Table of Content

Academy Certificate
Declaration
Acknowledgement
Preface

CHAPTER- 1 Conceptual Background

CHAPTER- 2 Industrial Profile

CHAPTER- 3 Research Methodology

Background of the topic

Objective

Research Design

Area of Sample

Sample Selection

Questionnaire

CHAPTER- 4 Analysis & Interpretation

CHAPTER- 5 Finding/Conclusion/ & Recommendation

Bibliography

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 CHAPTER- 1

Conceptual Background

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INTRODUCTION TO MARKETING
Marketing is the process of performing market Survey, selling products and/or

services to customers and promoting them via advertising to further enhance

sales. It generates the strategy that underlies sales techniques, business

communication, and business developments. It is an integrated process through

which companies build strong customer relationships and create value for their

customers and for themselves.

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

the customer. With the customer as the focus of its activities, it can be concluded

that marketing management is one of the major components of business

management. Marketing evolved to meet the stasis in developing new markets

caused by mature markets and overcapacities in the last 2-3 centuries. The

adoption of marketing strategies requires businesses to shift their focus from

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

staying profitable.

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The term marketing concept holds that achieving organizational goals depends

on knowing the needs and wants of target markets and delivering the desired

satisfactions. It proposes that in order to satisfy its organizational objectives, an

organization should anticipate the needs and wants of consumers and satisfy

these more effectively than competitors.

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

firm holds towards its product or service, essentially concerning consumers and

end-users. Throughout history, marketing has changed considerably in time with

consumer tastes.

Contemporary approaches

Recent approaches in marketing include relationship marketing with focus on

the customer, business marketing or industrial marketing with focus on an

organization or institution and social marketing with focus on benefits to society.

New forms of marketing also use the internet and are therefore called internet

marketing or more generally e-marketing, online marketing, search engine

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

segmentation strategy used in traditional marketing.

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Customer orientation

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

willing and able to buy. Consequently, ascertaining consumer demand is

vital for a firm's future viability and even existence as a going concern.

Many companies today have a customer focus (or market orientation). This

implies that the company focuses its activities and products on consumer

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

approach, the market change identification approach and the product

innovation approach.

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

strategic marketing decisions. No strategy is pursued until it passes the test

of consumer Survey. Every aspect of a market offering, including the nature

of the product itself, is driven by the needs of potential consumers. The

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

there is no reason to spend R&D funds developing products that people will

not buy. History attests to many products that were commercial failures in

spite of being technological breakthroughs.

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

(Solution, Information, Value and Access). This system is basically the four

Ps renamed and reworded to provide a customer focus. The SIVA Model

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provides a demand/customer-centric alternative to the well-known 4Ps

supply side model (product, price, placement, promotion) of marketing management.

Product → Solution

Price → Value

Place → Access

Promotion → Information

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

business, the business could be in trouble and so other companies may

appear in the surroundings of the company, so the consumer demand on its

products will decrease.

Organizational orientation

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

importance within the functional level of an organization. Information from

an organization's marketing department would be used to guide the actions

of other departments within the firm. As an example, a marketing

department could ascertain (via marketing research) that consumers desired

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

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mind, the marketing department would inform the R&D department to create

a prototype of a product/service based on consumers' new desires.

The production department would then start to manufacture the product,

while the marketing department would focus on the promotion, distribution,

pricing, etc. of the product. Additionally, a firm's finance department would

be consulted, with respect to securing appropriate funding for the

development, production and promotion of the product. Inter-departmental

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

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

stock, which may be needed to manufacture a new product. Finance may

oppose the required capital expenditure, since it could undermine a healthy

cash flow for the organization.

Marketing research

Marketing research involves conducting research to support marketing

activities, and the statistical interpretation of data into information. This

information is then used by managers to plan marketing activities, gauge the

nature of a firm's marketing environment and attain information from

suppliers. Marketing researchers use statistical methods such as quantitative

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

regression, correlations, frequency distributions, poison distributions,

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binomial distributions, etc. to interpret their findings and convert data into

information. The marketing research process spans a number of stages,

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

collection and interpretation of data and disseminating information formally

in the form of a report. The task of marketing research is to provide

management with relevant, accurate, reliable, valid, and current information.

A distinction should be made between marketing research and market

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

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

suitable market segment. In contrast, marketing research relates to all

research conducted within marketing. Thus, market research is a subset of

marketing research.

Market segmentation

Market segmentation pertains to the division of a market of consumers into

persons with similar needs and wants. For instance, Kellogg's cereals, Fro

sites are marketed to children. Crunchy Nut Cornflakes are marketed to

adults. Both goods denote two products which are marketed to two distinct

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

segmentation allows for a better allocation of a firm's finite resources. A firm

only possesses a certain amount of resources. Accordingly, it must make

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choices (and incur the related costs) in servicing specific groups of

consumers. In this way, the diversified tastes of contemporary Western

consumers can be served better.

Types of marketing research

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

divided into the following parts:

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

conduction and compilation of research for a specific purpose.

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

conducted for one purpose, but often used to support another purpose

or end goal.

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

research conducted into health foods, which is used solely to ascertain the

needs/wants of the target market for health foods. Secondary research in this

case would be research pertaining to health foods, but used by a firm

wishing to develop an unrelated product.

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

data to information. Nevertheless, while secondary research is relatively

inexpensive, it often can become outdated and outmoded, given that it is

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used for a purpose other than the one for which it was intended. Primary

Survey can also be broken down into quantitative Survey and qualitative

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

Survey methods and techniques, respectively. The appropriateness of each

mode of Survey depends on whether data can be quantified (quantitative

Survey), or whether subjective, non-numeric or abstract concepts are

required to be studied (qualitative Survey).

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

 Exploratory Survey, pertaining to Survey that investigates an

assumption.

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

 Predictive Survey, meaning Survey conducted to predict a future

occurrence.

 Conclusive Survey, for the purpose of deriving a conclusion via a

Survey process.

Promotion (marketing)

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

promotion, distribution). It is the communication link between sellers and

buyers for the purpose of influencing, informing, or persuading a potential

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buyer's purchasing decision. Fundamentally, however there are three basic

objectives of promotion. These are:

1. To present information to consumers as well as others

2. To increase demand

3. To differentiate a product.

Marketing strategy

The field of marketing strategy encompasses the strategy involved in the

management of a given product. A given firm may hold numerous products

in the marketplace, spanning numerous and sometimes wholly unrelated

industries. Accordingly, a plan is required in order to effectively manage

such products. For example, a start-up car manufacturing firm would face

little success should it attempt to rival Toyota, Ford, Nissan, Chevrolet, or

any other large global car maker. Moreover, a product may be reaching the

end of its life-cycle. Thus, the issue of divest, or a ceasing of production,

may be made.

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

services supplied by a company meet or surpass customer expectation.

Customer satisfaction is defined as "the number of customers, or percentage

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of total customers, whose reported experience with a firm, its products, or its

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

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

Scorecard. In a competitive marketplace where businesses compete for

customers, customer satisfaction is seen as a key differentiator and

increasingly has become a key element of business strategy. Within

organizations, customer satisfaction ratings can have powerful effects. They

focus employees on the importance of fulfilling customers’ expectations.

Furthermore, when these ratings dip, they warn of problems that can affect

sales and profitability. These metrics quantify an important dynamic. When a

brand has loyal customers, it gains positive word-of-mouth marketing,

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

generally ask customers whether their product or service has met or

exceeded expectations. Thus, expectations are a key factor behind

satisfaction. When customers have high expectations and the reality falls

short, they will be disappointed and will likely rate their experience as less

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

lower satisfaction rating than a budget motel—even though its facilities and

service would be deemed superior in “absolute” terms.

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CUSTOMER SATISFACTION IN 7 STEPS
1. Encourage Face-to-Face Dealings

This is the most daunting and downright scary part of interacting with

a customer. If you're not used to this sort of thing it can be a pretty nerve-

wracking experience. Rest assured, though, it does get easier over time. It's

important to meet your customers face to face at least once or even twice

during the course of a project.

2. Respond to Messages Promptly & Keep Your Clients Informed

This goes without saying really. We all know how annoying it is to

wait days for a response to an email or phone call. It might not always be

practical to deal with all customers' queries within the space of a few hours,

but at least email or call them back and let them know you've received their

message and you'll contact them about it as soon as possible. Even if you're

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

working on it.

3. Be Friendly and Approachable

A fellow Site Pointer once told me that you can hear a smile through

the phone. This is very true. It's very important to be friendly, courteous and

to make your clients feel like you're their friend and you're there to help

them out. There will be times when you want to beat your clients over the

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

13
keep a clear head, respond to your clients' wishes as best you can, and at all

times remain polite and courteous.

4. Have a Clearly-Defined Customer Service Policy

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

clearly defined customer service policy is going to save you a lot of time and

effort in the long run. If a customer has a problem, what should they do?

If the first option doesn't work then what? Should they contact different

people for billing and technical enquiries? If they're not satisfied with any

aspect of your customer service, who should they tell? There's nothing more

annoying for a client than being passed from person to person, or not

knowing who to turn to. So make sure your customer service policy is

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

5. Attention to Detail

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

company you were a client of? Have you ever had a personalized sign-up

confirmation email for a service that you could tell was typed from scratch?

