recorded by most premium and cruiser bikes are
nullified by the lack of improvements in the high volume standard and
executive segments," he added. A commonly observed trend is the strong
performance of new models such as Bajaj CT100, Honda Unicorn, TVS StaR,
and Yamaha Fazer. The common differentiator for all these models is evident in
their relatively higher ratings on product performance & design.
"Among the new models, Honda Unicorn receives the best ratings to overtake
Bajaj Pulsar in the premium segment," comments Lochan. "Product quality and
cost of ownership perception emerge as Unicorn's key strengths."
"While newness generally has a positive rub-off on customer perceptions, this
phenomenon is not universally true," mentions Lochan. "Hero Honda Splendor+
defies the general trend with a strong performance on all measures of customer
satisfaction. Splendor's universal appeal is also evident from its consistent
ratings across regions and over time."The Indian market is extremely sensitive
to mileage/ fuel efficiency - a trend seen since TNS' inaugural study in 2003.
While this sensitivity is generally seen among all types of owners, it is
particularly relevant for 'standard' and 'executive' bikes where customers attach
a high importance to fuel efficiency.

10. "Bajaj CT100 benefits from its segment leading rating on fuel efficiency with
its owners also reporting industry-best mileage of 70 kilometers per liter," adds
Lochan. "However, it is important to diffuse focus from fuel efficiency due to
the heightened customer expectations. This is reflected by TVS Centra's
performance where satisfaction with fuel efficiency is relatively lower despite
strong mileage figures reported by its owners."
In addition to the customer evaluations on various aspects of their ownership
experience, this study also examines key trends in the industry. Some of the
significant observations are:
▪ 14% of the motorcycle owners surveyed indicate their preference for a car in
the next 3 years.
▪ Among those intending to buy a car, the average budget varies from about
rupees 3.6 lacs for 'standard' and 'executive' bike owners to over 4 lacs for
other bike segments; While small car manufacturers such as Maruti, Hyundai,
and Tata Motors finds the strongest preference among this group, the
preference for Honda, Chevrolet, and Toyota too is significant.
▪ 28% of the current motorcycle owners intend to buy an additional or
replacement motorcycle in the future; While a majority of these owners prefer
Hero Honda and Bajaj, there is a growing preference for Honda.
"The shift in four-wheeler market composition is already evident with car
owners upgrading from two-wheelers accounting for a higher proportion of the
market compared to 3-5 years back," observes Lochan. "The current findings
validate that this growth will continue given the rapidly increasing base of
motorcycle owners. Car manufacturers offering premium compact models are
likely to benefit most from this trend."

11. Scooty Pep Plus & Pleasure Lead Customer Satisfaction Ratings
Female Riders more Satisfied than their Male Counterparts
TNS 2006 Scooter Total Customer Satisfaction Study
Contrary to the popular belief, women are not as tough a customer as they are
made out to be in a male-dominated world. They are the ones who are easier to
satisfy compared to their male counterparts. According to Scooter Total
Customer Satisfaction Survey carried out by TNS Automotive, women have

12. consistently given higher satisfaction scores to the scooter models they use
barring a few exceptions here or there, which are not significant. Representing
the responses of new-scooter buyers towards the performance of 18 models in
the key areas of sales satisfaction, product quality, scooter performance and
design, after-sales service, brand image, and cost-of-ownership, the 2006
Scooter Total Customer Satisfaction (STCS) study conducted by TNS
Automotive, is the largest syndicated scooter study ever done in India. It comes
close on the heels of the 2006 Motorcycle Total Customer Satisfaction (MTCS)
study released by TNS Automotive a few days ago. ''TNS has been conducting
MTCS for last five years in India which covers only male customers. For the
first time, a syndicated study has been conducted to measure and highlight the
expectations and satisfaction of women riders vis-a-vis men for the scooter
category," says Pradeep Saxena, Senior Vice President, TNS Automotive. The
TCS index score provides a measure of satisfaction and loyalty that a given
model or brand enjoys among its customers.
"Though scooters are touted as a declining segment of the two-wheeler industry
in comparison to a far more active motorcycle segment, it is clearly delivering
higher satisfaction to its buyers. This is true even for the men who buy scooters.
Is this an omen for the future?" asks Chris Bonsi, Regional Director, TNS
Automotive.
Comparing the companies, which make motorcycles as well as scooters,
ironically Bajaj Auto, the erstwhile scooter king, is the only company whose
scooter customers are less satisfied than its motorcycle customers. In contrast
Hero Honda, which has entered the scooter market recently is able to delight
those who bought its maiden offering Pleasure. As a company, it leads the
satisfaction scores among motorcycle owners as well as scooter owners. Even
Kinetic, whose motorcycles are much lower than competition models, have
higher satisfaction than Bajaj when it comes to scooters. The trend is very
similar for TVS and Honda Motorcycle and Scooters (HMSI).But, all is not lost
for Bajaj. When it comes to geared scooters, even Honda finds it difficult to
beat 'Hamara Bajaj'. In this segment, Chetak 4S shares the top honours with
Honda Eterno. Though Eterno scores far higher on Quality, Chetak 4S makes up
with a much higher score on sales satisfaction. Clearly, Bajaj scooter customers
are being treated far better than in the earlier days but the product required a
change. Among the ungeared scooters Hero Honda Pleasure tops the rankings
followed by Honda Activa.
"Interestingly though both products share the same broad platform, Pleasure
scores higher on 'Performance & Design' as well as 'Quality', In addition, it

