CHAPTER 1

INTRODUCTION

1.1BACK GROUND OF THE STUDY

The 150cc Premium bike segment is witnessing a high growth in the two wheeler
market. This segment is about the style and performance coupled with fuel efficient
motorcycles. Bajaj motors and scooters India Ltd offers Pulsar in this segment. This
research is to find out the level of customer satisfaction and expectation of the Bajaj
Pulsar users in the city of Trivandrum, so that Pressana Motors, the dealership for Bajaj
motors and scooters in Trivandrum city can improve the level of customer satisfaction
and also make the company aware about the customer’s expectation from the Pulsar
motorcycle.

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 of a Scorec
ard. In acompetitive marketplace where businesses compete for customers,
customer satisfaction is seen as a key differentiator and increasingly has
become a key element of business strategy. There is a substantial body of
empirical literature that establishes the benefits of customer satisfaction for
firms

Measuring customer satisfaction

Organizations need to retain 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 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.

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The level of satisfaction can also vary depending on other factors the customer, such as
other products against which the customer can compare the organization's products.

Improving Customer Satisfaction

Published standards exist to help organizations develop their current levels
of customer satisfaction. The(TICSI) has released The International Customer Service
Standard (TICSS). TICSS enables organizations to focus their attention on delivering
excellence in the management of customer service, whilst at the same time providing
recognition of success through a3rd Party registration scheme. TICSS focuses an
organization’s attention on delivering increased customer satisfaction by helping the
organization through a Service Quality Model.

TICSS Service Quality Model uses the 5 P's - Policy, Processes, People, Premises,
Product/Services, as well as performance measurement. The implementation of a
customer service standard should lead to higher levels of customer satisfaction, which in
turn influences customer retention and customer loyalty.

Customer Satisfaction – a Critical Component of Profitability

Exceptional cervices results in greater retention, which in turn results in higher
profitability. Customer loyalty is a major contributor to sustainable growth. To achieve
success, you must make superior service second nature of your organization. A seamless
integration of all components in theservice-profitchain – satisfaction, creation, customer
satisfaction, customer loyalty, and profit and growth – links all the critical dynamics of
top customer service.

Customer Expectations
Customer is defined as anyone who receives that which is produced by the
individual or organization that has value. Customer expectations are continuously
increasing. Brand loyalty is a thing of the past. Customers seek out products and
producers that are best able to satisfy their requirements. A product does not need to be
rated highest by customers on all dimensions, only on those they think are important.

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Measuring Customer Satisfaction
To execute a successful client satisfaction survey, build one that your customers
have the time and inclination to respond to, and that delves into the types of information
that will truly help enhance your performance. By carefully constructing a brief, yet
strong, survey, you can discover what your customers believe your strengths and
weaknesses are and what makes your customers loyal to your company.

Customers for Life

By: Brian Tracy The purpose of a business is to create and keep a customer . If a
business successfully creates and keeps customers in a cost-effective way, it will make a
profit while continuing to survive and thrive. If, for any reason, a business fails to attract
or sustain sufficient number of customers, it will experience losses. Too many losses will
lead to the demise of the enterprise.

According to Dun and Bradstreet, the single, most important reason for the failure
of businesses in America is lack of sales. And, of course, this refers to resale as well as
initial sales. So your company’s job is to create and keep a customer, and your job is
exactly the same. Remember, no matter what your official title is, you are salesperson for
yourself and your company. 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 isless
sensitive to price, offers product or service ideas to the company, and costs less to serve
than new customers because transactions are routine. It could mean early delivery, on-

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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. Although the customer-
centered firm seeks to create high customer satisfaction, that is not its ultimate goal. The
company might be able to increase its profitability by means other than increased
satisfaction.

1.2 INDUSTRY PROFILE

Global Two Wheeler Industry- A Perspective:

The motorcycle industry will cruise to its 12th straight year of growth. What's
more amazing, 24% more units were sold in the past four years than in the entire 1990s:

It's smooth riding for the motorcycle industry, which is on the road to its 12th year
of consecutive growth, says the Motorcycle Industry Council (MIC). According to the
not-for-profit national trade association based in California, year-to-date sales have
increased 4.4% through October 2004, making it another growth year for the U.S.
motorcycle market.

In fact, the popularity of motorcycles in the U.S. has accelerated so rapidly that
24% more units have been sold in the past four years than in the entire previous decade
(1990-1999). "Sales are at an all-time-record high, all brands, all styles," John Wyckoff, a
veteran industry consultant, tells American International Automobile Dealers. "It just
took off like a flying goose."

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 And the market's long-term trajectory is just as impressive. "Our industry's 12-
year growth cycle is nothing short of spectacular," says MIC president, Tim Buche.
"Motorcycling today is more mainstream than ever and the numbers prove it. The new
MIC Owner Survey shows that since 1998, there has been a 34% increase in the number
of motorcycles in use in the United States."

In 2003, robust demand was reflected in strong new unit sales which topped
996,000, up from 936,000 units in 2002. If the current rate of growth holds, MIC
estimates that 2004 new unit sales of motorcycles could clear 1 million. Overall, the
association anticipates revenues to exceed $20 billion in consumer sales and services,
including some $7.5 billion in retail sales of new units.

In the global motorcycle industry, Milwaukee-based Harley-Davidson, along with

BMW and Ducati, is claiming niche markets while Bajaj, Kawasaki, Suzuki and Yamaha
held the top spots from 1975 to 2003, according to a Stanford Technology Ventures
Program report. Harley-Davidson has bounced back from near collapse in the early 1980s
to dominate the market for large custom motorcycles.

In the U.S., motorcycles are more popular than ever and more likely to be owned
by women, according to the latest Motorcycle Owner Survey, conducted by MIC. The
survey also found:

• Easy ridin' catches on. An estimated 24 million people in the U.S. hopped on a
motorcycle at least once in 2003.

• Ruling the road. The 34% rise in the number of motorcycles since 1998 translates to
about 8.8 million motorcycles in use in the U.S.

• More women enjoying a sweet ride. The ranks of female motorcycle owners are
increasing. The proportion of motorcycles owned by women reached 9.6% in 2003, up
from 6.4% in 1990.

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• Not as freewheeling as you would think. More than half of motorcycle owners are
married. Additionally, the median household income of motorcycle owners is higher than
that of the U.S. population as a whole. Also, more motorcyclists today have white-collar
jobs.

• More mature and likely to have matriculated. The median age of motorcycle riders is
42, up from 38 in 1998. Additionally, more riders today have college degrees--29%
compared to 23% in 1998.

• Brand spanking new. A greater percentage of motorcycles in use are purchased new,
rising to 43% in 2003 from 33% in 1998.

Global motorcycle demand is forecast to advance 4.9 percent annually through

2009 to 41.6 million units -- valued at almost $40 billion. And motorcycles will run on
soybeans in 2007.

Worldwide demand for motorcycles remains strong despite the slowdown in

growth in key markets such as China, which is rapidly transitioning toward cars for its
transportation needs, according to a November study by the Freedonia Group, Inc.

The industrial market research firm’s report forecasts global demand for
motorcycles to advance 4.9 percent annually through 2009 to 41.6 million units, valued at
almost $40 billion. However, this is still down from a 6.8 percent annual increase from
1999 through 2004, as an article in IndustryWeek this week pointed out.

Demand for all categories of motorcycles is expected to remain healthy, and

increased growth in all categories will be seen in developed markets, where rising fuel
prices and — in some markets — continued restrictions in car use “are stoking interest in
the exceptional fuel economy and cost-effectiveness of motorcycles,” the Cleveland-
based research firm noted. So fuel efficiency and continued restrictions on car use in
developed markets were cited as reasons for the continued growth.

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 However, while the market for expensive high-powered motorcycles also is
expected to remain strong, its aging United States and Western European customer base is
raising concerns. As well, restrictions on motorcycle use in China’s large metropolitan
areas and some other Asian countries will likely cause a shift in demand away from urban
areas to more rural markets, according to the Freedonia Group’s “World Motorcycles”
report.