These little niceties can be time consuming and aren't always cost effective,

but remember to do them.

Even if it's as small as sending a Happy Holidays email to all your

customers, it's something. It shows you care; it shows there are real people

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on the other end of that screen or telephone; and most importantly, it makes

the customer feel welcomed, wanted and valued.

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

Out

Sometimes this is easier said than done! However, achieving this

supreme level of understanding with your clients will do wonders for your

working relationship.

7. Honor Your Promises

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

message: when you promise something, deliver. Clients don't like to be

disappointed. Sometimes, something may not get done, or you might miss a

deadline through no fault of your own. Projects can be late, technology can

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

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

CUSTOMER LOYALTY
Obtaining a thorough understanding of customer loyalty is a

prerequisite for the execution of the Survey at hand. For that, the

development of customer loyalty Survey within the framework of

relationship marketing will be presented first, before different customer

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

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customer loyalty for use in this study will be derived, before both

consequences and antecedents of customer loyalty will be portrayed.

Since the beginning of the 1990s, customer loyalty has gained

importance both in relationship marketing Survey and in business. In

business, this can be attributed to changing market- and competition-

environments. Due to a shift from a sellers’ to a buyers’ market and because

of an increasing degree of globalization, most industries find themselves

confronted with new challenges. In a first phase, firms tried to face these

challenges by focusing on their internal processes and organizational

structures, trying to achieve cost reductions by concentrating on internal

improvements. A second phase of external focus followed, where firms

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

over new ones (churning). Since “acquiring new customers is much more

expensive than keeping them”. And “loyal customers are the bedrock of any

business”. A loyal customer base represents a barrier to entry, a basis for a

price premium, time to respond to competitor innovations, and a bulwark

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

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

future market share; consequently, understanding loyalty appears critical to

any meaningful analysis of marketing strategy.

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 In marketing Survey, two trends mark the development of customer

loyalty. While individual transactions initially were in the center of

marketing Survey, the focus shifted towards analyzing relationships states

that the ‘traditional’ marketing concept of the marketing mix with its ‘4 Ps’,

developed in the middle of the last century, had been the established

approach until the 1990s.

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

the relationship marketing approach. At the core of it is the study of

relationships between buyers and sellers of goods or services, in contrast to

merely examining transactions. An often cited and comprehensive definition

of relationship marketing is provided “Relationship marketing refers to all

marketing activities directed toward establishing, developing, and

maintaining successful relational exchanges.” Therefore, the relationship

marketing approach pro-vides a suitable environment in which customer

loyalty Survey can be nested.

While the development of relationship marketing began in the early

1970s, it was not until the late 1980s that works from the ‘Nordic School of

Services’. Initiated a paradigm shift that geared marketing towards the

creation, conservation, and extension of buyer-seller relationships. Although

relationship marketing today is widely accepted among marketing

researchers, its promoters do not postulate the replacement of the

17
transactional approach, but rather juxtapose the two approaches. For

example, delineates a strategy continuum, in which different goods require

different degrees of transaction- and relationship-based marketing strategies.

As a result of the focus on relationships in marketing Survey, customer

loyalty gained importance within Survey.

Before determining which stream the present study can be associated

with, however, it is important to create a clear understanding of different

customer loyalty concepts prevalent in Survey. This will be accomplished in

the following section.

Customer Loyalty Concepts

Reviewing research, it becomes obvious that the notion of customer

loyalty is blurred. At its core, customer loyalty deals with relationships

between suppliers and their customers and can be distinguished from other

loyalty aspects, such as brand loyalty, which refer to a more abstract

attachment, such as that towards a brand. Within German customer loyalty

literature, the notion of customer loyalty is even more faceted, encompasses

both ‘customer loyalty’ and ‘customer retention’ distinguishes an active,

supplier-focused component and a passive, customer focused component of

customer loyalty.

In the supplier-focused perspective, customer loyalty is seen as a

bundle of measures that aim at improving relationships with customers. The

18
supplier is in the center of attention and the customer is only regarded as the

factor at which success of customer loyalty becomes manifest. Here it

becomes clear that this approach contains a conceptual deficit. It is the

customer who eventually decides on whether customer loyalty management

is successful or not, because all activities undertaken by a supplier can only

be geared at influencing customers to be loyal. A customer-focused

perspective therefore has to be added to evaluate the success of customer

loyalty management.

Within the customer-focused perspective, customer loyalty is conceptualized

taking into account customers’ complex characteristics. These can either be

approached as customers’ directly observable actions and/or take into

account their attitudes and intentions. Since customers’ actions are directly

influenced by their attitudes and intentions, it is obvious that these have to

be scrutinized to understand and manage loyalty. A third perspective is a

synthesis of the former two approaches. The relationship-focused

perspective directly examines the relationship between suppliers and

customers. Accordingly, the objects of study in this perspective usually are

buying behavior in retail contexts and long-term relationships marked by

frequent interaction between suppliers and buyers in industrial contexts.

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Behaviorist customer loyalty concepts

Behaviorist concepts of customer loyalty have been at the core of

early marketing Survey and focus on customers’ observable behavior, as e.g.

in purchasing behavior. Accordingly, customer loyalty is established, when

customers demonstrate consistency in their choice of supplier or brand.

“Hard-core” loyalty, when one product alternative is exclusively repurchased

and of “reinforcing” loyalty, when customers switch among brands but

repeat-purchase one or more alternatives to a significant extent. Similarly,

customer loyalty as “the proportion of times a purchaser chooses the same

product or service in a specific category compared to the total number of

purchases made by the purchaser in that category“. Pegging customer loyalty

to purchasing behavior, however, is very critical; there can be a multitude of

factors affecting purchasing behavior, such as product availability or special

deals, which are not grasped by looking at purchases alone. A main deficit of

the behaviorist approach thus is that it does not look at the drivers’ behind

purchasing behavior. Another disadvantage of behaviorist customer loyalty

concepts is their ex-post approach. When loyalty is only expressed through

purchases, information on customers’ actual loyalty status in between

purchases is not available. Consequently, decreasing loyalty is only

recognized after it manifests itself through changed purchasing behavior.

Only in relationships with frequent interaction can a supplier integrate

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further aspects, such as complaints, into customer loyalty management. The

reason, why behaviorist concepts may still be valuable, is because the

measurement of customer loyalty in this approach does not necessitate

involvement by the customer. The assessment of attitudes and intentions

would always imply customers’ cooperation through participation in

surveys. By simply recording purchases, e.g. through delivery records in the

industrial context or customer cards in a consumer context; the assessment

of customer loyalty poses little difficulty. Particularly in areas, where most

purchases can be easily ascribed to individual customers, as is the case with

mail-ordering or book-stores on the internet, the behaviorist approach is

useful for identifying different customer groups and their characteristics.

Such firms, however, can only assess purchases of their own products, while

purchases of competing products go unnoticed. Firms can therefore neither

draw conclusions about relative changes of purchasing behaviors, nor

evaluate their comparative market position.

Neo-behaviorist customer loyalty concepts

These narrow technical definitions do not adequately capture the

richness and depth of the loyalty construct implicit in a relational

framework.” Consequently, neo-behaviorist customer loyalty concepts start

at the shortcomings of the behaviorist approach by examining the causes of

loyalty. As early as 1969, Day concluded that “loyalty should be evaluated

21
with both attitudinal and behavioral criteria” otherwise accidental repeat-

purchases, merely resulting from situational exigencies, would be regarded

as indicators of loyalty. There is no agreement, however, on the question,

whether attitudes are part of customer loyalty or merely an antecedent of it.

Some authors propose that only positive attitude can lead to ‘true’ customer

loyalty. If attitude then is a necessary prerequisite of customer loyalty, some

drivers of loyalty cannot be explained. Transaction cost theory, for instance,

provides the concept of asset specificity. Relationship-specific investments

create economic switching barriers and therefore increase customer loyalty.

However, the mere repeat purchase of goods or services for reasons of

economic constraints would not qualify as loyalty, as positive attitudes are

not involved. In order to avoid the outlined problem, it is useful to abstain

from defining positive attitude to be a necessary antecedent of loyalty.

Instead, researchers usually consider intentions and observable behavior to

be the constituting elements of customer loyalty.

Determinants of Customer Loyalty

In order to be able to gear marketing activities towards the creation of

customer loyalty, its determinants and their precise effects have to be known.

Accordingly, many researchers have investigated this topic. In order to gain

an overview of the determinants identified in these works, they can be

structured in three dimensions:

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 (1) Company-related determinants refer to the supplier itself or to the

goods or services offered. It is a prerequisite for the existence of

customer loyalty that the offered goods or services create utility for the

customer and that they are available. In this respect, an assessment is

usually performed by examining quality. In order to evaluate the price-

performance ratio, customers will pay attention to prices. Customer

loyalty will also be influenced by the

reputation a company has and ultimately by customer loyalty programs

offered.