13. rides on the strong brand image of Hero Honda," explains Pradeep Saxena.
However, Pleasure is not 'Just4her', its male buyers are a tad more satisfied than
its female owners. In the scooter segment, TVS Scooty Pep Plus is the king or
may be we should call it the queen. This indigenously developed product takes
on the high mighty and is the top scoring model in the entire scooter industry. It
says a lot about the capability of its designers in understanding the needs of
their customers as it is the only model achieving a three digit score on
Performance & Design in 2006 among all two-wheelers. However, Chris Bonsi
adds a word of caution here for the scooters manufacturers. "As per the study,
the satisfaction with scooters drops much faster with their age (ownership
period) compared to scooters, geared or ungeared. Manufacturers must pay
attention to this as this steep fall happens in the case of 'Quality' and 'Cost of
Ownership' - an area very close to the heart of Indian consumers." The study
also shatters a popular myth that north India is enamoured with geared scooters.
In fact, it is the South India that provides the highest satisfaction scores to this
category. On the converse, North Indians are more satisfied with ungeared

14. scooters.
LIMITATIONS

15. 1. During the survey most of the respondents contacted had newly purchased
the motorcycle thus they could not respond accurately i.e. their satisfaction level
and defects in the motorcycles.
2. The research is directly concerned with the study of human preference and
behavior and achieving absolute mathematical accuracy towards this was not
possible.
3. Secondary data about MaliniSri motors was rarely found as this firm was
new and not much has been written about it. The researcher had to depend on
the discussion made with the manager of the unit.
4. Some data like abbreviations and detailed promotional activities were scarce
even on internet.
CHAPTER – 2

16. RESEARCH METHODOLOGY
Survey research is the systematic gathering of information from respondents for
the purpose of understanding and/or predicting some aspects of the behaviour of
the population of interest. It is the most common method of collecting primary
data for marketing decisions. Survey can provide data on attitudes, feelings,
beliefs, past and intended behaviour, knowledge, ownership, personal
characteristics and other descriptive items. Survey research is concerned with
administration of questionnaires (interviewing). The survey research must be
concerned with sampling, questionnaire design, questionnaire administration
and data analysis. The administration of questionnaire to an individual or group
of individuals is called an interview. A questionnaire is simply a formalized set
of questions for eliciting information. As such, its function is measurement and
it represents the most common form of measurement in marketing research.
The report has been prepared as per the information obtained from two
sources. They are:
1. Primary data
2. Secondary data
1.Primary data:
The primary data included the information collected from the
1. Proprietor, manager and employees of MALAINI SRI BAJAJ motors.
2. Structured questionnaire
3. Personal interview with customer
2.Secondary data:
Secondary data includes
a. Data from various magazines esp. bike magazines.
b. Internet
c. Brochures
d. Books

17. e. Newspapers etc
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 :
1. Customers visiting showrooms for servicing their motorcycles
2. Shopping malls, Supermarket, Markets, College parking etc
Sampling unit:
Motorcycles owners esp. Bajaj Pulsar motorcycle owners
Sampling method:
Simple random sampling method was used.
Desired sample size:
A sample size of 60 motorcycle owners was specified.
Survey administration process

18. DATA ANALYSIS AND
INTERPRETATION
SWOT Analysis:
Market trends must be considered as the company the company develops
its marketing strategies.
1. Strengths:

19. • "Bajaj" is a well established Brand name in the scooter segment.
• Bajaj Auto is a cost-effective producer in the two wheeler market.
• It has a huge market share in the scooter segment of the two-wheeler
industry. This acts as a cushion for the company in their efforts of
foraying into the motorcycle segment.
• Bajaj has established a wide distribution network for the scooter segment
which will favor them in their efforts in the motorcycle segment.
• Marketing has been a strength for Bajaj since inception.
Strengths are internal capabilities that can help the company reach
its objectives
Bajaj can build three important strengths:
1. Style
2. Pick up
3. Speed
2. Weaknesses:
• Bajaj has become a generic name associated with the scooters and that
needs to be changed in the minds of the consumers before it could expect
a great success in the motorcycle segment.
• Bajaj is dependent on its foreign counterparts for technological support.
This needs to be addressed as it might be crucial when the foreign players
enter the Indian market directly.
Weaknesses are internal elements that may interfere with the
company’s ability to achieve its objectives.
The weaknesses evaluated after the study are:
1. Heavy weight of the motorcycles
2. Mileage
3. Costly spare parts
3. Opportunities:
• The motorcycle segment is expected to grow at a considerable rate and
this would provide a good opportunity for Bajaj Auto to increase its

20. market share in this segment.
• Kawasaki of Japan, when it comes to India, can help Bajaj enhance its
product portfolio in the motorcycle segment as Kawasaki plans to use
Bajaj's manufacturing base for its global operations.
Opportunities are areas of buyer’s needs or potential interest in which the
company might perform profitability. They are all external factors.
Bajaj can take advantage of three major market opportunities:
1.Increasing demand for high speed motorcycles.
2. Launching low cost motorcycles especially for India’s large
number of middle class which is more than 60% of total
population.
3. Reaching the towns through dealership as the middle class living
in this area is getting rich and their purchasing power is also
increasing.
4. Threats:
• The market share in the scooter segment has taken a beating from TVS
Suzuki's entry into this segment.
• Entry of Multinational companies, especially Chinese ones, in the
motorcycle segment will stiffen the competition and will hamper the
efforts of Bajaj to establish itself in the motorcycle segment.
Threats are challenges posed by an unfavourable trend or development
that could lead to lower sales and profit.
They are external factors.
Bajaj faces three major threats in future:
1. Increasing competition
2. Launch of cheaper motorcycles by competitors
3. Launch of cheaper cars by TATA whose price is equivalent to Bajaj’s
Pulsar segment