The new study breaks down into essentially two separate motorcycle markets: one
is centered in the industrialized Triad (i.e., the U.S., Japan and Western Europe), where
motorcycles are seen as pleasure vehicles by consumers already owning one+
automobile(s); the other, a much larger market in unit terms, is found in the emerging
economies of Asia, where motorcycles are seen as primary family and work vehicles. The
latter vehicles are cheaper, smaller and less powerful than Triad motorcycles.

While Asia is dominant in terms of unit volume, most major manufacturers focus
their efforts on developed markets such as North America, as they derive far higher
revenues per unit via sales in these developed markets

HISTORY OF INDIAN TWO WHEELER INDUSTRY

India is the second largest manufacturer and producer of two-wheelers in the

world. It stands next only to Japan and China in terms of the number of two-wheelers
produced and domestic sales respectively. This distinction was achieved due to variety of
reasons like restrictive policy followed by the Government of India towards the passenger
car industry, rising demand for personal transport, inefficiency in the public
transportation system etc.

The Indian two-wheeler industry made a small beginning in the early 50s when
Automobile Products of India (API) started manufacturing scooters in the country. Until
1958, API and Enfield were the sole producers.

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 In 1948, Bajaj Auto began trading in imported Vespa scooters and three-wheelers.
Finally, in 1960, it set up a shop to manufacture them in technical collaboration with
Piaggio of Italy. The agreement expired in 1971.

In the initial stages, the scooter segment was dominated by API, it was later
overtaken by Bajaj Auto. Although various government and private enterprises entered
the fray for scooters, the only new player that has lasted till today is LML.

Under the regulated regime, foreign companies were not allowed to operate in
India. It was a complete seller market with the waiting period for getting a scooter from
Bajaj Auto being as high as 12 years.

The motorcycles segment was no different, with only three manufacturers viz
Enfield, Ideal Jawa and Escorts. While Enfield bullet was a four-stroke bike, Jawa and
the Rajdoot were two-stroke bikes. The motorcycle segment was initially dominated by
Enfield 350cc bikes and Escorts 175cc bike.

The two-wheeler market was opened to foreign competition in the mid-80s. And
the then market leaders - Escorts and Enfield - were caught unaware by the onslaught of
the 100cc bikes of the four Indo-Japanese joint ventures. With the availability of fuel
efficient low power bikes, demand swelled, resulting in Hero Bajaj - then the only
producer of four stroke bikes (100cc category), gaining a top slot.

The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki
and Hero Bajaj brought in the first two-stroke and four-stroke engine motorcycles
respectively. These two players initially started with assembly of CKD kits, and later on
progressed to indigenous manufacturing. In the 90s the major growth for motorcycle
segment was brought in by Japanese motorcycles, which grew at a rate of nearly 25%
CAGR in the last five years.

The industry had a smooth ride in the 50s, 60s and 70s when the Government
prohibited new entries and strictly controlled capacity expansion. The industry saw a

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sudden growth in the 80s. The industry witnessed a steady growth of 14% leading to a
peak volume of 1.9mn vehicles in 1990.

The entry of Kinetic Bajaj in mid-eighties with a variometric scooter helped in

providing ease of use to the scooter owners. This helped in inducing youngsters and
working women, towards buying scooters, who were earlier inclined towards moped
purchases. In the 90s, this trend was reversed with the introduction of scooterettes. In line
with this, the scooter segment has consistently lost its part of the market share in the two-
wheeler market.

In 1990, the entire automobile industry saw a drastic fall in demand. This resulted
in a decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn
vehicles. Barring Hero Bajaj, all the major producers suffered from recession in FY93
and FY94. Hero Bajaj showed a marginal decline in 1992.

The reasons for recession in the sector were the incessant rise in fuel prices, high
input costs and reduced purchasing power due to significant rise in general price level
and credit crunch in consumer financing. Factors like increased production in 1992, due
to new entrants coupled with the recession in the industry resulted in companies either
reporting losses or a fall in profits.

Yamaha motors opened its wholly owned Indian operations by 2000 and still they
are thriving for success with meager sales volume when compared to industry average.
Bajaj motors and scooters India, a wholly owned subsidiary of Bajaj motor corporation
commenced its Indian operation in august 1999 with a single model( Activa scooter).

Indian Two-Wheeler Industry: A Perspective

Automobile is one of the largest industries in global market. Being the leader in
product and process technologies in the manufacturing sector, it has been recognised as
one of the drivers of economic growth. During the last decade, well¬-directed efforts
have been made to provide a new look to the automobile policy for realising the sector's
full potential for the economy. Steps like abolition of licensing, removal of quantitative

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restrictions and initiatives to bring the policy framework in consonance with WTO
requirements have set the industry in a progressive track. Removal of the restrictive
environment has helped restructuring, and enabled industry to absorb new technologies,
aligning itself with the global development and also to realise its potential in the country.
The liberalisation policies have led to continuous increase in competition which has
ultimately resulted in modernisation in line with the global standards as well as in
substantial cut in prices. Aggressive marketing by the auto finance companies have also
played a significant role in boosting automobile demand, especially from the population
in the middle income group

Evolution of Two-wheeler Industry in India

Two-wheeler segment is one of the most important components of the automobile

sector that has undergone significant changes due to shift in policy environment. The
two-wheeler industry has been in existence in the country since 1955. It consists of three
segments viz. scooters, motorcycles and mopeds. According to the figures published by
SIAM, the share of two-wheelers in automobile sector in terms of units sold was about 80
per cent during 2003-¬04. This high figure itself is suggestive of the importance of the
sector. In the initial years, entry of firms, capacity expansion, choice of products
including capacity mix and technology, all critical areas of functioning of an industry,
were effectively controlled by the State machinery. The lapses in the system had invited
fresh policy options that came into being in late sixties. Amongst these policies,
Monopolies and Restrictive Trade Practices (MRTP) and Foreign Exchange Regulation
Act (FERA) were aimed at regulating monopoly and foreign investment respectively.
This controlling mechanism over the industry resulted in: (a) several firms operating
below minimum scale of efficiency; (b) under-utilisation of capacity; and (c) usage of
outdated technology. Recognition of the damaging effects of licensing and fettering
policies led to initiation of reforms, which ultimately took a more prominent shape with
the introduction of the New Economic However, the major set of reforms was launched
in the year 1991 in response to the major macroeconomic crisis faced by the economy.
The industrial policies shifted from a regime of regulation and tight control to a more
liberalised and competitive era. Two major results of policy changes during these years in

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two-wheeler industry were that the, weaker players died out giving way to the new
entrants and superior products and a sizeable increase in number of brands entered the
market that compelled the firms to compete on the basis of product attributes. Finally, the
two-¬wheeler industry in the country has been able to witness a proliferation of brands
with introduction of new technology as well as increase in number of players. However,
with various policy measures undertaken in order to increase the competition, though the
degree of concentration has been lessened over time, deregulation of the industry has not
really resulted in higher level of competition.

A Growth Perspective

The composition of the two-wheeler industry has witnessed sea changes in the
post-reform period. In 1991, the share of scooters was about 50 per cent of the total 2-
wheeler demand in the Indian market. Motorcycle and moped had been experiencing
almost equal level of shares in the total number of two-wheelers. In 2003-04, the share of
motorcycles increased to 78 per cent of the total two-wheelers while the shares of
scooters and mopeds declined to the level of 16 and 6 per cent respectively. A clear
picture of the motorcycle segment's gaining importance during this period is exhibited by
the Figures 1, 2 and 3 depicting total sales, share and annual growth during the period
1993-94 through 2003-04.