(2) Relationship-related determinants play a significant role in long-term

relationships. Factors regarding the interaction between supplier and

customer, such as relationship quality, previous experiences, and trust

are important. Commitment, which provides evidence of emotional

closeness and moral or normative feelings of obligation, takes a

central role in relationships. Specificity and dependence can lead to

economic, psychological and social switching barriers.

(3) Customer-related determinants are mainly influenced by customers’

characteristics. In this respect, affect and involvement, and

consequently also the importance of the good

or service to the customer, are important.

23
Addition to the above delineated areas, the effects of the market

environment and competition are researched, as is the link between

satisfaction and loyalty, which plays an important role in the Survey of

customer loyalty and is often placed in one of the three dimensions.

However, as most other determinants influence satisfaction, it cannot be

clearly separated and should therefore be listed as a distinct category.

OBJECTIVES OF CUSTOMER SATISFACTION PROGRAMME

Our Programs are Survey based, built on the three corner stone’s of customer

satisfaction: product quality, process and procedural quality, and relationship

quality. Our typical program assesses specific issues under each component,

for example:

Product Quality

• meets or exceeds expectations

• state-of-the-art technology

• validated, tested, & simulated to client specifications

• competitive pricing

• enhance customer value

Procedural Quality

• ease of ordering

• accurate fulfillment
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 • inventory meets needs

• on time delivery

• environmentally friendly packing

• packaged to prevent damage in shipment

• ease of tracking

• appropriate adjustment/return policy

• order-through-delivery process bests competition

Relationship Quality

• product knowledgeable contacts

• knowledgeable about client needs

• communicates at client knowledge level

• one-stop problem resolution

• problems solved at the root cause

• legendary customer service benchmarks competition

The tailored Programs provide direct, statistically valid, comparison data of

you to your competition on the following actionable areas:

• Responsiveness

• Competitiveness

• Innovativeness

• Quality

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• Customer Service

• Long Term Partnering

It accurately quantifies your competitive strengths and weaknesses from

your customers' perspective. Using the data, it will help you focus strategic

efforts to retain and increase market share. The programs also provide direct

measure of the effectiveness of initiatives your organization has

implemented during prior year (after first year's participation). That is, you

will have quantifiable internal benchmarks (in addition to the external

competitive benchmarks) on the repeat annual surveys to judge progress

based on actions you have taken during the previous 12 months.

26
 CHAPTER- 2

Industrial Profile

HISTORY OF THE COMPANY

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

doors in the tiny village of Hunt End, near the Worcestershire town of

Redditch. The firm was specialized in sewing needles and machine parts. In

the first flush of enterprise, flitting from one opportunity to another, they

chanced upon the pedal-cycle trade. Little did they know then that it was the

beginning of the making of a legend. Soon, George Townsend & Co. was

manufacturing its own brand of bicycles. And in 1893 its products began to

sport the name ‘Enfield’ under the entity Enfield

Manufacturing Company Limited with the

trademark ‘Made Like a Gun’. The marquee was

born.

INDUSTRY Motorcycles, Lawnmowers

SUCCESSOR Royal Enfield Motors (formerly Enfield of India)

FOUNDED 1893, as Enfield Manufacturing Co. Ltd.

DEFUNCT 1971

HEADQUARTERS Redditch, Worcestershire, England

KEY PEOPLE Founders Albert Eadie and Robert Walker Smith

PRODUCTS Royal Enfield Clipper,

Crusader, Bullet, Interceptor.

28
Profile of the Organization
Royal Enfield is the makers of the famous Bullet brand in India. Established

in 1955, Royal Enfield (India) is among the oldest bike companies. It stems

from the British manufacturer, Royal Enfield at Redditch. Royal Enfield has

its headquarters at Chennai in India. Bullet bikes are famous for their power,

stability and rugged looks. It

started in India for the Indian Army 350cc bikes were imported in kits from

the UK and assembled in Chennai. After a few years, on the insistence of

Pandit Jawaharlal Nehru, the company started producing the bikes in India

and added the 500cc Bullet to its line. Within no time, Bullet became

popular in India.

Bullet became known for sheer power,

matchless stability, and rugged looks. It

looked tailor-made for Indian roads.

Motorcyclists in the country dreamt to

drive it. It was particularly a favorite of the Army and Police personnel. In

1990, Royal Enfield ventured into collaboration with the Eicher Group, a

leading automotive group in India, in 1990, and merged with it in 1994.

Apart from bikes, Eicher Group is involved in the production and sales of

Tractors, Commercial Vehicles, and Automotive Gears. Royal Enfield made

continuously incorporating new technology and systems in its bikes. In

29
1996, when the Government of India imposed stringent norms for emission,

Royal Enfield was the first motorcycle manufacturer to comply. It was

among the few companies in India to obtain the WVTA (Whole Vehicle Type

Approval) for meeting the European Community norms. Today, Royal

Enfield is considered the oldest motorcycle model in the world still in

production and Bullet is the longest production run model.

2010 AWARDS

The New Year saw the dawn of India's most prominent automotive show, the

Auto Expo 2010. Held between January 5th and 11th at the Pragati Maidan

in New Delhi, the event saw more than 400 global brands showcasing new

technology, products and show-off concepts.

Royal Enfield was also a part of the event, displaying the recently launched

Royal Enfield Classic 500 EFI and the Royal Enfield Classic 350. The main

stays of the Royal Enfield display were the soon to be launched variants of

the Classic - the Royal Enfield Classic Chrome and the Royal Enfield

Classic Battle Green.

The Expo turned out to be a rather rewarding experience for Royal Enfield

with the Royal Enfield Classic and the Marketing team picking up as many

as five awards.

30
Awards 2010:

- Apollo Auto India Awards 2010: Best Brand

- Zigwheels.com Viewers Choice Bike of the Year 2009

- Zigwheels.com Bike of the Year above 251cc

- NDTV Profit Car & Bike Awards 2010: Motorcycle of the Year above 250

cc.

- NDTV Profit Car & Bike awards 2010: Best PR Communications Team.

EVOLUTION OF ROYAL ENFIELD

THE BEGINNING (1851 – 1890)

Hunt End, England was a village of several

small mills

manufacturing needles and fish-hooks. It was

here in 1851 that George Townsend put up his needle-making mill, which he

named Givry Works. But it wasn’t until his passing away that his son,

George Jr. and his half-brother brought into Givry Works one of the first

'boneshakers' – a crude cycle. It had a backbone of iron, with wooden

wheels, iron tires and pedals of triangular pieces of wood! Though the bike

31
was a source of some amusement, George and his team felt they could easily

improve on it. The earliest modern safety bicycle with two wheels of equal

size had appeared in about 1880. All manufacturers were trying their hand at

this new venture. So was George Townsend Jr. By luck, he chanced upon an

invention in his neighbourhood – a saddle that only used one length of wire

in the two springs and in the framework. This was adopted, patented and

marketed as the 'Townsend Cyclists Saddle & Spring'. He had entered the

bicycle parts trade!

From bicycle parts, Townsend slowly moved on to producing bicycles

himself. He was also supplying a wide range of parts to other manufacturers

- Givry Works was growing rapidly. Over the next three years he developed

his own range of over two-dozen machines. Each machine, known locally as

the 'Townsend cycle' was reputed for its sturdy frame, a character that all

Enfield bikes would follow.

THE COMING INTO BEING (1891 – 1900)

1891 A Little Trouble-Townsend got himself into a bit of financial trouble in

about 1890 and called in some financiers

from Birmingham. Unfortunately, they didn’t

quite see eye to eye. So Townsend parted

ways with the financiers leaving the

company to them. The financiers then

32
brought in Albert Eadie and R.W. Smith. They took control of Townsend’s in

November 1891. The following year the firm was re-christened ‘The Eadie

Manufacturing Company Limited’. Soon after, Albert Eadie got a lucrative

contract to supply precision rifle parts to the Royal Small Arms Factory in

Enfield, Middlesex.

1892 Kick Starting Royal Enfield-A new company

was created to market these new design bicycles

called ‘The Enfield Manufacturing Company

Limited’. By October 1892, the Enfield bikes

were announced to the public. The following year the word Royal (after the

Royal Small Arms Company) was added and thus Royal Enfield began.

Then in 1893 the Royal Enfield trademark ‘Made like a Gun’ appeared.

Britain was caught up in a patriotic fervor and the slogan caught the spirit of

the time. In 1899 the first mechanical vehicle was advertised by Enfield

Cycle Company. It was available in both tricycle and quadric cycle form,

powered by a De Dion 1.5 hp engine. The high wheels, solid tires, block

chains and heavy cross frames had by then given way to Diamond frames,

the Hyde Freewheel, Enfield 2 speed hub and the well known Eadie Coaster.

Then came the ‘Riche Model’ with more refined fittings. By 1907, the cycle

33
industry was still headquartered at Redditch, producing run-of-the-mill

conventional cycles.

1897-Quadricycles

In 1897, R. W. Smith built himself a quadric

cycle – a simple bike with four wheels and a

French engine placed under the saddle

between the rear wheels. During the next two

years several developments were made. About then, an Enfield quadric cycle

completed the 1,000-miles road trial of 1900 organized by the Automobile

Club of Great Britain and Ireland. The Enfield vehicle was awarded the

silver medal, although it had its share of troubles and breakdowns.