21. ANALYSIS & INTERPRETATION:
The data collected with the help of questionnaires is tabulated and analyzed.
1. Classification as per ownership of
motorcycle:
Q no1 .Do you own a motorcycle?
Table 1
Response No. of respondents Percentage
Yes 53 83.33
No 7 16.67
Total 60 100
Chart 1.1

22. 1. Chart 1.1 reveals the motorcycle ownership in Tondaiyarpet. The
survey revealed that 83.33% own motorcycles and11.67% do not own
motorcycle.
2. Classification as per ownership of Bajaj
motorcycle
Q no2. Do you own bajaj motorcycle?
Table 2
Response No. of respondents Percentage
Yes 40 66.67
No 20 33.33
Total 60 100
Chart 2.1

23. 2.Chart 2.1 reveals the market share of Bajaj motorcycle companies in
Tondaiyarpet(Chennai).Out of 60 owning motorcycles 66.67%
are owning Bajaj and 33.33% are not owning Bajaj Motorcycles.
3.Classification based brand-wise ownership of
Bajaj Auto:
Q no3.Which motorcycle of Bajaj Auto do you own?
Table 3
Brand NO. Of Percentage
Respondent
Pulsar 25 41.67
Discover 15 25
XCD 15 25
Platina 2 3.33
Other 3 5
Total 60 100
Chart 3.1

24. 3.Chart 3.1 exhibits ownership of various brands of Bajaj i.e. 23 of them
own Bajaj motorcycles .Pulsar is owned by 41.67%, Discover 25%, XCD
1525%, Platina 3.33% and Others 5%.
4.Classification based on series-wise
ownership of Bajaj Pulsar motorcycle:
Q no4.Which series of Bajaj Pulsar motorcycle do you own?
Table 4
Pulsar NO.of Percentage
Series Respondent
150 cc 20 33.33
180 cc 18 30
200 cc 12 20
220 cc 10 16.67
Total 60 100
Chart 4.1
4.Chart 4.1 reveals series wise ownership of Pulsar i.e. 33.33% are
owning 150cc 30% are owing 180cc, 20% are owing 200cc and 16.67%
are owing 220cc
5. Classification based on main reasons for
purchasing Bajaj Pulsar motorcycles:
Q no5. Tick any 5 reasons for selecting Bajaj Motorcycle?

25. Table 5
Reason For NO.of Percentage
Purchase Respondent
Style 15 25
Brand Image 10 16.67
Mileage 5 8.33
Pick Up 10 16.67
Price 5 8.33
Resale Value 3 5
Popularity 5 8.33
Comfort 2 3.33
Safety 4 6.67
Low Maintainence 1 1.67
Total 60 100
Chart 5.1
5.Chart 5.1 reveals the maximum reasons for selecting Bajaj Pulsar
motorcycle.

26. 6.Classification based on source of
information for the purchase of
Bajaj Pulsar motorcycle :
Q no6.What was the source of information for the purchase of Bajaj
Pulsar motorcycle?
Table 6
Source Of NO.of Percentage
Information Respondent
Family 10 16.67
Friends 20 33.33
Advertisements 10 16.67
Mechanics 10 16.67
Dealers 8 13.33
Others 2 3.33
Total 60 100
Chart 6.1
6.Chart 6.1 reveals the main sources of information to purchase Bajaj Pulsar
motorcycle.
7.Classification based on satisfaction level of
Bajaj motorcycle customers:
Q no7. What is your level of satisfaction towards Bajaj Pulsar motorcycles?
Table 7
Level Of NO.Of Percentage

27. Satisfaction Respondent
0-25% 10 16.67
25-50% 25 41.67
50-75% 10 16.67
75-100% 15 25
Total 60 100
Chart 7.1
7.Chart 7.1 shows the level of satisfaction of Bajaj motorcycle owners
towards their motorcycle 60 respondents were 0-25% are 16.67%, 25-
50% are 41.67%,50-75% are 16.67% and 75-100% are 25%.
8.Classification based on feelings when the Bajaj
Pulsar motorcycle owners ride the bike:
Q no8. How do you feel when you ride your Bajaj motorcycle?
Table 8
Customers NO.Of Percentage
Feeling Respondent
Excited 20 33.33
Playful 15 25
Happy 20 33.33
Boring 3 5
Uncomfortable 2 3.33
Total 60 100

28. Chart 8.1
8.Most of the motorcycle owners were feeling Playful when the ride their
motorcycle with 60 responses, 20 were feeling Excited,15 were playful,
20 were Happy and 3 was feeling Boring and 2 were feeling Uncomfortable
as depicted in chart 8.1.
9. Classification based on overall rating of Bajaj
Auto:
Q no10 .Overall, how would you rate Bajaj Auto?
Table 9
Rating NO.Of Percentage
Respondent
Excellent 25 41.67
Good 30 50
Neither Good Nor Bad 5 8.33
Bad 0 0
Very Bad 0 0
Total 60 100
Chart 9.1
9.Chart 9.1 shows overall how the Bajaj motorcycle owners rate Bajaj.
The table no.14 shown below reveals rating of Bajaj by Pulsar motorcycle and
other Bajaj motorcycle owners.
Table 14