National Council of Applied Economic Research (NCAER) had forecast two-wheeler

demand during the period 2002¬-03 through 2011-12. The forecasts had been made using
econometric technique along with inputs obtained from a primary survey conducted at 14
prime cities in the country. Estimations were based on Panel Regression, which takes into
account both time series and cross section variation in data. A panel data of 16 major
states over a period of 5 years ending 1999 was used for the estimation of parameters.
The models considered a large number of macro-economic, demographic and socio-
economic variables to arrive at the best estimations for different two-wheeler segments.
The projections have been made at all India and regional levels. Different scenarios have
been presented based on different assumptions regarding the demand drivers of the two-

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wheeler industry. The most likely scenario assumed annual growth rate of Gross
Domestic Product (GDP) to be 5.5 per cent during 2002¬-03 and was anticipated to
increase gradually to 6.5 per cent during 2011¬-12. The all-India and region-wise
projected growth trends for the motorcycles and scooters are presented in Table . The
demand for mopeds is not presented in this analysis due to its already shrinking status
compared to' motorcycles and scooters.

It is important to remember that the above-mentioned forecast presents a long-

term growth for a period of 10 years. The high growth rate in motorcycle segment at
present will stabilize after a certain point beyond which a condition of equilibrium will
set the growth path. Another important thing to keep in mind while interpreting these
growth rates is that the forecast could consider the trend till 1999 and the model could not
capture the recent developments that have taken place in last few years. However, this
will not alter the regional distribution to a significant extent.

1.3 COMPANY PROFILE

ABOUT US
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 across several countries in Latin
America, Africa, Middle East, South and South East 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.

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His son, Kamalnayan Bajaj, then 27, took over the reigns 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 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 INR.72 million to INR. 120
billion, its product portfolio has expanded 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

Bajaj Auto is the flagship of the Bajaj group of companies. The group comprises of 34
companies and was founded in the year 1926.

The companies in the group are:

Bajaj Auto Ltd.
 Bajaj Holdings & Investment Ltd.
 Bajaj Finserv Ltd.
 Bajaj Allianz General Insurance Company Ltd.
 Bajaj Allianz Life Insurance Co. Ltd
 Bajaj Financial Solutions Ltd.
 Bajaj Auto Finance Ltd.
 Bajaj Allianz Financial Distributors Ltd.
 Bajaj Auto Holdings Ltd.
 P T Bajaj Auto Indonesia (PTBAI)
 Bajaj Auto International Holdings BV
 Bajaj Electricals Ltd.
 Hind Lamps Ltd.
 Bajaj Ventures Ltd.
 Mukand Ltd.
 Mukand Engineers Ltd.
 Mukand International Ltd.
 Bajaj Sevashram Pvt. Ltd.
 Jamnalal Sons Pvt. Ltd.
 Rahul Securities Pvt Ltd
 Shekhar Holdings Pvt Ltd
 Madhur Securities Pvt Ltd
 Niraj Holdings Pvt Ltd
 Shishir Holdings Pvt Ltd
 Kamalnayan Investments & Trading Pvt Ltd
 Sanraj Nayan Investments Pvt. Ltd.
 Hercules Hoists Ltd.
 Hind Musafir Agency Pvt. Ltd.

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  Bajaj International Pvt. Ltd.
 Bachhraj Factories Pvt. Ltd.
 Baroda Industries Pvt. Ltd.
 Jeevan Ltd.
 Bachhraj & Co Pvt Ltd
 The Hindustan Housing Co. Ltd.
 Hospet Steels Ltd

CODE OF CONDUCT
Bajaj Auto Limited (herein after referred to as the "Company") hereby adopts the
following Code of Conduct for Affirmative Action. This will be effective from 1st
December 2006.
 The Company affirms that its competitiveness is interlinked with the well being of

all sections of the Indian society.

 The Company believes that equal opportunity in employment for all sections of

the society is a component of its growth and competitiveness. It further believes that
inclusive growth is a component of growth and development of the country.
 The Company affirms the recognition that liersity to reflect socially disadvantages

sections of the society in the workplace has a positive impact on business.

 The Company will not practice nor support conscious discrimination in any form.
 The Company does not bias employment away from applicants belonging to

disadvantaged sections of society if such applicants possess competitive skills and job
credentials.
 The Company's selection of business partners is not based on any considerations

other than normal business parameters. In case of equal business offers, the Company
will select a business partner belonging to a socially disadvantaged section of society.
 This Code of Conduct for Affirmative Action will be put up on the company web-

site to encourage applications from socially disadvantaged sections of society.

 The Company makes all efforts for upskilling and continual training of all its

employees in order to enhance their capabilities and competitive skills. No discrimination

of any type will be shown in this process.
 The Company may have a partnership programme with educational institution/s to

support and aid students from socially disadvantaged sections of society.

 The Company will maintain records of Affirmative Action.
 The Company has nominated Mr. Amrut Kumar Rath, Vice President (HR), to

oversee and promote the Affirmative Action policies and programmes. He will be
accountable to the Chairman.

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  The Company will make available its learning and experiences as a good
corporate citizen in Affirmative Action to other companies desiring to incorporate such
policies in their own business

BAJAJ PULSAR
The Bajaj Pulsar is a motorcycle brand owned by Bajaj Auto in India. The two wheeler
was developed by the product engineering division of Bajaj Auto in association with
Tokyo R&D, and later with motorcycle designer Glynn Kerr. Currently there are five
variants available, with engine capacities of 135 cc, 150 cc, 180 cc, 200 cc, and 220 cc.
Previously it was also offered with a 200 cc DTS-i oil cooled engine, which now has been
discontinued. Instead a new version Pulsar 200NS was launched in 2012. With an
average monthly sales of around 86,000 units in 2011, Pulsar claimed a 2011 market
share of 47% in its segment. By April 2012, more than five million units of Pulsar were
sold. The Bike was named after the Nissan Pulsar from 1978 to 2007.

Before the introduction of the Pulsar, the Indian motorcycle market trend was towards
fuel efficient, small capacity motorcycles (that formed the 80–125 cc class). Bigger
motorcycles with higher capacity virtually did not exist (except for Enfield Bullet). The
launch and success of Hero Bajaj CBZ in 1999 showed that there was demand for
performance bikes. Bajaj took the cue from there on and launched the Pulsar twins in
India on 24 November 2001.[5] Since the introduction and success of Bajaj Pulsar, Indian
youth began expecting high power and other features from affordable motorcycles.

The project was faced with internal resistance, reservations by Mckinsey and doubts on
its effects on Bajaj's relation with Kawasaki. The project required approximately 36
months for completion and cost Bajaj 1 billion`

EVOLUTION
2001
The original Pulsar came with a 150 cc air-cooled, single-cylinder, petrol, spark-
ignited four-stroke engine which made 13 HP of maximum power. They featured a
single spark plug to ignite the air-fuel mixture fed from a carburetor, simple spring shock
absorbers, round headlamp dome and 1,265 mm wheelbase. Disc brakes as standard
equipment was a novelty in Indian motorcycles of the early 2000s. Other standard

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features were parking lights and an aircraft-type fuel tank lid. The design of the
motorcycle was inspired by a wide open muscular human arm.
In mid-2001, the Indian Army ordered 1500 Bajaj Pulsars for its defense personnel. This
projected the bike to the masses and Bajaj Auto which was at that time known for its
scooters, started selling more bikes than it ever sold scooters. The first pulsar ever built
by Bajaj, is known to be currently worth about 17,000 dollars, it is owned by Sir
Ramansh Bhardwaj.

The 180 cc version made 15 HP of maximum power and came with a twin-tone horn,
which was optional equipment on the 150 cc version. Electric Start (ES) was offered as
standard feature in the 180 cc model and optional on the 150 cc model
2003
2003 Model bajaj pulsar 150 cc
The second generation Pulsars featured Bajaj Auto's newly developed DTSi technology,
which increased the power rating of both versions by 1 hp (0.75 kW) each and also
increased fuel economy. This model also introduce a new headlamp assembly, 1,320 mm
wheelbase, and standard twin-tone horn and trip meter.