MOTORCYCLES (1900 - 1910)

1904-Four Wheelers and Three

Buoyed by success, Smith and Eadie decided

to extend the range of quadric cycles and

tricycles to include motorcars. The first Royal

Enfield cars were built in 1901 and were on the road in 1902. It was an 8hp,

using a DE Dion engine. The body was made in Leicester and painted

yellow hence car was known as ‘The Yellow Car’. But this was just a

temporary phase, a wild romance that was soon to die.

34
 1909-Motorcycle Craze

It would be interesting to note here that

motorcycling was thought to be a temporary

enthusiasm that would soon fade out! A brief

spin on a motorbike then took several hours of preparations - tuning the tiny

water-cooled engine, getting the tires pumped, the gears oiled and a supply

of spare parts packed. In 1909, Royal Enfield took the biking world by

surprise. At the motorcycle show that year, they displayed a small 2 1/4 hp V

twin-engine machine built in the Swiss tradition, which ran very well. A

slightly larger model was developed in 1911. A 2 3/4 hp, with all chain drive

incorporating the well-known Enfield two-speed gear. This model stood up

until 1914.

THE ROYAL ENFIELD BIKES (1911 - 1920)

1911-Enfield and the War

The First World War began in 1914. Royal

Enfield was called on to supply motorcycles

to the British War Department and even

awarded a contract to build bikes for the Imperial Russian Government

during the same period. The machine gun combination and the 6hp stretcher-

35
carrying outfit were some of the models produced for the war purpose.

Enfield started using its own engines - a 225cc two-stroke single and a 425cc

V-twin about this time. Post-war, it produced a larger 976cc twin and

continued to produce the two-speed 225L until 1929. In 1917, the officers of

the Women’s Police Force were issued with a 2 1/4RE 2

stroke. Interestingly, the models of this period featured 600cc, inlet-over-

exhaust, closed valve gear, hand-operated oil pump, two-speed countershaft

gearbox and chain final drive. In the 1913-1914 Enfield V-Twin the

lubricating oil was contained in a glass tank attached to the frame tube that

ran from the seat to the rear of the engine. This worked perfectly and had the

added advantage of providing an instant visual check of oil levels. The 1915

make 675cc in-line 3-cylinder 2-stroke prototype was the worlds’ first with

this configuration and engine type.

THE INTERWAR YEARS (1921 - 1930)

1924 The First Four-stroke- The interwar year

was a period when the sidecar reached its

zenith. In July 1925, the Royal Enfield V-

Twin-engine Dairyman’s Outfit took part in

the ACU Six Days’ Trial for Commercial

Sidecars and obtained a Special Certificate of Merit for completing an

36
arduous course without loss of marks. The year 1924 saw the launch of the

first Enfield four-stroke 350cc single using a JAP engine.

1928-The Depression

In 1928, Royal Enfield adopted saddle tanks

and center-spring girder front forks – one of the

first companies to do so. The bikes now with a

modern appearance and comprehensive range

meant continuous sales even during the dark days of depression in Great

Britain towards the end of 1930. In 1927 Royal Enfield produced a 488cc

with a four-speed gearbox, a new 225cc side-valve bike in 1928, and a four-

stroke single in 1931. Several machines were produced in the next decade,

from a tiny two-stroke 146cc Cycar to an 1140cc V-twin in 1937. Can you

even imagine that Royal Enfield’s range for 1930 consisted of 13 models!

ESTABLISHING BULLET (1931 - 1940)

1933 The Bullet Arrives-In 1931 a four-valve,

single-cylinder was introduced, and christened

'Bullet' in 1932. It had an inclined engine and

an exposed valve gear. It was then that the first

use was made of the now famous Bullet name. Longer stroke, four-valve

head exposed valves and heavily finned crank case were the features that ran

37
from 1932 until the end of 1934.

1940 The Second World War-The most well

known offering for the Second World War was

no doubt the ‘Flying Flea’. Also known as the

‘Airborne’, this lightweight 125cc bike was

capable of being dropped by parachute with airborne troupes. The Flea was

fitted into a steel tubular cage called the ‘Bird Cage’, which had a parachute

attached to it. The cage aided in packing turning handlebars easily.

POST WAR BULLETS (1941 - 1950)

1948 Bigger and Better-The 1939 Bullet 350

kick-started the post-war models. They used

two rocker boxes for the first time. This

enabled better gas flow and consequently

higher volumetric efficiency. Royal Enfield’s own designed and

manufactured telescopic front fork placed the Redditch marquee at the very

forefront of motorcycle design. The biggest advancement introduced by the

new Bullet was its swinging arm rear suspension system and hydraulic

damper units themselves. In 1947 Enfield made a J2 - the first model with a

telescopic front end, followed in 1948 by a 500cc twin (Enfield's 25bhp

answer to the Triumph Speed Twin), which stayed in production until 1958.

38
 1949 The Indian Debut-In 1949, the 350cc

Bullet was launched in India, when Madras

Motors won an order from the Indian Army

for the supply of motorcycles. It was the beginning of the reign of the Bullet

in the subcontinent. The Madras Motor Company started off by receiving the

Bullet in kits and simply assembling them. Then they began making the

frames. After this Enfield started sending the engine in parts to be assembled

in India. Eventually they were also manufacturing the engines, which meant

that they were making the complete bike. For the next thirty years, the

design of their bike remained unchanged! In 1950, several models were

introduced: the 650cc Meteor twin; a 250cc Clipper; a short stroke 250cc

Crusader; 250cc Trials; Super 5; Continental; 500 Sports Twin; Super

Meteor; Constellation and the Interceptor.

A TALE OF TWO CITIES (1951 - 1960)

1951-In the UK…Never before in British

automobile history had so much been done in

a single decade, not just by Royal Enfield, but

the every other marquee of the time. All new

engines, all new configurations, new paint schemes, new capacity classes…

the motorcyclist had never had such a wide choice ever before. The 1950s
39
saw the market open up both ways, downwards for smaller capacity, light

and maneuverable machines, and upwards for larger capacity, high powered

and reliable motorcycles. The Royal Enfield showrooms in the UK saw

everything from 125cc two strokes to the mighty700ccMeteor.

1955-Meanwhile in Madras…The Indian Army, the

sole reason why the Bullet was brought to India in

the first place, insisted that they would continue

doing business with Madras Motors only if the Bullet was produced

indigenously. The Enfield India Bullet of the late fifties was quite a different

motorcycle from the one we are used to today. Using the famed Lucas

Magdyno ignition system, the 1955 Bullet was almost a clone of the 52

Redditch Bullet. The frame, electric tin ware and rolling chassis, however,

were to undergo many changes over the next ten years, with the Bullet

slowly evolving into the familiar form we know and love today.

A TALE OF TWO CITIES. NO… THREE! (1961 - 1970)

1961-Back in the UK…In 1960, the badge

arrangement with Indian (Of America) had

ended, so Enfield was no longer sold under

the Indian marquee (Royal Enfield rival,

British AMC company, acquired the Indian

40
Sales Corp. in 1959). However, in 1961, Eddie Mulder won the Big Bear

Enduro on an Enfield, which

gave the company a new foothold in the U.S. under its own name and started

a new marketing of the product. Models available in the U.S. that year

included a 700cc twin and six street scramblers, ranging from the 250cc

Hornet to the 500cc Fury (essentially the single-cylinder Bullet) to the 700cc

Interceptor. Elliot Shulz also dominated the half-mile dirt track in Los

Angeles on an Enfield that year. Enfield won 31 out of 39 races in 1961 and

had several spectacular victories in 1964.Royal Enfield had arrived on The

Continent! But things at Redditch had hit a

bad patch.

1963-But back home in Madras…By 1970,

Enfield India was a company established in

its own right, and with a production line going full steam, the need for

collaboration with Enfield of the UK and Villiers of the UK was no longer

seen. But the Bullet flew true and strong. A number of changes had already

been made to the tin ware on the Bullet. Mudgaurd design took on different

forms, taking into account the wet, slushy and messy road conditions during

the Indian monsoon. The Magdyno also gave way to the alternator ‘Delco’

ignition system. And front and rear hubs were designed to provide more

41
efficient cooling for Indian conditions, and thus improve braking

performance.

ALL THAT ENFIELD'S ISN'T A BULLET (1971 - 1980)

1973 The Mini Bullet-With the success of the

Sherpa, Enfield India launched the 173cc

Villiers-powered Crusader in India in 1973. A

totally indigenous effort, this small

motorcycle used many Bullet chassis parts,

including fork legs and mudguards, and instantly found a market among the

many that wanted a Bullet, but were diffident about handling it’s weight and

size. The Mini Bullet too was introduced this year. This motorcycle was a

200cc two stroke sporting ‘contemporary’ design. Enfield India attempted to

reach out to the young market, providing them with a zippy, reliable and

economical two-stroke.