29. Rating Respondents Respondents Total
Owing Bajaj Owing Other Respondents
Motor Cycles Bajaj Motor
(Pulsar) Cycles
Execellent 20 5 25
Good 22 8 30
Neither Good Nor 5 0 5
Bad
Bad 0 0 0
Very Bad 0 0 0
Total 47 13 60
10.Classification based on willingness to buy Bajaj
Pulsar or any of the Bajaj Auto’s motorcycle?
Q no11.Do you wish to buy Bajaj Pulsar or any of the Bajaj Auto’s
motorcycle?
Table 10
Willingness NO.Of Percentage
Respondent
Definitely will Buy 25 41.67
Probably Will Buy 15 25
Might or Might Not 10 16.67
Buy
Probably Will Not 8 13.33
Buy
Definitely Will Not 2 3.33
Buy
Total 60 100

30. Chart 10.1
10.Chart 10.1 reveals the willingness of other respondents who do not own
Bajaj but are willing to buy Bajaj motorcycle in future. Table no.15 reveals the
willingness of all respondents to buy Bajaj Pulsar motorcycle.
Classification as per Willingness to buy Bajaj Pulsar of those not owning Pulsar
Table 15
Willingness Those owing Those Those who Total
Bajaj Motor owing other are owing
Cycles Motor motor
Cycles cycles
Definitely will 10 5 10 25
buy
Probably will 5 3 7 15
Buy
Might or Might 5 0 5 10
not buy
Probably will 2 4 2 8
not buy
Definitely will 0 0 2 2
not buy
Total 22 12 26 60

31. Table no.16 reveals the respondents of other company’s motorcycle owners
willig to buy Bajaj motorcycle
Classification as per Willingness to buy Bajaj those owning other company’s
Motorcycle
Table 16
Willing Hero TVS Honda Other Total
Honda
ness
Definitely 10 5 8 2 25
will buy
Probably 5 3 2 5 15
will Buy
Might or 2 3 4 1 10
Might not
buy
Probably 2 2 2 2 8
will not
buy
Definitely 1 0 1 0 2
will not buy
Total 20 13 17 10 60

32. 11.Classification based on age of
respondent:
Q .no 12b. Which age group do you belong?
Table 11
Age Group NO. Of Percentage
Respondent
18-25 37 61.67
26-35 18 30
36-45 3 5
46 and Above 2 3.33
Total 60 100
Chart 11 .1

33. 11.Chart 11.1 shows the age wise classification of all respondents .i.e. 61.67%
are between 18-25,30% are between 26-35, 5% are between 36-45 and 3.33%
are above 45 years of age.
Table no.17 shows the age of those respondents owning and not owning
motorcycle.
Age group
Table 17
Age Those Owing Those Not Total
Motor Cycles Owing Motor
Cycles
18-25 31 6 37
26-35 18 0 18
36-45 2 1 3

34. 45 and Above 2 0 2
Total 53 7 60
Table no.18 shows the age of those respondents owning motorcycles of various
companies including Bajaj’s.
Age wise classification of those owning motorcycles
Table 18
Age Bajaj HeroHon Tvs Honda Other Total
da
18-25 20 5 5 5 2 37
26-35 10 2 2 2 2 18
36-45 1 2 0 0 0 3
45 and 1 1 0 0 0 2
Above
Total 32 10 7 7 4 60
Table no.19 shows the age of those respondents owning only Pulsar and other
motorcycles of Bajaj.
Table 19
Age Other Bajaj Only Pulsar Total
18-25 15 22 37
26-35 10 8 18
36-45 0 3 3
35 and above 2 0 2
Total 27 33 60
12.Classification based on occupation of
respondent:

35. Q no12c.What is your occupation?
Table 12
Occupation NO.Of Percentage
Respondent
Students 31 51.67
Business Men 13 21.67
Professionals 1 1.67
Working Professionals 5 8.33
Employees 8 13.33
Others 2 3.33
Total 60 100
Chart 12.1
12.Chart 12.1 reveals the Occupation wise classification of all respondents.
Table no.20 reveals the occupation of all respondents owning motorcycles of

36. various companies
Table 20
Occupation Bajaj HeroHon TVS Honda Others Total
da
Students 15 12 2 1 1 31
Businessmen 4 5 2 2 0 13
Professionals 0 1 0 0 0 1
Working 3 2 0 0 0 5
Professionals
Employees 3 4 1 0 0 8
Others 1 1 0 0 0 2
Total 26 25 5 3 1 60
Table no.21 reveals the occupation of those respondents owning only Pulsar and
other brands of Bajaj company.
Table 21
Occupation Bajaj pulsar Other bajaj total
Motor Cycles
Students 20 11 31
Business men 7 6 13
Professionals 1 0 1
Working 4 1 5
professionals
Employees 6 2 8
Others 2 0 2
Total 40 20 60
13. Classification based on total monthly family
income of respondents:
Q no12d.What is your total monthly family income?

37. Table 13
Monthly NO. Of Percentage
Income Respondent
Less Than 5000 4 6.67
5000-10000 14 23.33
10000-15000 20 33.33
Above 15000 22 36.67
Total 60 100
13.Chart 13.1 reveals the income of all respondents those owning and not
owning motorcycles.
Table no.22 shows how much respondents fall in which income group and how
many are owning the motorcycles.

38. Table 22
Income Those Owing Those Not Total
Motor Cycles Owing Motor
Cycles
Upto 5000 2 2 4
5001-10000 11 3 14
10001-15000 19 1 20
Above 15000 21 1 22
Total 53 7 60
Table no.23 reveals income of respondents and how many of them own
motorcycles of which company.
Table 23
Income Bajaj Hero TVS Honda Others Total
Honda
Upto 5000 1 2 1 0 0 4
5001-10000 7 5 1 0 1 14
10001-15000 8 8 1 1 2 20
Above15000 9 8 2 1 2 22
Total 25 23 5 2 5 60
Table no.24 reveals the income of respondents owning only Pulsar and other
motorcycles.
Table 24
Income Other Motor Only Pulsar Total

39. Cycles of Bajaj
Upto 5000 2 2 4
5001-10000 6 8 14
10001-15000 8 12 20
Above 15000 7 15 22
Total 23 37 60
14.Classification is based on the service of the
motorcycle
Q.13. Are you aware of giving free service from the showroom ?
Table 14
Response No. of respondents Percentage
Yes 55 91.67
No 5 8.33
Total 60 100
Chart 14.1
Chart 14 reveals that aware of free service offered by the showroom.