2005
In 2005, Bajaj launched another upgrade of the Pulsar. The bike was offered with 17-inch
(430 mm) alloy wheels as standard option, and the stance was also lowered by about
12 mm. It was the first time any bike maker in India had offered 17-inch (430 mm)
profile wheels at the rear. The fuel tank now had a capacity of only 18 litres. The power
output was now further increased to 13.5 hp (10.1 kW) @ 8500 rpm for the 150 while it
increased to 16.5 hp (12.3 kW) @ 8500 rpm for the 180. The rear shock absorbers were
now gas-filled Nitrox absorbers.

2006
Bajaj introduced another version of Pulsar (UG III). New features included: pilot lamps
separated from the main headlamp, turn indicators with clear lenses and amber bulb, self-
cancelling turn indicator switch, flush LCD screen with digital read-out of key vehicle
data, non-contact speed sensor, non-contact backlit switches, twin-stripe LED tail-light
assembly and side panels altered for a sharp, tapering-towards-the-rear look. The engine
had increased torque availability, reduced vibration and improved gear shift feel. cc
variants.

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2007
Main article: Bajaj Pulsar 220 DTS-Fi
In July 2007, Bajaj began selling the Bajaj Pulsar 220 DTS-Fi and Pulsar 200 DTS-i, the
former featuring fuel injection and oil cooled engines, a digital dash, and modern styling.
This bike has some features which are totally new to the Indian market, like the fuel
injection itself, rear disc brake and clip-on handlebars (the first two only available in the
220 model).

2008
The new Pulsar has many firsts to its credit. It comes equipped with an oil cooler, which
helps control engine oil temperatures at sustained high speeds and rpms, thus ensuring
more stable engine oil viscosity.

The new digital console is an advanced version of the latest Pulsar family. Apart from the
Digital Odometer, Digital Speedo Meter, Digital Fuel Gauge, Self Cancelling Indicators
and two Digital Trip Meters, the console on the 200 cc Pulsar DTS-I has indicators for
the air filter condition, engine temperature, battery voltage and oil level.

2009
Bajaj released the UG IV (fourth upgrade) versions of the Pulsar 150 and Pulsar 180 in
April 2009. The upgrades for the Pulsar 150 included an all-black theme, tank scoops
similar to those on the Pulsar 200, a 3D Pulsar logo, and a changed electrical system (full
DC). Power also increased from 13.5 HP to 14.09 HP (at 8,500 rpm).

Electrical enhancements like auto head light switch-off after few seconds of turning the
engine off to protect the battery, self-cancelling turn signals, icon illumination (horn icon,
indicator icon, engine cut off icon, etc.), side stand warning light, duel digital trip meter,
low fuel warning light (which also flashes when the engine is revved too hard), and low
battery indicator are common features among all the variants and Auto Choke System in
220 Variant.

The Pulsar 180 received upgrades like wider tyres, split seat, tank scoops, clip-on
handlebars, 3D Pulsar logo, swing arm suspension borrowed from Pulsar 200, and thicker
forks. The power was increased to 17 PS. Bajaj launched a carbureted version of Pulsar
220 on June 2009, tagging it as "the fastest bike in India". It also discontinued the

17
production of Pulsar 200 on July 2009.Bajaj also introduced a new Light Sports version
of Pulsar named as Pulsar 135LS. It is the first bike in India to contain 4-valve DTS-i
technology. It consists 4 smaller valves rather than 2 standard bigger valves, styling also
is changed and looks become more aggressive. The bike is ARAI certified for 68.5 km/l
and weights only 122 kg.

2010
Bajaj released the UG 4.5 versions of the Pulsar 150. The upgrades for the Pulsar 150
included an clip-on handlebars like those in Pulsar 135LS. Power also increased from
14.09 HP to 15.06 HP (at 9,000 rpm). A naked version of Pulsar 220 is also launched,
named as Pulsar 220S (Street Fighter) which retains everything from Pulsar 220 except
the front fairing. Front fairing is similar to Pulsar 180/150. Old Pulsar 220 is now named
as Pulsar 220F.

2011
Bajaj released Pulsar 135LS,150,180 and 220F.

2012
2012 marked the entry of Bajaj's latest design, the Pulsar 200NS (NS standing for Naked-
Sport). The bike has a revised 200 cc liquid cooled engine, which produces 23.17 bhp
(17.28 kW) at 9,500 rpm and 18.3 N·m (13.5 lbf·ft) at 8,000 rpm. It has a new triple-
spark design, along-with a new four-valve SOHC. The company claims a top speed of
136 km/h (85 mph). It does not have fuel injection like its predecessor, the Pulsar 220Fi.
It has a petal disc brake on the front, a disc brake on the rear wheel, and a gas-charged
monoshock. It is expected to be launched by mid-end April 2012. Claimed fuel economy
is 58 kilometres per litre (140 mpg-US) when ridden under 60 km/h Design of the 200NS
was by Bajaj lead designer Edgar Heinrich, who left Bajaj to become head of BMW
Motorrad design in mid-2012.

2014
At the February 2014 Auto Expo, Bajaj announced two new 375 cc Pulsar variants: the
CS400, an unfaired "street-naked" compared stylistically to the Ducati Diavel, and the

18
SS400, with a full fairing. Models shown were described by press as "near-production
prototypes

TECHNOLOGY
DTSi

DTSi stands for Digital Twin Spark Ignition, a Bajaj Auto trademark. Bajaj Auto holds an
Indian patent for the DTSi technology. The Alfa Romeo Twin-Spark engines, the BMW
F650 Funduro which was sold in India from 1995 to 1997 also had a twin-spark plug
technology, and the Rotax motorcycle engines, more recently Bajaj's iDSI Vehicle
engines use a similar arrangement of two spark-plugs. However very few small capacity
engines did eventually implement such a scheme in their production prototypes

Patent infringement allegations

In September 2007, Bajaj Auto filed a claim accusing that the development of TVS
Flame was in violation of their patent for DTS-I.TVS Motors to sue Bajaj Auto for
libel. On February 2008, the Madras High Court in Chennai restrained TVS from
launching it with the twin spark plug technology. TVS appealed against this decision,
claiming that crucial evidence was not taken into account and in March 2008, launched
the Flame with a modified engine containing one spark plug. The DTSi idea is a simple
one to understand – it involved usage of two spark plugs (instead of one) per engine
cylinder. On 16 September 2009 the Supreme Court of India permitted TVS Motors to
manufacture and sell the 125 cc TVS Flame with Twin Spark Technology.

ExhausTEC

ExhausTEC stands for Exhaust Torque Expansion Chamber, a technology patented by

Bajaj The technology involves use of a small chamber connected to the exhaust pipe of
the engine to modify the back-pressure and the swirl characteristics, with an aim to
improve the low-end performance of the bikes. The ExhausTEC technology is claimed to
be highly effective in improving the low- and mid-range torque.

1.4 STATEMENT OF PROBLEM

19
 Although Pulsar is a well brought out product from Bajaj with a commendable
market share, it still lags behind the market leader in sales terms. This study is
undertaken to find out the level of customer satisfaction and expectation of Bajaj
Pulsar users in city of Trivandrum.

1.5 SCOPE OF THE STUDY

This study shall make the company aware of the various expectations of the
customer’s, from the Pulsar motorcycle. So that the company can bridge the gap between
the customer’s expectation from the product and the actual product delivered. Satisfying
the needs and addressing their expectations will enable the company to increase the sales
of Pulsar motorcycle.

1.6OBJECTIVE OF TH E STUDY
Primary Objective
To study the customer satisfaction and expectation of Bajaj Pulsar users in the city of
Trivandrum.

Secondary Objective
1) To find out the existing level of satisfaction of Bajaj Pulsar Users.
2) To find out the various expectations and preferences among the customers of
Pulsar.
3) To find the perception on the various expectations among the customers on certain
selected factors.
4) To suggest the organization about the upgrades that can be made to the Bajaj
Pulsar based on the customer’s opinion

1.7 LIMITATIONS OF THE STUDY

 The population is limited only to 150 respondents.
 Geographical area span with in Trivandrum city limits.