TOUGH TIMES AHEAD (1981 - 1990)

1983 Here comes the Lightweights-Like the

adage that goes, "when the going got tough,

that's when the tough get going". Enfield

42
India got squarely into the fray with a slew of lightweight machines. The

50cc Silver Plus step-through and Explorer motorcycle are launched.

Powered by the Zundapp-engineered 50cc, 6.5hp two stroke motors, these

bikes redefined the entry-level segment. The Silver Plus, initially a two-

speed and then later a three speed, found a ready market not only among the

young office going male, but among an increasing number of women who

found the step-through design convenient. The Explorer, with its

contemporary bikini fairing and 'fastback' tailpiece. Both bikes sported alloy

wheels, a first in India. Close on the heels of the little wonders came the

Fury 175. Powered by a 175 Zundapp two-stroke engine with a five-speed

gearbox, this refreshingly quick motorcycle came fitted with a hydraulic disc

brake. Again a first in the country. And a bike, many feel, much too early in

INDIA.

1984 Brand New Vintages-The 80s also saw the

Bullet in many different avatars. The Deluxe

models appeared, in resplendent chrome and

metallic colors, and 12 volt electrical were

offered as an option, to aid in brighter lighting and easier starting. It was also

the year when Enfield India grew confident enough about their flagship

product to begin sending 'coals back to Newcastle'. Owing to their status as

43
'brand new vintages', Enfield Bullets found a strong niche market in the UK

and Europe, among people looking to come back to motorcycling.

ENFIELD BECOMES ROYAL ENFIELD (1991 - 2000)

1990 Heavy Fuel-The 1990's saw many revolutionary models from the

company. The Taurus Diesel was the first production Diesel motorcycle in

the world.

1993 Bullet 500-The Bullet 500 was launched in

June this year. It went on to become the most

coveted model.

1994 Eicher acquires Enfield-In March the ailing

company got a new lease of life when Eicher

group acquired Enfield India Company. The

company name changed to Royal Enfield Motors Limited.

ROYAL ENFIELD (2001 - 2010)

2001-The Dare Devils, the motorcycle display team of the Corps of Signals,

Jabalpur forms a Human Pyramid of 201 men on 10 Enfield 350cc bikes and

rides a distance of more than 200 meters.

2002- India’s first Cruiser – The

44
‘THUNDERBIRD’- is launched.BBC Wheels awards it ‘The Best Cruiser

2002’ title. The Bullet Machismo enters commercial production. Dan

Holmes and Johnny Szoldrak won the National Road Race Championship

(60’s Class) on a Bullet.

2003

The first ‘RIDER MANIA’ gets together is held

in Goa.

REDS are formed in Pune.

The Bullet enters the Automotive ‘Hall of Pride’ at the ICICI Overdrive

awards.

1000 Riders descend on Redditch for the Royal Enfield Owners Club 25th

Anniversary.

Royal Enfield is one of the top ten 125-500 cc brands in UK.

2004-The 2004 Bullet Electra is launched.

The retro styled Bullet Machismo is rated

‘No.1Cruiser’ in TNS Auto car survey.The

Bullet Electra International with a lean-burn engine is launched in the UK.34

men ride simultaneously on a Bullet, setting a new world record.

2005

45
 Royal Enfield India Celebrates 50

glorious years of motorcycling and

unveils a blueprint for the future. The

2005 Bullet Electra features a revolutionary 5-Speed left side gear shift that

makes the marquee more accessible to motorcyclists. The Legend rides on…

2006

Royal Enfield develops a fully integrated Twin Spark, 5-Speed engine that

delivers a dramatic increase in performance and efficiency. The new engine

will power all domestic and International models from 2007 onwards.

2007

Royal Enfield launches the all new limited

edition Machismo 500LB with customized

accessories.

The legendary Bullet 350 needs no

introduction. Now Bullet 350 is with all

new UCE engine. This classic machine has

kept place with advances in engineering and ergonomics without diluting its

impeccable pedigree.

A long wheel base and bigger tires provide increased stability and road grip,

making it ideal for long distance travel.Its aristocratic black & gold livery
46
and thumping engine beat remind passers-by that they are in the presence of

automotive royalty.

2008

The Thunderbird Twins Park will be the first

model to feature Royal Enfield’s revolutionary

Unit Construction Engine. All the well loved

features of the Thunderbird have been retained and enhanced in some cases.

Also, the twin benefit of improved performance and engine efficiency makes

this motorcycle hard to beat in terms of pure riding pleasure and visual

delight. The evolutionary mix of old and new features in this motorcycle will

surely delight its owners.

2009

The smaller twin of the Classic

500, the Classic 350 will hold its own against any other motorcycle and then

pull some more. The Classic 350 shares its power plant with the Legendary

Thunderbird. The torque to flatten mountains and the fuel efficiency to cross

entire ranges comes in the same understated yet charming styling. This is a

47
motorcycle that does not need to shout to be heard. Born of a rich heritage

and bred with Royal Elegance this 350cc thumper has all the qualities of a

typical Royal Enfield. Appreciated then, appreciated now...

Why ride a lesser bike. Nothing more to be said.

The

Classic 500 comes to India. Armed with a potent fuel injected 500cc engine

and clothed in a disarmingly appealing post war styling, this promises to be

the most coveted Royal Enfield in history. For those who want it all. The

power, the fuel efficiency, the reliability and simple, yet drop dead gorgeous

classic styling. The classic turns heads not because it wants to but because it

can’t help it. You will appreciate the beat not just for the music it creates but

also for the muted feeling of strength and power that it signifies. The view is

simply better when you are astride a Royal Enfield Classic 500 – whether

moving or still. Nothing more to be said.

48
 Army's stunt riders break record -
ARMY PERSONNEL IN MIRZAPUR SET RECORD OF

CARRYING 48 PERSONS ON ONE BIKE Indian Army

personnel broke a world record by being the only team

in the world to cross a staggering distance of 1000

meters carrying 48 persons on a single moving 500 cc Royal Enfield

motorcycle. 'Tornadoes', the motorcycle display team of Army Service Corps

today broke two world records by being the only team to achieve a

staggering distance of 1100 meters with 54 persons on a single bike. They

broke the record of Corps of Military Police who carried 48 persons on a

single moving 500 CC motorcycle here recently. The team while exhibiting

extraordinary skill, courage, endurance and mental strength, entered the

annals of record books by performing this breathtaking feat on a 500 CC

Royal Enfield motorcycle at the Runway of Air Force Station Yelahanka in

the presence of a large number of military and civil dignitaries. The

'Tornadoes' was raised in 1982 after having given a stupendous display of

daredevilry in the 1982 Asian Games. "Since then the men of the Tornadoes

Team by their sheer grit, determination and spirit of adventure have created a

niche for themselves by rewriting various records," the release said. The

team at one point of time had achieved the distinction of holding seven

49
world and national records of varying degrees of complexity and fortitude, it

said.

AUTOMOBILE INDUSTRY TILL DATE

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

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

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

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

industry and especially the two wheeler segment has grown by leaps and

bounds.

The liberalization has done away with primitive and prohibitive practices of

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

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

two wheeler segment was largely dominated by Automobile Products of

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

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

following decades the automobile industry in India was mainly dominated

by scooters with API and later Bajaj dominating the market. There were very

few products and choices available as far as motorcycle is concerned and

Enfield bullet and Rajdoot dominated the market. The 80s saw the entry of

Japanese companies in the Indian market with the opening up of the market

to foreign companies. Hero Honda and TVS Suzuki are companies formed
50
in this era of market reform. The market was still predominantly scooter

dominated and Bajaj and LML were the leading brands producing the

products at that time.

The Japanese companies not only collaborated with Indian companies to

produce the already existing products but also brought in new technology as

a result of which the ever conquering 100cc bikes which were extremely fuel

efficient with 4 stroke engines were launched in India. These proved to be

highly successful as they provided a cheap and affordable means of personal

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

took a great liking for these bikes and the bike sales in India began to grow

exponentially year on year leading to Hero Honda becoming the leader in

the two wheeler industry in India and the largest producer of two wheelers in

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

restrictive measures. The government went on an overdrive to support the

industry and all FDI regulations and licensing was abolished. 100% FDI was

allowed in the automobile industry and the excise duty was also

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

factors combined with the rising fuel prices, the increasing dispensable

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

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

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

51
produced in India. According to Society of Indian Automobile

Manufacturers statistics for the year 2009 – 2010, two – wheelers comprise

76.49% of market share among the vehicles produced in India. The

production share of two wheelers is quite similar to the market share. The

two wheeler industry comprises around 74% of the total automobiles

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

two wheelers were produced during the year against a total of

11,175,479vehicles produced during the year.

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

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

passenger cars and utility vehicles, commercial vehicle, two wheelers and

tractors segment. The total market size of the auto sector in India is

approximately Rs 540 billion and has been growing at around 8 percent per

annum for the last few years. Since the last four to five years, the two

wheelers segment has driven the overall volume growth on account of the

spurt in the sales of motorcycles. However, lately the passenger cars and

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

discounts, lower financing rates and a pickup in industrial activity

respectively. Major automobile manufacturers in India include Maruti

Udyog Ltd., General Motors India, Ford India Ltd., Eicher Motors, Bajaj

Auto, Daewoo Motors India, Hero Honda Motors, Hindustan Motors,

52
Hyundai Motor India Ltd., Royal Enfield Motors, TVS Motors and Swaraj

Mazda Ltd.