40. 15. Classification based on Satisfaction of customers
towards service of motorcycles:
Q.13. a Are you satisfied with the service done in showrooms ?
Table 15
Response No. of respondents Percentage
Yes 45 75
No 15 25
Total 60 100
Chart 15.1
Chart 15 reveals that customers satisfaction on service towards their
motorcycle.
STATISTICAL TOOL

41. Chi – Square Analysis
Chi-Square test are conducted to test wheather two or more attributes
are associated or not. It describes the magnitude of the discriptancy between
theory and observation. Chi-square can only be used if the experimental data or
sample observation are independent of each other. The data collected must be
drawn at random from the universe or population they use the folloeing formula
for calculating the value of chi-aquare.
X^2= (O - E)^2
E
Where O = observed frequency
E = expected or theoretical frequency
The degree of freedom is calculated from the frequency table called
contingency table by using the formula d. f = (C-1)*(R-1)
Where, c = no. of cell frequencies in columns; r = no. of frequencies in rows.
Chi – Square data is done for owing motorcycle and owing Bajaj motorcycle.
1.Null Hypothesis(H0) : There is no significant relationship between
owingmotor cycle and owing Bajaj motorcycle.
Alternative Hypothesis (H1) : There is a significant relationship between owing
motorcycle and owing Bajaj motorcycle.
Sample Size is 120
Factors Owing Owing Bajaj Total
MotorCycle MotorCycle

42. Yes 53 40 93
No 7 20 27
Total 60 60 120
Chi – Square Table :
O E O-E (O-E)2 (O-E)/E
53 46.5 6.5 42.25 0.9
7 13.5 -6.5 42.25 3.1
40 46.5 -6.5 42.25 0.9
20 13.5 6.5 42.25 3.1
Sum is 8.0
Therefore the sum of tables is 8.0
Degree Of Freedom = (r-1)*(c-1)
=(2-1)*(2-1) = 1
Significance Level at 5%
Calculated Value = 8.0 and Tabulated Value = 3.84
Therefore Tabulated value is lesser than Calculated Value
Hence therefore Null Hypothesis (H1) is accepted and (H0) is rejected.
Chi – Square data is done for aware of free service and satisfaction towards
free service
2.Null Hypothesis(H0) : There is no significant relationship between aware of
free service and satisfaction towards free service
Alternative Hypothesis (H1) : There is a significant relationship between aware
of free service and satisfaction towards free service
Sample Size is 120

43. Factors Aware of Free Satisfaction Total
Service Towards Free
Service
Yes 55 45 100
No 5 15 20
Total 60 60 120
Chi – Square Table :
O E O-E (O-E)2 (O-E)/E
55 50 5 25 0.5
5 10 -5 25 2.5
45 50 -5 25 0.5
15 10 5 25 2.5
Sum is 6
Therefore the sum of tables is 6.0
Degree Of Freedom = (r-1)*(c-1)
=(2-1)*(2-1) = 1
Significance Level at 5%
Calculated Value = 6.0 and Tabulated Value = 12.59
Therefore Tabulated value is greater than Calculated Value
Hence therefore Null Hypothesis (H0) is accepted and (H1) is rejected.
FINDINGS

44. FINDINGS:
The study was conducted and the findings are given in the following text:
1. Market presence:
Automobile companies like HeroHonda, TVS, Honda are already present in
the market. But Bajaj was present with more than 60 % of high displacement
segment like Pulsar.
2. Market share:
Market share of Bajaj is alright but it is no.2 in leadership. Its market share
is 34%.
3. Customer perception of quality and style:
Customer satisfaction of quality and style was high on pulsar. The research
proved that customers see Bajaj as the company manufacturing stylish and
quality motorcycles.
4. Most effective factor for influencing the
customers:
26.67% of respondents commented that advertisement was the main source of
information which influenced them to buy a particular brand of Bajaj i.e. Pulsar.
Even Bajaj has not signed for any celebrity endorsement advertisement
influences people. But still Bajaj should sign a celebrity as its brand
ambassador.
SUGGESTIONS

45. &
RECOMMENDATIONS
1. Increase in advertising in mass media to promote its sales.
2. Manufacture fuel efficient motorcycles.
3. Manufacture motorcycles which can withstand for long time on Indian
roads.
4. It should appoint a brand ambassador and also sponsor entertainment and
sports events so that the name of the company remains in the minds of the
people.
5.Company should implement new marketing strategies to compete with
cheaper cars like NANO recently launched by TATA as it is one
of the threat to automobile industry.
CONCLUSION

46. Indian 2-wheeler industry is the second largest in Asia after China. And Bajaj is
one among them. Bajaj Auto came into existence on November 29, 1945 as M/s
Bachraj Trading Corporation Private Limited. Jamnalal Bajaj is founder of the
group.. His son, Kamalnayan Bajaj, then 27, took over the reins of business in
1942. The present Chairman and Managing Director of the group, Rahul Bajaj,
took charge of the business in 1965. The Groups' principal activity is to
manufacture two and three wheeler vehicles. Other activities of the group
include insurance and investment business. The group comprises of 27
companies. Distribution network covers 50 countries. It has a network of 498
dealers and over 1,500 service dealers and 162 exclusive three-wheeler dealers
spread across the country. Bajaj Auto, is ranked as the world’s fourth largest
two- and three- wheeler manufacturer and the Bajaj brand is well-known in over
a dozen countries in Europe, Latin America, the US and Asia.
Apart from business it has contributed a lot for the society by as its customer
social responsibility. It has contributed to agriculture, women empowerment,
health services, animal husbandry etc.
Although Hero Honda is the market leader in the automobile sector, Bajaj has
always produced quality motorcycle with style and maintained its standard by
being on No.2.