20
 The data collection is based on the convenience sampling so there shall be bias in
the collection of data.

21
 CHAPTER II
REVIEW OF LITERATURE
Elinor Johnson(1984)
This study is based upon the premise that creating value is the basis for all
businesses. The research problem and ultimate purpose of the study is to determine how
customer perceived value can be improved at the Liberty Program, Naples Italy.

Maria Hansson; Gunilla Hansson(2003)

How shall effective and satisfactory replenishment planning and information
sharing be designed to improve the security of consumer satisfaction? In which areas is it
most essential to do changes in order to come closer to a more desirable replenishment
planning and information sharing situation in the food supply chain?

Laleh Nosrati(1993)
The daily growth of the internet and e-commerce has changed the way of
marketing and selling products and services. As a result of development in electronic
information resources and the evolution of the "digital age" product sellers and
information service providers face many new challenges

na Landua(1986)
Research Question/Purpose: Due to environmental legislation, economic
influences and increasing concern about the environment among the
general public, today’s businesses are becoming more committed to environmental issues.
Some enterprises yet have implemented a green strategy.

Parmita Saha; Yanni Zhao(2005)

In the last few years we have witnessed substantial growth of internet-based
services, both from pure Internet businesses and from traditional companies that are
developing online services. One of the key challenges of the Internet as a service delivery

22
channel is how they manage service quality, which holds a significant importance to
customer satisfaction.

Saadullah Khan(1994)
In the world of banking, the development in information technology has an
enormous effect on development of more flexible payment methods and more-user
friendly banking services. Electronic banking services are new, and the development and
diffusion of these technologies by financial institutions is expected to result in a more
efficient banking system.

Mojdeh Ghezelayagh(1995)
Banking, one of the most information intensive sectors, is an ideal domain for the
successful development of e-commerce. The present study focuses on e-commerce
opportunities for improving customer services in the Iran banking sector.

23
 CHAPTER III
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
The research is descriptive in nature as the study was done to find out the level of
customer satisfaction and expectation. The researcher has no control over the variables
and they are independent of the state of affairs.

SAMPLING DESIGN
Non-Probability sampling
Non-Probability sampling is that sampling procedure which does not afford any
basis for estimating the probability that each item in the population has of being included
in the sample. The items in the population are selected deliberately. The personal element
has a great chance of entering into the selection of the sample. Basically the research has
been conducted based on the road survey, so population is distributed very wide. Here
convenience sampling technique has been used.

Method of data collection

The method of data collection is very much from the primary source. The
questions are well structured and collected through schedule. There little difference
which lies in the fact that schedule (Performa containing a set of questions) are being
filled by the researchers who under take the study. Being the survey conducted on the
road the schedule being used for the recording the desired expression by the respondents.

Sample size and area of data collection

From the population the sample of 150 has been selected for the study. The
sample is selected brand bike users in Trivandrum.

24
 Tools of analysis
The analysis is done with the percentage analysis, rank correlation and chi square
test. The percentage method has been chosen because the method provides the accurate
results and rank correlation provides the importance of the factors in the study.

Data Collection Method

The task of data collection begins after a research problem has been defined and
research design / plan chalked out. Method of data collection to be used for the study, two
types of data collection viz.,
 Primary Data
 Secondary Data

Primary Data
The primary data are those which are collected a fresh and for the first time, and
thus happen to be original in character.The data were collected by “Questionnaire Method”.
The researcher had conducted the interview through a constructed questionnaire.

Secondary Data
The secondary data was collected from the published materials and data from
company records

Source of Data
Data is the foundation of all marketing research. As mentioned above, secondary
data was not available to find out the solution for business problem. Secondary data are those
that have been previously gathering for purpose other then solving the current problem under
investigation. The situation compelled to get for collecting primary data.

The researcher freshly collected the primary data. Source of the data was decided to be the
owners.

Data Collection Tool

Schedule of interview was the tool used for the study. The questions were so
framed that needed information was made sure to be collected.

25
Tools of Analysis
 Simple Percentage Method

Simple Percentage Analysis

The data collected from the respondents were converted into readable format for process,
classification arguments. The data was tabulated and analyzed using statistical method of
simple percentage.
No. of Respondents
Percentage = x 100
Sample Size

CHI-SQUARE TEST

A chi-square test (also chi squared test or χ2 test) is any statistical hypothesis test in
which the sampling distribution of the test statistic is a chi-square distribution when the null

hypothesis is true, or any in which this is asymptotically true, meaning that the sampling
distribution (if the null hypothesis is true) can be made to approximate a chi-square
distribution as closely as desired by making the sample size large enough.

Formula for Chi-Square test

2 = (Oi – Ei)2 /Ei

Where 2 = Chi-square
Oi = Observed Frequency
Ei = Expected Frequency
2is always positive and it ranges from 0 to ∞.

The expected value for the contingency tabulated as follows

E= ((Row total*Column total)/Grand total)
The sum of the observed and expected frequencies is always zero
i.e. (Oi–Ei) =0
The 2 test depends on the set of observed and expected values and on the
degrees of freedom
The 2 distribution is the limiting approximation of multinational destination.

COEFFICENT OF CORRELATION:

26
 The quantity r, called the linear correlation coefficient, measures the strength and
the direction of a linear relationship between two variables. The linear correlation
coefficient is sometimes referred to as the Pearson product moment correlation
coefficient in honor of its developer Karl Pearson.

The mathematical formula for computing r is:

where n is the number of pairs of data.

ORGANIZATION STRUCTURE ---- (Sales Dept)

Managing - Partner

General Manager

Manager - Sales

Asst Sales Field Receptionis DMS RTO

Manager Executive t

27

Customer
Sr. Sales Field
Field Public EDP RTO
Care
Executive Executive
Executive Relation
 ORGANIZATION STRUCTURE ---- (Service Dept)

Managing - Partner

General Manager

Service Manager

Senior Supervisors PDI Water

Assistant
Technicians Wash
Technicians

Senior Supervisors PDI

Technicians Water
Technicians
Technicians Assistant
Accidental
Spares in 28
Supervisors
Receptionist
Supervisors
Service PDI
Cleaning Water
Accidental
Store Wash
Water
Technicians
Repairs
Charge Follow up Wash
Repairs
Keeper Wash
Executive
 CHAPTER IV
DATA ANALYSIS AND INTERPRETATION

Table 4.1 : Age distribution of the customers

S. No Age Group No. of Respondents %

1 <30 91 60.7
2 30 – 40 38 25.3
3 >40 21 14.0

Total 150 100

Interpretation
The table 4.1 classifies the respondents according to their Age. About 60.7 % of
the respondents are of the age group less than 30. Another 25.3 % of the respondents are
of the age group between 30 to 40 years of age. Remaining 14 % of the respondents are
above 40 years of age.

Inference
The above table infers that majority of the respondents i.e., 60.7 % are of the age
group less than 30.

29
 Chart 4.1
Age distribution of the customers

30
 Table 4.2: Occupation of the customers

S. No Occupation No. of Respondents %

1 Student 67 44.7
2 Business 50 33.3
3 Professional 33 22.0
Total 150 100

Interpretation
The table 4.1 classifies the respondents according to their occupation. The
respondents are classified as the students, professional and Business, of which 44.7 % of
the respondents are students . Another 33.3 % of the respondents are Business men and
the remaining 22 % are professionals.

Inference
The above table infers that majority of the respondents i.e., 44.7 % are students.

31
 Chart 4.2
Table 4.2: Occupation of the customers

32
 Table 4.3: Income level of the respondents

S. No Income Level No. of Respondents %

1 <10,000 44 29.3
2 10,000 to 20,000 39 26.0
3 >20,000 67 44.7
Total 150 100

Interpretation
The table 4.3 shows that the respondents are widely distributed among the various
income levels. About 29.3 % of the respondents earn less than Rs. 10000/month. Another
26 % earn between rupees 10000 to 20000/month. The remaining 44.7 % earn more than
Rs.20000/month.