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

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

along with being the second largest populated country, makes the automobile

industry in India a very promising one.

INDIAN TWO WHEELER MARKET

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

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

change in the way they perceive the Indian market. Two wheeler

manufacturers are now competing in an ever growing consumer market by

bringing out new products and features. The country has now grown into the

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

around 10 two-wheeler manufacturers in the country, and they are Bajaj,

Hero, Hero Honda, Honda, Mahindra/Kinetic, Royal Enfield, Suzuki, TVS,

and Yamaha. There have been various reasons behind this growth. Because

of poor public transport system, the citizens found convenience in two

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

the purchasing capacity for a more expensive, four wheeler. The story of

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

53
roads, not concerned about safety and the evolution of the idea of TATA

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

be divided into motorcycles, scooters and mopeds. The consumer has

changed his preference from mopeds to scooters and then to motorcycles.

The trends seen in the past few years include females increasingly using

two-wheelers for their personal commutation and various two wheeler

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

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

the concept of electronic/self-start and automatic gears which made two

wheelers comfortable and useable by women, when compared to old Bajaj

Chetak advertisements which showed middle aged females riding a Bajaj

Chetak scooter.

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

leverage on their eco-friendliness and low operating costs, but is still not

accepted well due to the lack of reputation of the manufacturers and lack of

trust on technology, which is still being perceived in the nascent stages,

especially battery and inverters which prove to be very expensive

components. TVS recently leveraged this opportunity by launching a hybrid

model of their non geared scooter – TVS Scooty. The end of the last decade

saw Bajaj taking a radical decision to do away with the Scooter range and

completely concentrate on motorcycles, especially stating change in

54
customer’s preference as the main reason. The customers are left without a

choice in most cases than to migrate from the traditional scooters of the

Indian family to the all youthful bikes.

TOP EXPORT DESTINATIONS

The Indian Automobile industry has attained new heights in the last

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

has been making significant contribution to the employment, directly and

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

India and many of them have made India a hub for their small cars and

exports.

In December 2006, Government had formulated a ten-year

Automotive Mission Plan with an aim to achieve domestic vehicle market of

$82-119bn by 2016 and $12bn export of vehicles. It also aimed at making

India 7th largest vehicle producing country in the world by 2016. And, we

have already achieved this milestone in 2010, which is good six years ahead

of the target.

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

destinations for Indian exports with three of the SAARC countries, Sri

Lanka, Bangladesh and Nepal featuring in the top 6 export destinations

for Indian two wheelers segment. However, exports to Sri Lanka, which

used to be the largest importer of two wheelers from India in 2006-07,

55
 have fallen by almost 20% since 2006-07 to reach a level of $ 63mn of

exports in 2009-10.

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

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

85mn in 2008-09, a growth of 21% approximate. In fact, Nigeria has

emerged as one of the fastest growing destination for Indian two

wheeler exports over past 4 years. India exported two wheelers worth

merely $ 6mn in Nigeria in 2006-07 which has grown by 15 times to

reach an export level of $ 103mn in 2009-10. Amongst the top 5 export

destinations in this segment, Colombia experienced the highest increase

in growth of imports from India in 2009-10. Exports of two wheelers to

Colombia increased by 45% in 2009-10 over 2008-09.

FUTURE PROJECTIONS

 The Indian automobile industry is expected to grow to US$ 40bn by

2015 from the current level of US$ 10bn in 2009. By the year 2016 the

industry is expected to contribute 10% of the nation’s GDP. The

industry manufacturers over 11mn vehicles a year employing more than

three million people.

 The greatest challenge and competition would be from the Chinese

automobile industry. It has been able to give stiff competition to India

56
 in terms of productivity, cost of manufacturing and technology. Again

the present trend of excess manufacturing capability, reduced margins

put additional pressure on the industry.

 On the positive side, India’s strength in software sector, combined with

skilled labor and low cost of manufacturing should place it in a

favorable position globally.

 Two wheeler industry gains more profit Considering the scenario of

traffic and roads in India, and the rate at which infrastructure is growing

in comparison with the market, any fool will prefer to travel in a two

wheeler (for regular use, not for picnic or time pass or once in a while

trips). For the simple reason that, with a two wheeler, sneaking

anywhere is far easier than a four wheeler. And definitely faster too.

And then comes the bigger problem of parking. Two wheelers can be

parked anywhere on the road, but that’s not the case with a four

wheeler. So, the whole point is unless there is some way where these

two issues are addressed, I don’t think anything significant is going to

happen.

 It gives the optimistic view about the industry and the overall industry

shows positive growths which recommend the investors to keep a good

57
 watch on the major’s players to benefit in terms of returns on their

investments.

RECENT TRENDS IN TWO WHEELER SECTOR

 The international trends suggest that the growth of the two-wheeler

markets will continue unabated for some time. In value terms, the

BRIC motorcycles market grew by 14.7% between 2006 and 2010 to

reach a value of $32.4 billion (Brazil alone growing by 32% pa). By

2013, the market is forecast to have a value of $54.7 billion.

 The global motorcycle demand has been growing at 6-7% pa and is

estimated to be about 80-85 million units per annum. India has

emerged as one of the key players with a domestic market that is

nearly about 11% of the global market and growing significantly

faster. The high base implies that India and Indian companies are set

to enter a stage where they are likely to be the preferred suppliers for

motorcycles. This is likely to lead to further innovations and

efficiency gains.

 Of course, the Indian market is significantly different with the

segment below 150 cc being the dominant segment. This is unlike the

developed world, where it is the larger bikes that dominate the market

58
 volumes. Indian consumption is also likely to shift significantly

toward international trends, but in the foreseeable future, it is the

smaller bikes that will remain the mainstay.

 At present as many as 72% of the bikes are in the entry segment

(defined as 75 to 125 cc), and 27% are in the executive segment

(defined as 125-250 cc). Only 1% of the bikes are in the premium

segment.

 The premium segment is expected to continue to be a niche segment

and its share is not expected to grow beyond 2-2.5% over the next

decade. However, that itself implies that it will be a market of about

200,000 to 250,000 annual units, which is substantial and attractive.

(As a comparison, the declining Japanese market currently consumes

only about 350,000 motorcycles annually in the above-250 cc

category, having fallen sharply over the past few years).

59
 CHAPTER- 3

Research Methodology

Background of the topic

Royal Enfield one of the popular brand and highest selling bike in

India and outside India (USA, Europe, Australia etc). Royal Enfield

motorcycles had been sold in India from 1949. In 1955, the Indian

60
government looked for a suitable motorcycle for its police and army, for use

patrolling the country's border. As far as the motorcycle brand goes, though,

it would appear that Royal Enfield is the only motorcycle brand to span three

centuries, and still going, with continuous production. Product range has

widened and the customer has evolved.

TITLE OF THE STUDY

“A Study on Customer Satisfaction towards ROYAL

ENFIELD BIKES, In Mirzapur”

OBJECTIVES OF THE STUDY

1. To understand the reasons for purchasing Royal Enfield bikes.

2. To know about the experience after purchase relating various

parameters (Service, bike performance, mileage etc).

61
 3. To ascertain the barriers to purchasing a Bullet for a prospective

customer.

4. To ascertain the factors that affects the choice of a Bullet as a

motorcycle for common man.

5. To propose an effective Promotional campaign plan for brand Royal

Enfield.

6. To determine the customer’s satisfaction regarding bikes and after

sales service.

SAMPLE DESIGN

The Survey was carried out in various phases that constituted an

approach of working from whole to part. It included subsequent phases

trying to go deeper into the user’s psyche and develop a thorough

understanding of what the user looks for while buying a bike. In order to get
62
a perspective from non-Bullet riders as to what are the reasons for not

choosing a Bullet, I administered the same questionnaire to riders who used

other motorcycles keeping in mind the time and cost constraints. For the

customer satisfaction study a sample of 50 persons was chosen from the in

Mirzapur city. The sample was judgmental and methodology was convenient

random sampling.

Size of Sample 50
Sampling technique Convenient Random Sampling

method
Location from which samples were Mirzapur City

taken

PLAN OF ANALYSIS

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

raw data has been tabulated with the help of table. From the tables,

concept, analysis and inferences are drawn which in turn was used for

63
 interpretation. Based on, these charts were prepared to better pictorial

understanding of the study.

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

drawn which is followed by suggestions, keeping the objectives in

mind throughout the study.

LIMITATIONS OF THE STUDY

 This Survey is geographically restricted to Mirzapur city only. Hence

the result cannot be extrapolated to other places.

 The study is restricted only to the organized sector of two wheeler

industry.

64
  Sample size was confined to 75 respondents keeping in view of time

and cost constraints.

 Findings are based on sample survey. The information executed by

respondents may or may not be true because some respondents may

not be serious. However all possible has been made to collect the

information as authentically as possible.