47. BIBLIOGRAPHY
Books:
1.Philip Kotler Marketing Management
Magazines:
1. Auto India - Car & Bike Magazine
2. Overdrive - Car & Bike Magazine
3. Business Today
Websites:
www.bajajauto.com
www.mypulsar.com
www.managementparadise.com
www.wikipedia.com
www.google.com

48. ANNEXURE
Customer satisfaction, a business term, is a measure of how products and
services supplied by a company meet or surpass customer expectation. It is
seen as a key performance indicator within business and is part of the four
perspectives of a Balanced Scorecard.
Measuring Customer Satisfaction
You want people to be satisfied with your website – right? Measuring customer
satisfaction is subjective – it tells you what they say they like and don’t like
about your site, not necessarily what they do on your site. But it will tell you
whether they happy or not, when they used your site, how likely they are to
return, whether they’ll recommend your site to others, and much more.
Organizations are increasingly interested in retaining existing customers while
targeting non-customers measuring customer satisfaction provides an indication
of how successful the organization is at providing products and/or services to
the marketplace.
Customer satisfaction is an ambiguous and abstract concept and the actual
manifestation of the state of satisfaction will vary from person to person and
product/service to product/service. The state of satisfaction depends on a
number of both psychological and physical variables which correlate with
satisfaction behaviors such as return and recommend rate. The level of
satisfaction can also vary depending on other options the customer may have
and other products against which the customer can compare the organization's
products.
Because satisfaction is basically a psychological state, care should be taken in
the effort of quantitative measurement, although a large quantity of research in
this area has recently been developed. Work done by Berry (Bart Allen) and
Brodeur between 1990 and 1998 defined ten 'Quality Values' which influence
satisfaction behavior, further expanded by Berry in 2002 and known as the ten
domains of satisfaction. These ten domains of satisfaction include: Quality,
Value, Timeliness, Efficiency, Ease of Access, Environment, Inter-departmental
Teamwork, Front line Service Behaviors, Commitment to the Customer and
Innovation. These factors are emphasized for continuous improvement and
organizational change measurement and are most often utilized to develop the
architecture for satisfaction measurement as an integrated model. Work done by
Parasuraman, Zeithaml and Berry (Leonard L) between 1985 and 1988
provides the basis for the measurement of customer satisfaction with a service

49. by using the gap between the customer's expectation of performance and their
perceived experience of performance. This provides the measurer with a
satisfaction "gap" which is objective and quantitative in nature. Work done by
Cronin and Taylor propose the "confirmation/disconfirmation" theory of
combining the "gap" described by Parasuraman, Zeithaml and Berry as two
different measures (perception and expectation of performance) into a single
measurement of performance according to expectation. According to Garbrand,
customer satisfaction equals perception of performance divided by expectation
of performance.
The usual measures of customer satisfaction involve a survey with a set of
statements using a Likert Technique or scale. The customer is asked to evaluate
each statement and in term of their perception and expectation of performance
of the organization being measured.
Ways to Measure Customer Satisfaction
Many agencies use online customer satisfaction surveys, focus groups, and
email feedback forms to gauge customer satisfaction and expectations. Some
agencies have developed their own surveys, sometimes using a contractor to
compile and analyze the data. Others purchase commercial satisfaction surveys
that use a standard methodology across multiple websites.
If you’re looking to purchase your own online survey tool, you can start by
doing a web search for “online surveys” or “customer satisfaction online
surveys.”
Measuring Customer Satisfaction
You want people to be satisfied with your website – right? Measuring customer
satisfaction is subjective – it tells you what they say they like and don’t like
about your site, not necessarily what they do on your site. But it will tell you
whether they happy or not, when they used your site, how likely they are to
return, whether they’ll recommend your site to others, and much more.
Ways to Measure Customer Satisfaction
Many agencies use online customer satisfaction surveys, focus groups, and
email feedback forms to gauge customer satisfaction and expectations. Some
agencies have developed their own surveys, sometimes using a contractor to
compile and analyze the data. Others purchase commercial satisfaction surveys
that use a standard methodology across multiple websites.
If you’re looking to purchase your own online survey tool, you can start by
doing a web search for “online surveys” or “customer satisfaction online
surveys.”