Inference
The above table infers that around 44.7% of the respondents are belonging to
income level of above Rs.20000/month.

33
 Chart 4.3
Table 4.3: Income level of the respondents

34
 Table 4.4: Whether owning a Bajaj Pulsar

S. No Response No. of Respondents %

1 Yes 119 79.3
2 No 31 20.7
Total 150 100

Interpretation
The table 4.4 shows that out of 150 respondents 79.3 % own a Bajaj Pulsar ,
remaining 20.7 % of the respondents does not own a Bajaj Pulsar.

Inference
The above table infers that majority of the respondent’s i.e. 119 respondents own
a Bajaj Pulsar.

35
 Chart 4.4
Table 4.4: Whether owning a Bajaj Pulsar

36
 Table 4.5: Mode of purchase of Bajaj Pulsar

S. No Mode of Purchase No. of Respondents %

1 Own cash 96 80.7
2 Loan 23 19.3
Total 119 100

Interpretation
The table 4.5 shows that out of 119 respondents 80.7% of them did not use a loan
for the purchase of the bike and remaining 19.3 % availed loan facilities for the purchase
of their bike.

Inference
The above table infers that majority of the respondent’s i.e. 80.7 % of the
respondents use their own cash as their mode of purchase.

37
 Chart 4.5
Table 4.5: Mode of purchase of Bajaj Pulsar

38
 Table 4.6 : Distance traveled per day

S. No Distance in Km No. of Respondents %

1 <=30 29 24.4
2 30-50 59 49.6
3 >50 31 26.1
Total 119 100

Interpretation
The table 4.6 shows that out of 119 respondents 24.4% of them ride less than 30
Kms a day. Another 49.6 % of the respondents ride 30 to 50 Kms a day and remaining
26.1% of the respondents ride more than 50 Kms a day.

Inference
The above table infers that majority of the respondent’s i.e. 49.6 % of the
respondents ride between 30 to 50 Kms a day.

39
 Chart 4.6

Table 4.6 : Distance traveled per day

40
 Table 4.7 : Ranking of factors for purchase of Bajaj Pulsar

S. No Ranking Factors Rank Score %

1 Brand image 4.38 IV

2 Style 3.22 I
3 Performance 3.91 II
4 Handling 6.05 VI
5 Mileage 4.03 III
6 Price 5.18 V
7 Monoshock absorber 6.54 VIII
8 Engine 6.24 VII
9 Reliability 7.34 IX
10 Puncture resistant tube 8.12 X

Interpretation
The table 4.7 shows that respondents have ranked style, performance, mileage,
brand image, price, handling, engine, monoshock absorber , reliability & puncture
resistant tube from rank 1 to 10 respectively.

Inference
The above table infers that majority of the respondent’s chose style as the number
1 characteristic feature for buying Bajaj Pulsar.

41
Chart 4.7 : Ranking of factors for purchase of Bajaj Pulsar

42
 Table 4.8 : Whether feel it offers good value for money

SL.No Response No. of customers %

1 Yes 90 75.6
2 No 29 24.4
Total 119 100

Interpretation
The table 4.8 shows that out of 119 respondents 75.6 % of them feel that the bike
offers good value for money and remaining 24.4 % feel that Bajaj Pulsar does not offers
good value for money

Inference
The above table infers that out of 119 respondent’s 90 of them feel that Bajaj
Pulsar offers good value for money.

43
Chart 4.8 : Whether feel it offers good value for money

44
 Table 4.9 : Satisfaction level towards bikes performance

SL.No Satisfaction Level No. of customers %

1 Highly satisfied 39 32.8
2 Satisfied 64 53.8
3 Neutral 7 5.9
4 Dissatisfied 4 3.4
5 Highly dissatisfied 5 4.2
Total 119 100

Interpretation
The table 4.9 shows that out of 119 respondents 32.8 % are highly satisfied with
the bikes performance, 53.8 % are satisfied with the bikes performance. 5.9 % of the
respondents are neither satisfied nor dissatisfied with the bikes performance. 3.4 % of the
respondents and dissatisfied with the bikes performance and 4.2 % are highly dissatisfied.

Inference
The above table infers that out of 119 majority of the respondent’s i.e. 64 of them
are satisfied with the performance of Bajaj Pulsar .

45
Chart 4.9 : Satisfaction level towards bikes performance

46
 Table 4.10: Satisfaction level towards bikes handling

SL.No Satisfaction Level No. of customers %

1 Highly satisfied 9 7.6
2 Satisfied 49 41.2
3 Neutral 36 30.3
4 Dissatisfied 13 10.9
5 Highly dissatisfied 12 10.1
Total 119 100

Interpretation
The table 4.10 shows that out of 119 respondents 7.6 % are highly satisfied with
the bikes handling, 41.2% are satisfied with the bikes handling. 30.3% of the respondents
are neither satisfied nor dissatisfied with the bikes handling. 10.9 % of the respondents
and dissatisfied with the bikes handling and 10.1 % are highly dissatisfied.

Inference
The above table infers that out of 119 majority of the respondent’s i.e. 49 of them
are satisfied with the bikes handling.

47
Chart 4.10: Satisfaction level towards bikes handling

48
 Table 4.11 : Satisfaction level towards bikes build quality

SL.No Satisfaction Level No. of customers %

1 Highly satisfied 12 10.1
2 Satisfied 51 42.9
3 Neutral 27 22.7
4 Dissatisfied 8 6.7
5 Highly dissatisfied 21 17.6
Total 119 100

Interpretation
The table 4.11 shows that out of 119 respondents 10.1 % are highly satisfied with
the bikes build quality, 42.9% are satisfied with the bikes build quality. 22.7% of the
respondents are neither satisfied nor dissatisfied with the bikes build quality. 6.7 % of the
respondents and dissatisfied with the bikes build quality and 17.6 % are highly
dissatisfied.

Inference
The above table infers that out of 119 majority of the respondent’s i.e. 51 of them
are satisfied with the bikes build quality.

49
Chart 4.11 : Satisfaction level towards bikes build quality

50
 Table 4.12: Satisfaction level towards bikes mileage

SL.No Satisfaction Level No. of customers %

1 Highly satisfied 21 17.6
2 Satisfied 67 56.3
3 Neutral 8 6.7
4 Dissatisfied 1 0.8
5 Highly dissatisfied 22 18.5
Total 119 100

Interpretation
The table 4.12 shows that out of 119 respondents 17.6 % are highly satisfied with
the bikes mileage, 56.3% are satisfied with the bikes mileage. 6.7% of the respondents
are neither satisfied nor dissatisfied with the bikes mileage. 0.8 % of the respondents and
dissatisfied with the bikes mileage and 18.5% are highly dissatisfied.

Inference
The above table infers that out of 119 majority of the respondent’s i.e. 67 of them
are satisfied with the bikes mileage.

51
chart 4.12: Satisfaction level towards bikes mileage

52
 Table 4.13: Satisfaction level towards bikes reliability

SL.No Satisfaction Level No. of customers %

1 Highly satisfied 32 26.9
2 Satisfied 62 52.1
3 Neutral 21 17.6
4 Dissatisfied 1 0.8
5 Highly dissatisfied 3 2.5
Total 119 100

Interpretation
The table 4.13 shows that out of 119 respondents 26.9 % are highly satisfied with
the bikes reliability, 52.1% are satisfied with the bikes reliability. 17.6% of the
respondents are neither satisfied nor dissatisfied with the bikes reliability. 0.8 % of the
respondents and dissatisfied with the bikes reliability and 2.5% are highly dissatisfied.

Inference
The above table infers that out of 119 majority of the respondent’s i.e. 62 of them
are satisfied with the bikes reliability.