 All interview questions are undisguised or direct. Hence there is a

scope for the respondents to be biased or pretentious.

 This project has been taken up at the undergraduate level and the

knowledge and experience of the student is limited and hence may not

be professional enough.

QUESTIONNAIRE

RESPONDENT INFORMATION
Name:
1. Age:

65
2. Gender : Male Female

3. Occupation:

Student Government service

Professional Self employed other

4. Annual Income:

Less than 1, 20,000 1, 20,001-3, 60,000

3, 60,001-7, 20,000

Above 7, 20,000

5. Which model of Royal Enfield do you presently own?

Bullet 500 Thunder Bird

Bullet Electra Machismo 500 Bullet 350

Classic 500/350 others

6. How did u purchase the bike?

Cash Loan

7. Did u consider other motorcycle while buying the Royal Enfield bike?

Yes No
-

- If yes which bike did you compare with?

Bike cc
66
8. Please specify your source of awareness of Royal Enfield while buying
your bike?

Newspapers Magazines Friends

Road shows TV Adds Website/blogs
Showroom Others

9. Please specify your bike’s mileage?

45km/lit & above 40-45

35-40 30-35 Below 30

-

- Are you satisfied with the bikes mileage?

Yes No

10. Frequency of breakdown of your bike?

Very often rarely Not at all

11. Which place did you prefer to purchase your Royal Enfield bike?

Showroom Direct second hand

Used vehicles dealership

Are you satisfied purchasing there? YES NO

12. How about the availability of spare parts?

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 Readily available don’t get them readily
Don’t have good spares supply Major headache

13. Any major problems after purchasing Royal Enfield bike?

No problem

High maintenance Poor after sales service

High price Low mileage Noisy vehicle

14. How many stars will u rate for your satisfaction level with respect to
power and pick up of your Royal Enfield bike? Poor Average

Good Excellent

15. How many stars will u rate for your satisfaction level with respect to
comfort and safety of your Royal Enfield bike?

16. How many stars will u rate for your satisfaction level with respect to
after sales service of your Royal Enfield bike?

17. How does your friend say to your Royal Enfield bike?

Trendy Macho
68
 High Cost Low mileage

Expensive spare parts

Others- If any

18. What do you think is the major barrier for not purchasing Royal
Enfield bikes by non-bullet riders?

High Maintenance Poor after sales service

High price Low mileage

Poor promotion Noisy vehicle

19. Where do you service your Royal Enfield bike?

Showroom Well known bullet mechanic

Nearby garage self service

20. Do you agree that company takes action towards the complaints lodged
by the customers?

YES NO

Are you satisfied with their replies?

YES NO

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21. How many times have you suggested your friends or relatives to
purchase of Royal Enfield bikes?

1-2 3-4 More than 5

22. Would you like to participate in the Rider Mania organized by the
Royal Enfield club?

YES NO

23.Any suggestions

70
 CHAPTER 4
DATA ANALYSIS
AND
INTERPRETATIO
N

71
TABLE No.1
TABLE SHOWING-THE PROFILE OF THE RESPONDENTS
BASED ON AGE

AGE NO. OF PERCENTAGE

RESPONDENTS
20-24 30 40%
25-29 19 26%
30-34 14 18%
Above 35 12 16%

TOTAL 75 100%

Analysis

From the above table it is clear that 40% of the respondents are aged

between 20 and 24, 26% between 25 and 29, 18% between 30 and 34 and

only 16% aged above 35 years.

Interpretation

It is revealed that majority of respondents are between 20 and 29 years.

From this we can conclude younger generation and middle age are more

interested in Royal Enfield may be because this is the age where they start

earning.

72
GRAPH No.1

GRAPH SHOWING-THE PROFILE OF THE RESPONDENTS

BASED ON AGE

73
TABLE No.2
TABLE SHOWING-THE PROFILE OF THE RESPONDENTS
BASED ON GENDER

GENDER NO. OF PERCENTAGE

RESPONDENTS
MALE 69 92%

FEMALE 6 8%

TOTAL 75 100%

Analysis
From the above table it is clear that 92% of respondents were male and
female respondents constituted just 8% of total responses.
Interpretation
It is clear that most of the users of Royal Enfield are males mostly because
of the manly look of the bikes.

74
TABLE No.3
TABLE SHOWING-THE OCCUPATION OF RESPONDENTS
OCCUPATION NO.OF PERCENTAGE
RESPONDENTS
STUDENT 33 44%

GOVERNMENT 5 6%
SERVICE
EX-SERVICEMEN 3 4%

PROFESSIONAL 21 28%

SELF-EMPLOYED 13 18%

TOTAL 75 100%

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

pursuing their graduation or post graduation studies and 28% were

professionals. 18% of the respondents were self employed, 4% were ex-

serviceman and 6% belonged to government services.

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

including some students because of the looks and power of the bike.

GRAPH No.3
GRAPH SHOWING-THE OCCUPATION OF RESPONDENTS

75
76
TABLE No.4
TABLE SHOWING-THE ANNUAL INCOME GROUP OF RESPONDENTS
INCOME GROUP NO. OF PERCENTAGE
RESPONDENTS
LESS THAN 1,20,000 39 52%

1,20,001-3,60,000 10 14%

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

ABOVE 7,20,000 12 16%

TOTAL 75 100%

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

income of lesser than 1,20,000, 18% had income between 3,60,001 and

7,20,000, 16% earned more than 7,20,000 per annum and 14% had income

between 120001 to 3,60,000.

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

reasonable price range and the people of income bracket less than 1,20,000

can easily afford this Bike.

77
GRAPH No.4
GRAPH SHOWING-THE ANNUAL INCOME GROUP OF
RESPONDENTS

TABLE No.5
78
TABLE SHOWING-THE MODEL OF THE ROYAL ENFIELD THE RESPONDENTS
PRESENTLY OWN
MODEL NO. OF PERCENTAGE
RESPONDENTS
BULLET 500 11 14%

THUNDER BIRD 7 10%

BULLET ELECTRA 15 20%
MACHISMO 500 6 8%

BULLET 350 16 21%

CLASSIC 500/350 17 23%

OTHERS 3 4%

TOTAL 75 100%

Analysis
From the above it is clear that 14% of the respondents own Bullet 500, 10%
of them own Thunder Bird, 20% of them own Bullet Electra, 8% of them
own Machismo 500, 21% of them own Bullet 350 and 23% of them own
Classic 500/350.
Interpretation
It clearly shows that customers are not attracted to only one particular model
due to the variants available and because the Classic 500/350 are the newly
released models they are fast moving now.

GRAPH No.5

79
GRAPH SHOWING-THE MODEL OF THE ROYAL ENFIELD
THE RESPONDENTS PRESENTLY OWN

TABLE No.6

80
TABLE SHOWING- THE PURCHASING WAY OF THE
CUSTOMERS

PURCHASED BY NO. OF PERCENTAGE

RESPONDENTS
CASH 54 72%

LOAN 21 28%

TOTAL 75 100%

Analysis

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

acceptable price range, as we can see that purchasing way of the 72%

respondents are leading in the CASH sector and 28% on loan basis.

Customers are ready to pay for better facilities and technology and they feel

that all bikes deserves that price which Royal Enfield is offering.

Interpretation

It is clear that customers are easily affording the price of Royal Enfield bikes

and they are not feeling much problem with the amount.

GRAPH No.6
81
GRAPH SHOWING- THE PURCHASING WAY OF THE
CUSTOMERS

TABLE No.7

82
TABLE SHOWING- THE NO OF RESPONDENTS CONSIDERING
OTHER MOTORCYCLE WHILE PURCHASING ROYAL ENFIELD
BIKE

YES/NO NO. OF PERCENTAGE

RESPONDENTS
YES 27 36%

NO 48 64%

TOTAL 75 100%

Analysis

From the table it clearly shows that 36% of the respondents did go consider

or checked for an alternative motorcycle and 64% of them did not consider

any other motorcycle while purchasing their Royal Enfield bike.

Interpretation

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

bike and dint even have a look at the nearest alternative bike and this shows

the loyalty of the customers towards the brand Royal Enfield.

GRAPH No.7

83
GRAPH SHOWING- THE NO OF RESPONDENTS
CONSIDERING OTHER MOTORCYCLE WHILE PURCHASING
ROYAL ENFIELD BIKE

84
 TABLE No.8
TABLE SHOWING- THE SOURCE OF AWARENESS FOR CUSTOMERS WHILE
BUYING THEIR ROYAL ENFIELD BIKE
MEDIA NO. OF PERCENTAGE
RESPONDENTS
NEWSPAPERS 6 8%
MAGAZINES 24 32%
FRIENDS 11 14%
ROADSHOW 7 10%
TV ADDS 5 6%
WEBSITE/BLOGS 15 20%
SHOWROOM 7 10%
TOTAL 75 100%

Analysis
As we can see here the major promotional tool which is influencing the
customers is Magazines and Website which is around 32% and 20%
respectively, after that the source of awareness among customers is a mixed
response where in 14% from friends, 10% each from road shows and
showroom, finally newspapers consists 8% and 6% from Television adds
which is very poor.
Interpretation
It clearly shows that Advertisements are rarely recalled and are highly
ineffective amongst non-Bullet riders. It’s clear that Royal Enfield should
concentrate on its advertising campaign to reach the customers.