50. Requirements for Customer Surveys
If you put a survey on your site, you need to comply with the Paperwork
Reduction Act, which requires federal agencies to have OMB approval before
collecting information from the public. This includes forms, general
questionnaires, surveys, instructions, and other types of collections. If you have
a survey, you must display the current OMB control number.
Examples
1. Department of Education’s customer survey -- in-house survey, which
allows visitors to view analysis of the over 6,000 responses received to-date
2. EPA’s customer survey -- in-house survey used to learn about site
visitors, what they’re looking for, and how satisfied they are
3. Forest Service online survey -- uses the American Customer Satisfaction
Index (ACSI) survey. They provide a notice on their site telling visitors about
the survey and how the data will be collected and used.
Resources: Customer Satisfaction
1. Customerservice.gov -- managed by the Federal Consulting Group at the
Department of Treasury. Explains how federal agencies can use the American
Customer Satisfaction Index (ACSI) online survey.
2. American Customer Satisfaction Index (ACSI) -- customer satisfaction
survey tool used by many federal agencies and organizations in the private
sector. One advantage of using the ACSI is that you can compare your results to
other government agencies and top commercial websites.
Requirements for Customer Surveys
If you put a survey on your site, you need to comply with the Paperwork
Reduction Act, which requires federal agencies to have OMB approval before
collecting information from the public. This includes forms, general
questionnaires, surveys, instructions, and other types of collections. If you have
a survey, you must display the current OMB control number.
Methodologies
The University of Michigan's American Customer Satisfaction Index (ACSI) is
a scientific standard of customer satisfaction. Academic research has shown that
the national ACSI score is a strong predictor of Gross Domestic Product (GDP)
growth, and an even stronger predictor of Personal Consumption Expenditure

51. (PCE) growth. On the microeconomic level, research has shown that ACSI data
predicts stock market performance, both for market indices and for individually
traded companies. Increasing ACSI scores has been shown to predict loyalty,
word-of-mouth recommendations, and purchase behavior. The ACSI measures
customer satisfaction annually for more than 200 companies in 43 industries
and 10 economic sectors. In addition to quarterly reports, the ACSI
methodology can be applied to private sector companies and government
agencies in order to improve loyalty and purchase intent.
The Net Promoter score is a management tool that can be used to gauge the
loyalty of a firm's customer relationships. It serves as an alternative to
traditional customer satisfaction research. Companies obtain their Net Promoter
Score by asking customers a single question (usually, "How likely is it that you
would recommend us to a friend or colleague?"). Based on their responses,
customers can be categorized into one of three groups: Promoters, Passives, and
Detractors. In the net promoter framework, Promoters are viewed as valuable
assets that drive profitable growth because of their repeat/increased purchases,
longevity and referrals, while Detractors are seen as liabilities that destroy
profitable growth because of their complaints, reduced purchases/defection and
negative word-of-mouth. Companies calculate their Net Promoter Score by
subtracting their % Detractors from their % Promoters.
The Kano model is a theory of product development and customer satisfaction
developed in the 1980s by Professor Noriaki Kano that classifies customer
preferences into five categories: Attractive, One-Dimensional, Must-Be,
Indifferent, Reverse. The Kano model offers some insight into the product
attributes which are perceived to be important to customers. Kano also produced
a methodology for mapping consumer responses to questionnaires onto his
model.
SERVQUAL or RATER is a service-quality framework that has been
incorporated into customer-satisfaction surveys (e.g., the revised Norwegian
Customer Satisfaction Barometer) to indicate the gap between customer
expectations and experience.
J.D. Power and Associates provides another measure of customer satisfaction,
known for its top-box approach and automotive industry rankings. J.D. Power
and Associates' marketing research consists primarily of consumer surveys and
is publicly known for the value of its product awards.
Other research and consulting firms have customer satisfaction solutions as
well. These include A.T. Kearney's Customer Satisfaction Audit process, which
incorporates the Stages of Excellence framework and which helps define a
company’s status against eight critically identified dimensions.
One of the newest and most innovative customer satisfaction measurement
methodologies is called Gustometria. Gustometria is realtime measurement of
customer and employee satisfaction. Customers are invited to answer a short
survey by touching the "gustometer" screen with their fingers. The responses

52. are collected immediately by the Gustometria servers which tabulate the results
in real time. Management can then log into their private website and use the
sophisticated business intelligence reports which are built in to the Gustometria
system.
Most innovative contact centers make increasing use of multi-media surveys
including web, email and telephone surveys. Although extremely challenging,
many have introduced automated voice surveys at the end of a call, provided by
companies such as VIRTUATel. These use IVR technology, whether hosted or
on-premise, to collect the valuable feedback data collection. However, the real
power of such surveys is in making use of sophisticated data analysis techniques
and comparison indicators such as Advocacy Index to drive powerful
Performance Management to increase customer retention and revenue per-
customer rates.
Improve Your Customer Service
1. Stay in contact with customers on a regular basis. Just as it is bad news to
send out too many emails to customers, it is just as bad to not stay in contact
with them. Customers don't want to feel abandoned. So don't.
Here are three things to help you stay in touch:
- Offer them your ezine subscription.
- Ask customers if they want to be updated by e-mail.
- Follow-up after each sale to see if they are satisfied with their purchase.
Send an e-mail out a few days after their purchase, another in a week or two,
and then another in a month.
2. Create a customer focus group by inviting 10 to 20 loyal customers to meet
regularly. Alternatively, send out a monthly survey to this group asking for
ideas and input on how to improve your customer service. Give them a
reward. Pay them, give them a gift certificate, or send them free product.
3. Have a web site that is easy to navigate. Add a frequently asked question's
"FAQ" page and explain anything that might confuse your customers or
visitors. Follow-up with an electronic survey with questions on how to
increase your site's user-friendliness.
4. Resolve customer complaints quickly and completely. Answer all e-mail
and phone calls within a few hours. This will show your customers you really
care about them.