53
Chart 4.13: Satisfaction level towards bikes reliability

54
 Table 4.14: Satisfaction level towards bikes engine

SL.No Satisfaction Level No. of customers %

1 Highly satisfied 10 8.4
2 Satisfied 59 49.6
3 Neutral 39 32.8
4 Dissatisfied 4 3.4
5 Highly dissatisfied 7 5.9
Total 119 100

Interpretation
The table 4.14 shows that out of 119 respondents 8.4 % are highly satisfied with
the bikes engine, 49.6% are satisfied with the bikes engine. 32.8% of the respondents are
neither satisfied nor dissatisfied with the bikes engine. 3.4 % of the respondents and
dissatisfied with the bikes engine and 5.9 % are highly dissatisfied.

Inference
The above table infers that out of 119 majority of the respondent’s i.e. 59 of them
are satisfied with the bikes engine.

55
Chart 4.14: Satisfaction level towards bikes engine

56
 Table 4.15: Satisfaction level towards dealer support

SL.No Satisfaction Level No. of customers %

1 Highly satisfied 9 7.6
2 Satisfied 44 37.0
3 Neutral 47 39.5
4 Dissatisfied 13 10.9
5 Highly dissatisfied 6 5.0
Total 119 100

Interpretation
The table 4.15 shows that out of 119 respondents 7.6 % are highly satisfied with
the dealer support, 37% are satisfied with the dealer support. 39.5% of the respondents
are neither satisfied nor dissatisfied with the dealer support. 10.9% of the respondents and
dissatisfied with the dealer support and 5.0% are highly dissatisfied.

Inference
The above table infers that out of 119 majority of the respondent’s i.e. 47 of them
are neither satisfied nor dissatisfied with the dealer support.

57
Chart 4.15: Satisfaction level towards dealer support

58
 Table 4.16: Overall Satisfaction level towards Bajaj Pulsar

SL.No Satisfaction Level No. of customers %

1 Satisfied 31 26.1
2 Neutral 49 41.2
3 Dissatisfied 39 32.8
Total 119 100

Interpretation
The table 4.16 shows that out of 119 respondents 26.1 % are satisfied with Bajaj
Pulsar, 41.2 % are neither satisfied nor dissatisfied with Bajaj Pulsar. 32.8% of the
respondents are dissatisfied with the bike.

Inference
The above table infers that out of 119 majority of the respondent’s i.e. 49 of them
are neither satisfied nor dissatisfied with Bajaj Pulsar.

59
Chart 4.16: Overall Satisfaction level towards Bajaj Pulsar

60
 Table 4.17 : Whether upgrade is necessary for Bajaj Pulsar

SL.No Response No. of customers

1 Yes 96

2 No 47

Total 143

Interpretation
The table 4.17 shows that out of 143 respondents 96 of them feel that an upgrade
is necessary for Bajaj Pulsar while 47 of them feel that it is not necessary to upgrade.

Inference
The above table infers that majority of the respondents feels that an upgrade is
necessary for Bajaj Pulsar.

61
Chart 4.17 : Whether upgrade is necessary for Bajaj Pulsar

62
 Table 4.18: Features for up gradation

SL.No Features to be upgraded No. of customers

1 Engine 59
2 Riding position 58
3 Instruments 72
4 Wheel base 40
5 Led tail lights 64

Interpretation
The table 4.18 shows that 59 respondents feel that an engine upgrade is necessary,
58 of them feel than an upgrade in riding position is necessary, 72 of them feel that
instruments needs to be upgraded. While 40 and 64 opt for change in the wheel base and
led tail lights respectively.

Inference
The above table infers that most of the respondents i.e. 72 of them feel that
instruments should be upgraded.

63
Chart 4.18: Features for up gradation

64
 Table 4.19: Expected type of upgrade for engine

SL.No Type of upgrade No. of customers % based on 119

1 Refinement 25 21.0
2 Mileage 54 45.4

Interpretation
The table 4.19 shows that out of 119 respondents 21% of them feel that
refinement of the engine is necessary, 45.4 % of them feel that the mileage of the bike
should be increased.

Inference
The above table infers that most of the respondents i.e. 54 out of 119 feel that the
mileage needs to be increased.

65
Chart 4.19: Expected type of upgrade for engine

66
 Table 4.20 : Expected type of upgrade for riding position

SL. No. Type of upgrade No. of customers % based on 119

1 Rear set foot pegs 29 24.4

2 Shorter handlebars 37 31.1

Interpretation
The table 4.20 shows that out of 119 respondents 24.4% of them feel that the bike
should have Rear set foot pegs. 31.1 % of them feel that the bike should have a shorter
handlebar

Inference
The above table infers that most of the respondents i.e. 37 out of 119 feel that
shorter handlebar will improve the riding position.

67
Chart 4.20 : Expected type of upgrade for riding position

68
 Table 4.21: Expected type of upgrade for instrument console

SL. No Type of upgrade No. of customers % based on 119

1 Digital speedometer 60 50.4
2 Backlit switches 8 6.7
3 Self canceling indicators 18 15.1

Interpretation
The table 4.21 shows that out of 119 respondents 50.4% of them feel that the bike
should have digital speedometer. 6.7 % of them feel that the bike should have backlit
switches and the remaining 15.1 % feel that self canceling indicators should be used.

Inference
The above table infers that majority of the respondents i.e. 60 out of 119 feels that
the bike should have a digital speedometer.

69
Chart 4.21: Expected type of upgrade for instrument console

70
 Table 4.22: Expected type of adjustment for wheelbase

SL. No Type of Adjustment No. of customers % based on 119

1 Increased 24 20.2
2 Decreased 21 17.6
3 Remain the Same 37 31.1

Interpretation
The table 4.22 shows that out of 119 respondents 20.2 % of them feel that the
wheelbase of the bike should be increased. 17.6 % of them feel that the bikes wheelbase
should be deceased and the remaining 31.1 % feel that the wheelbase can be left
unaltered.

Inference
The above table infers that majority of the respondents i.e. 37 out of 119 feels that
no change is required in the bikes wheelbase.

71
Chart 4.22: Expected type of adjustment for wheelbase

72
 CHI – SQUARE ANALYSIS

The chi – square test is one of the simplest and most widely used non – parametric
tests in statistical work. The chi – square distribution has very many applications in
situations that involve the testing of hypothesis concerning discrete of qualitative data.
The quality chi-square describes the magnitude of discrepancy between theory and
observation (i.e.) with the help of chi-square test, we are in a position to know whether a
given discrepancy between theory and observation may be attributed to chance or
whether it results from the inadequacy of the theory to fit the observed facts. The chi-
square is zero; it means that the observed and expected frequencies completely coincide.
The greater discrepancy between the observed and expected frequencies, the greater is
the value of chi-square.
The chi-square is defined as
Where,
O = observed frequency.
E = expected frequency.
= calculated the chi-square test.

RELATIONSHIP BETWEEN OWN BAJAJ PULSAR AND AN IMPACT ON

VALUE OF MONEY
Ho:- There is no significant relationship between Own pulsar and Value of
Money..

CHI-SQUARE TEST OWN PULSAR AND VALUE OF MONEY

Factors Calculated Mean S.D D.O.F. Null Hypothesis

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 value Accepted/Rejected
Own 23.4445 8.344 0.8422 8 Accepted
Bajaj
Pulsar

Result:
Therefore there is a significant relationship between the own pulsar user and Value of
Money. Further, since the calculation value of chi-square is more than the table value the
null hypothesis is Accepted.

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 CORRELATION
Relationship between Job Career and Enjoy your life
Correlation between workload & organizational Commitment
X Y XY X2 Y2
48 23 1104 2304 529
30 26 780 900 676
30 22 660 900 484
7 17 119 49 289
5 32 160 25 1024
120 120 2823 4178 3002

Correlation = n*∑xy-(∑xy)
n∑x2-(∑x) 2* n∑y2-(∑y)

5*2823-14400
5*4178-14400 * 5*3002-14400

285
6314.65
=22.1566
INTERPRETATION
It clear that there is a very high positive correlation. That is we can say that the
variables reasons for changing Bajaj Pulsar user with opinion about the stress employee
have a slight relationship between each other.