GRAPH No.8
85
GRAPH SHOWING- THE SOURCE OF AWARENESS FOR
CUSTOMERS WHILE BUYING THEIR ROYAL ENFIELD BIKE

TABLE No.9

86
TABLE SHOWING- THE MILEAGE OF ROYAL ENFIELD AFTER
PURCHASE OF BIKE

MILEAGE NO. OF PERCENTAGE

RESPONDENTS
45km/lit & Above 5 6%

40-45 16 22%
35-40 26 34%

30-35 18 24%
Below 30 10 14%
TOTAL 75 100%

Analysis
From the above table it is clear that 56% of respondents gain mileage of 35-

45km/lit which is really good, 24% of them between 30-35km/lit, 14%

below 30km/lit and 6% above 45km/lit.

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

mileage between 35 and 40 that too on Indian roads with heavy traffic is a

great deal.

GRAPH No.9
87
GRAPH SHOWING-THE MILEAGE OF ROYAL ENFIELD AFTER
PURCHASE OF BIKE

TABLE No.10

88
TABLE SHOWING- THE BREAKDOWN OF BIKES SINCE
PURCHASE OF VEHICLE

FREQUENCY OF NO. OF PERCENTAGE

BREAKDOWN RESPONDENTS
VERY OFTEN 8 10%

RARELY 19 26%

NOT AT ALL 48 64%

TOTAL 75 100%

Analysis

From the above table it is clear that 64% of the respondents say that there is

no problems or breakdown of their bikes after purchase, 26% say rarely their

bikes get repaired and 10% of respondents say their bikes breakdown very

often.

Interpretation

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

it is not problematic and not involved into repair always.

GRAPH No.10
89
GRAPH SHOWING- THE BREAKDOWN OF BIKES SINCE
PURCHASE OF VEHICLE

TABLE No.11
90
TABLE SHOWING- THE PLACE OF PURCHASE OF ROYAL
ENFIELD BIKES & THEIR SATISFACTION LEVEL TOWARDS IT
PLACE OF NO. OF PERCENTAGE
PURCHASE RESPONDENTS
SHOWROOM 48 64%
DIRECT SECOND 22 30%
HAND
USED VEHICLES 5 6%
DEALERSHIP
TOTAL 75 100%

RESPONSE FOR NO. OF PERCENTAGE

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

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

GRAPH No.11

91
GRAPH SHOWING- THE PLACE OF PURCHASE OF ROYAL
ENFIELD BIKES AND THEIR SATISFACTION RESPONSE
TOWARDS IT

92
CHAPTER 5
FINDINGS AND
CONCLUSION

93
FINDINGS

1. It is revealed that majority of users are between 20 to 29 years. From

this we can conclude younger generation and middle age are more

interested in Royal Enfield may be because this is the age where they

start earning.

2. It is clear that most of the users of Royal Enfield are males mostly

because of the manly look of the bikes.

3. Users are mostly Professional males, 20-35 years of age including

some students because of the looks and power of the bike.

4. Royal Enfield is placing their products in the appropriate price range.

As the people of this income bracket less than 1,20,000 can easily

afford this Bike.

5. Customers are not attracted to only one particular model due to the

variants available and because the Classic 500/350 is the newly

released models they are fast moving now.

6. Customers are easily affording the price of Royal Enfield bikes and

they are not feeling much problem with the amount and purchasing

way of most of the customers is leading in cash sector.

94
7. Majority of the customers directly chose Royal Enfield as their bike

and dint even have a look at the nearest alternative bike and this shows

the loyalty of the customers towards the brand Royal Enfield.

8. Advertisements are rarely recalled and are highly ineffective amongst

non-Bullet riders. It’s clear that Royal Enfield should concentrate on its

advertising campaign to reach the customers.

9. It clearly shows that mileage of the Royal Enfield bikes is economical

& mileage between 35 and 40 that too on Indian roads with heavy

traffic is a great deal.

10. Most of the Royal Enfield bikes doesn’t breakdown at all, it is not

problematic and not involved into repair always.

11. It is clear that most of the respondents prefer to buy their bike brand

new from showroom only and majority of the customers are very much

satisfied with the place of purchase of their Royal Enfield bike. This

also shows there is more demand for new bikes.

12. It is clear that majority of the respondents are satisfied with spare parts

availability and we can say that Royal Enfield has good distribution

channel for spare parts in the city.

95
13. It is clear that majority of the people who choose Royal Enfield as

their bike doesn’t have any problems or issues with their bike’s

performance.

14. Majority of the respondents are satisfied with their bikes power and

pick up. This shows Royal Enfield has an excellent satisfaction level

within the customer

15. Majority of the respondents are satisfied with their bikes comfort and

safety. This shows Royal Enfield has an excellent satisfaction level

within the customers.

16. Majority of the respondents are satisfied with their after sales service

and few respondents are not at all satisfied. This shows Royal Enfield

has a good satisfaction level within the customers.

17. It is clear that People who choose not to buy Bullets do so because of

low promotion, high price and maintenance. So Royal Enfield should

concentrate on their promotional campaigns and make sure it reaches

the common man.

18. It is clear that most of the respondents service their bikes in the

showrooms and also with a well known bullet mechanic. There is no

96
 much difference but this shows people have less trust with the

showroom service.

19.Most of the respondents agree that the company takes action towards

the complaints lodged by the customers and also the satisfaction level

of the customers is very high. This shows Royal Enfield checks at the

complaints registered by their customers on regular basis to maintain

its brand value.

20.Majority of the respondents are very much interested in Rider Mania

and also shows that respondents are very passionate Enfield fans.

97
CONCLUSION

The study has helped Royal Enfield dealers to understand whether

the customers are satisfied or not. If not what are main reasons for
dissatisfaction of customer towards the dealer and what are the ways of
improving the satisfaction level of customer towards dealer.
We can conclude younger generation and middle age are more
interested in Royal Enfield, the buying behavior is governed predominantly
by the need for Power and respect for the iconic Brand and users are mostly
Professional Males, 20-35 years of age, including some students. Most of the
customers are attracted to newly released Classic 350/500, also customers
are easily affording the price of Royal Enfield bikes and customers are very
loyal towards the brand Royal Enfield.
Royal Enfield should concentrate on its advertising campaign to
reach the customers, mileage of the Royal Enfield bikes is very economical
and most of them prefer to buy their bike brand new from showroom with
the spare parts available in market easily.
Royal Enfield has an excellent satisfaction level within the customer
for its power, pick up, comfort, safety and with after sales service.
It is clear that Royal Enfield checks at the complaints registered by
their customers on regular basis to maintain its brand value and entire Royal
Enfield owner are passionate Royal Enfield fans.

98
 CHAPTER 6
SUGGESTIONS

SUGGESTIONS
99
 Aggressive selling- The Company should follow an aggressive selling

concept. A non-aggressive selling concept which is clearly visible in

its advertising campaign which does not hit on the customer rather

aims to provide information in a subtle manner.

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

print media are absolutely out of touch with the Indian culture and

thought process. An Indian consumer irrespective of their income

level has a soft corner for traditions and culture of India. Hence, all

companies including market leaders like Hero Honda and Bajaj

capitalize on this behavior of customers and design their ad campaigns

keeping India in mind.

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

that Royal Enfield was quite weak in following up with prospective

customers.

 Measures should be taken to improve its dealership- Showrooms are

very small in size and do not reflect the quality and scale of Royal

Enfield in the market.

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

that Royal Enfield is not satisfying all their customers in after sales

services, employees at dealership sometimes use harsh words and

become rude to the customers, parts of the bike are not easily
100
 available in the market. This is the major drawback in capturing the

market share so Royal Enfield should take some better steps to satisfy

and retain their customers.

 Increase in customer query response- During the study it was found

that dealers are not satisfying the queries of customers and so

suggested to increase customer query response by dealers.

 Youth oriented promotion- Company should focus more on younger

generation as it can increase sales and market share in Mirzapur.

 Purchasing way of customers- Customers are easily affording the

price of Royal Enfield bikes and they are not feeling much problem

with the amount. But the company should also take some steps

towards making purchase easier through bank loans and EMI’s.

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

Respect, Power, Safety and Comfort.

 Brand ambassador- A non-flamboyant well-built brand ambassador

may be chosen to represent the Brand. It is necessary for Royal

Enfield to have a brand ambassador from India to connect with the

Indian customer.

101
 Build iconic status- Royal Enfield should concentrate on building

around the iconic status it already enjoys if it plans to attract

customers migrating to other manufacturers.

102
 BIBLIOGRAPHY

Books Referred

 Marketing Management, 13th edition - Philip Kotler

 Survey Research Methods - Charles

Babbie

Magazines Referred

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

Enthusiasts.

 Royal Enfield Magazine, The BEAT.

Websites Referred

 www.google.com

 www.royalenfield.com

 www.wikipedia.org

 www.enfieldmotorcycles.com

103