53. 5. Don't make your customers or visitors hunt for your contact information.
Make it easy for them to contact you. Offer as many contact methods as
possible. Hyperlink all your e-mail addresses so they don't have to find or
type it. Offer a toll free number.
6. If you have strategic alliances or employees, make sure they are familiar
with your customer service policy. Give your employees bonuses or
incentives to practice excellent customer service. Tell employees to be
flexible with each individual customer, each one has different concerns,
needs and wants.
7. Give your customers more than they expect. Send thank you gifts to long
time customers. E-mail them greeting cards on holidays or birthdays if you
have their address or online cards if you only have their e-mail address and
name. Give bonuses to your customers who make a big purchase or multiple
purchases.
8. U-welcome, please, and thank you and can never be over used. Be polite
no matter what. Admit and apologize for mistakes quickly and make it up to
them in BIG ways if you want them to continue being a customer.
9. Reward in points -- give customers a point for every dollar they spend. Set
up a points-earned sheet. E-mail the customer an update monthly. If they
send you a referral they get 10 points, if they buy something add 10 more
points.
10. If your business is local, invite customers to your office for lunches,
parties, barbecues, dances, seminars or other special events.
It isn't what you perceive as valuable but what customers see from their eyes.
Yet, sometimes, you just can't please some folks. If that occurs, do you best
and then let it go. You don't want them for clients anyway.
THE PROBLEM: “AVERAGE” CUSTOMER SATISFACTION,
RETENTION AND LOYALTY

54. Customer service is the cornerstone of a solid, thriving business. It costs six to
thirty times more to get a new customer than it does to service and maintain the
satisfaction and loyalty of an existing customer. Companies struggle to cut costs
without realizing that customer attrition might be the single largest cost they
have. Keeping customers happy has the same bottom line effect as cutting costs.
Increase your customer retention by 5%, and you could increase your profits
25% to 100%. But you won’t get there by providing the same “average” service
as everyone else.
THE CHALLENGE: KEEPING CUSTOMERS HAPPY AND LOYAL
The key to customer satisfaction, loyalty and retention is to consistently deliver
a level of customer service that exceeds and even anticipates the customer's
expectations for value.
Good customer relationship management entails thoughtful customer care and
customer experience design. Customer satisfaction and loyalty are directly tied
to the quality of your customer relationship management. The customer has to
feel good about doing business with you. Companies looking to thrive in the
21st century are investing in customer service training programs, customer
relationship management and call center training programs that sharpen their
customer focus and build customer satisfaction, loyalty and retention with every
experience.
THE SOLUTION: THE CUSTOMER CARE COACH®
In addition to my workshops and keynotes, I’m thrilled to offer you The
Customer Care Coach®, a do-it-yourself e-mail based weekly customer service
training and coaching program designed to teach managers and small business
owners "The Art & Science of Exquisite Customer Care.sm“ Now you can
bring me into your office "virtually" for a fraction of the cost of my
management training fee.
This unique customer service training program supports today’s busy managers
with lessons that require just 30 minutes a week. It is a convenient, low-cost
management training program that meets the unique needs of those who are
challenged with transforming their customer service and customer relationship
management into a competitive advantage.
The Customer Care Coach® customer service training, customer relationship
management and call center training programs are tailored to heighten and focus

55. awareness and sensitivity to your clients' needs and enhancing the customer
experience.
The Customer Care Coach® customer service training program teaches you
how to build, inspire and motivate a team that is focused on customer care,
customer loyalty and customer retention thereby creating profits.
QUESTIONNAIRE
1.Do you own a motorcycle?
a. Yes ��� b. No ���
2. Do you own Bajaj Motorcycle?
a. Yes��� b. No ���
3. Which motorcycle of Bajaj Auto do you own?
a. Pulsar ��� b. Discover ��� c. XCD ��� d. Platina ���
e. Other ���__________(Please Specify)
4. Which series of Pulsar motorcycle do you own?
a.150cc ��� b.180cc ��� c.200cc ��� d.220cc ���
5. Tick any 5 for selecting Bajaj Pulsar?
a. Style ��� b. Brand image ��� c. Mileage ��� d. Pickup ��� e. Price ���
f. Resale value ��� g. Popularity ��� h. Comfort ��� i. Low maintenance ���
j. Safety ���
6.What was the source of information for the purchase of Bajaj Pulsar
motorcycle?
a. Family ��� b. Friends ��� c. Media ��� d. Mechanics ��� e. Dealers ���
f. Others ���__________(Please Specify)
7. What is your level of satisfaction towards Bajaj motorcycle?
a.0-25% ��� b.25-50% ��� c.50-75% ��� d.75-100% ���
8. How do you feel when you ride your Bajaj motorcycle?
a. Excited ��� b. Playful ��� c. Happy ��� d. Boring ��� e. Uncomfortable ���
9. What new /innovation would you like to see in Bajaj Pulsar motorcycle?
_____________________________________________________________
10. Overall, how would you rate Bajaj Auto?

56. a. Excellent ��� b. Good ��� c. Neither good Nor Bad ��� d. Bad ���e. Very
Bad
11.Do you wish to buy a Bajaj Pulsar or any of the Bajaj Auto’s motorcycle?
a. Definitely will buy ��� b. Probably will buy ��� c. Might or Might not
Buy ��� d. Probably will not buy ��� e. Definitely will not buy ���
12.Few personal information:
a. Name &
Address_________________________________________________________
___________
b. Which age group do you belong?
i.18-25 ��� ii.26-35 ��� iii.36-45 ��� iv.46 and above ���
c. What is your occupation?
i. Students ��� ii. Businessmen iii. Professional(Medicos, CAs, ���
iv. Working professional ��� v. Employees ��� vi. Others ���
d. Which income group do you belong?
i. Less than 5000 ��� ii.5001-10000 ��� iii.10001-15000 ���
iv. Above 15000 ���
13. Are you aware of giving free service of your motorcycle to the
Showroom?
a. Yes ��� b. No ���
14. Are you satisfied of giving your motorcycle for free service from the
showroom?
a. Yes ��� b. No ���