CHAPTER V

75
 FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS
1) 60.7 % of the respondents are of the age group less than 30.
2) 44.7 % respondents are students.
3) 44.7% of the respondents are belonging to income level of above
Rs.20000/month.
4) Out of the 150 respondents 119 own a Bajaj Pulsar.
5) 80.7 % of the respondents use their own cash as their mode of purchase.
6) 49.6 % of the respondents ride between 30 to 50 Kms a day.
7) The majority of the respondent’s chose style as the number 1 characteristic feature
for buying Bajaj Pulsar.
8) 90 of them feel that Bajaj Pulsar offers good value for money.
9) The majority of the respondent’s i.e. 64 of them are satisfied with the performance
of Bajaj Pulsar.
10) The. 49 of them are satisfied with the bikes handling
11) The majority of the respondent’s i.e. 51 of them are satisfied with the bikes build
quality.
12) The majority of the respondent’s i.e. 62 of them are satisfied with the bikes
reliability.
13) majority of the respondent’s i.e. 59 of them are satisfied with the bikes engine.
14) The majority of the respondent’s i.e. 47 of them are neither satisfied nor
dissatisfied with the dealer support.
15) The majority of the respondent’s i.e. 49 of them are neither satisfied nor
dissatisfied with Bajaj Pulsar.
16) The majority of the respondents feels that an upgrade is necessary for Bajaj
Pulsar.
17) The 72 respondents feel that instruments should be upgraded.
18) The 54 respondents feel that the mileage of the bike needs to be increased.
19) The 37respondents feel that shorter handlebar will improve the riding position
20) The 60 respondents feel that the bike should have a digital speedometer.

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5.2 SUGGESTION
The premium motorcycle segment consists of four main players, in which Bajaj comes
second in sales terms. To improve its market share Bajaj can introduce certain upgrades
in the Pulsar motorcycle, which may attract many prospective buyers. This research
offers some suggestions for upgrading the product. These suggestions are given by
analyzing customers response for upgrading Bajaj Pulsar.
 As most of the premium motorcycle buyers are in the age group less than 30, they
expect the bike to be stylish. So overall style can be improved.
 The features of the bike can be improved by providing digital speedometers and
LED tail lights. These must be included as all the competitor products have these
features.
 The riding position can be changed by offering a shorter handlebar and rear set
foot pegs as this makes the bike feel sportier.
 The engine of the bike can be refined so as it offers better fuel efficiency.

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 5.3 CONCLUSION

The Two Wheeler market in India is booming with people going for sportier
models with performance and style coupled with good fuel efficiency. The premium
motorcycles offer the best compromise between performance and fuel efficiently,
while looking stylish. So this segment in particular is witnessing high growth. It is
found out from this research that most of the premium motorcycle buyers are under
the age group less than 30. They expect the bike to be stylish with sportier intent; the
result from this research also reiterates the same factors, as most of the respondents
want more fuel efficient bike with added features like digital speedometers and led
tail lights. It is also known that they prefer premium motorcycles to have sportier
riding positions with good handling capabilities.

78
 BIBLIOGRAPHY

Books:

1. C.R. Kothari., Research Methodology, 2nd ed, New Age International Publishers,
India, 2004.
2. G.C.Beri ., Marketing Research,3rd ed, Tata McGraw Hill, India,2004.
3. Philip Kotler., Marketing Management, 11th ed, Pearson Education, Asia 2003.
4. Richard I. Levin., David s. Rubin, Statistics for management, 7th ed, Prentice Hall
India, 2005
5. V S Ramaswamy s Namakumari ., Marketing management, 3 rd ed, Macmillan
India, 2003.

Magazines:

1. Autocar India – Monthly Edition

2. Business Standard motoring – Monthly Edition
3. Bike India – Monthly Edition
4. Overdrive – Monthly Edition

Websites:

1. www.autocarindia.com
2. www.bsmotoring.com
3. www.google.com
4. www.honda.com
5. www.honda2wheelersindia.com

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 QUESTIONNAIRE

NAME:
AGE:
(a). Less than 30 [ ] (b). 30 – 40 [ ] (c). 40 & Above
OCCUPATION:
INCOME LEVEL :
(a). Less than 10000 [ ] (b). 10001 – 20000 [ ]
(c).Above 20000 [ ]

1. Do you own a BAJAJ PULSAR?

Yes [ ] No [ ]
(If NO GOTO Question no.13)

2. What is the mode of your purchase?

Own cash [ ] Loan provided by dealer [ ]

3. Distance traveled per day . . . . . . . . . . .

4. Rank the following factors as per your preference for the purchase of BAJAJ
PULSAR
(a). Brand Image……….
(b). Style……………….
(c). Performance……….
(d). Handling…………..
(e). Mileage……………
(f). Price………………
(g). Mono shock absorber
(h). Engine…………….
(i). Reliability…………
(j). Puncture resistant tube………

5. Do you feel it offers value for money?

Yes [ ] No [ ]

6. Are you satisfied with the bikes performance?

Highly Dissatisfied [ ] Dissatisfied [ ] Neutral [ ]
Satisfied [ ] highly satisfied [ ]

7. Are you satisfied with the bikes Handling?

Highly Dissatisfied [ ] Dissatisfied [ ] Neutral [ ]
Satisfied [ ] highly satisfied [ ]

80
8. Are you satisfied with the bikes Build Quality?
Highly Dissatisfied [ ] Dissatisfied [ ] Neutral [ ]
Satisfied [ ] highly satisfied [ ]

9. Are you satisfied with the bikes Mileage?

Highly Dissatisfied [ ] Dissatisfied [ ] Neutral [ ]
Satisfied [ ] highly satisfied [ ]

10. Are you satisfied with the bikes Reliability?

Highly Dissatisfied [ ] Dissatisfied [ ] Neutral [ ]
Satisfied [ ] highly satisfied [ ]

11. Are you satisfied with the bikes Engine?

Highly Dissatisfied [ ] Dissatisfied [ ] Neutral [ ]
Satisfied [ ] highly satisfied [ ]

12. Are you satisfied with the Dealer Support?

Highly Dissatisfied [ ] Dissatisfied [ ] Neutral [ ]
Satisfied [ ] highly satisfied [ ]
(GOTO question No.18)

13. Have you ever tested a BAJAJ PULSAR?

Yes [ ] No [ ]

14. Are you satisfied with the bikes performance?

Not Satisfactory [ ] Neutral [ ] Satisfactory
[ ]

15. Are you satisfied with the bikes Handling?

Not Satisfactory [ ] Neutral [ ] Satisfactory
[ ]

16. Are you satisfied with the bikes Build Quality?

Not Satisfactory [ ] Neutral [ ] Satisfactory
[ ]

17. Are you satisfied with the bikes Engine?

Not Satisfactory [ ] Neutral [ ] Satisfactory
[ ]

18. Do you think an upgrade is necessary for BAJAJ PULSAR?

Yes [ ] No [ ]

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19. Which of the following aspect you think can be upgraded?
a) Engine [ ]
b) Riding position [ ]
c) Instruments [ ]
d) Wheel base [ ]
e) Led tail lights [ ]

20. What upgrade you expect from the engine?

(a). Refinement [ ] (b). Mileage [ ]

21. What upgrade you expect from the Riding position?

(a). Rear set foot pegs [ ] (b). Shorter handlebars [ ]

22. What upgrade you expect from the Instrument console?

(a). Digital Speedometer [ ] (b). Backlit Switches [ ]
(c). Self Canceling Indicators [ ]

23. Do you want the wheelbase to be…..?

(a). Increased [ ] (b). Decreased [ ]
(c). Remain the same [ ]

82