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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 t he 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 ‘Enfi eld’
DEFUNCT 1971
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Profile of the Organization
Enfield has its headquarters at Chennai in India. Bulle t 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 sta rted
producing the bikes in India and added the 500cc Bullet to its line. Within no
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
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incorporating new technology and systems in its bikes. In 1996, when the
Government of India imposed stringe nt 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
motorcycle model in the world still in production and Bullet is the longest
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 M aidan in
New Delhi, the event saw more than 400 global brands showcasing new
Royal Enfield was also a part of the event, displaying the recently launched
Royal Enfield Classic 500 EFI and the Royal Enfield C lassic 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 Battl e
Green.
The Expo turned out to be a rather rewarding experience for Royal Enfiel d with
the Royal Enfield Classic and the Marketing team picking up as many as five
awards.
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Awards 2010:
- NDTV Profit Car & Bike Awards 2010: Motorcycle of the Year above 250 cc .
- NDTV Profit Car & Bike awards 2010: Best PR Communications Team.
small mills
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 i ron, with wooden wheels, iron tires and
pedals of triangular pieces of wood! Though the bike was a source of some
amusement, George and his team felt th ey 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
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was George Townsend Jr. By luck, he chanced upon an invention in his
neighbourhood – a saddle that only used one length of wire in the two springs
and in the framework. This was adopted, patented and marketed as the
'Townsend Cyclists Saddle & Spring'. He had entered the bicycle parts trade!
Works was growing rapidly. Over the next three years he developed his own
'Townsend cycle' was reputed for its sturdy frame, a character that all Enfield
then 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
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contract to supply precision rifle p arts to the Royal Small Arms Factory in
Enfield, Middlesex.
the public. The following year the word Royal (after the Royal Small Arms
Company) was added and thus Royal Enfield began. Then in 1893 the Royal
patriotic fervor and the slogan caught the spirit of the time. In 1899 the first
in both tricycle and quadric cycle form, powered by a De Dion 1.5 hp e ngine.
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 Coas ter. Then came the ‘Riche Model’ with more refined
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1897-Quadricycles
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,
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 L eicester and painted yellow hence car was
known as ‘The Yellow Car’. But this was just a temporary phase, a wild
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(1909-Motorcycle Craze)
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-
contract to build bikes for the Imperial Russian Government during the same
period. The machine gun combination and the 6h p stretcher-carrying outfit were
some of the models produced for the war purpose. Enfield started using its own
engines - a 225cc two-stroke single and a 425cc V-twin about this time. Post-
war, it produced a larger 976cc twin and continued to produce the t wo-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,
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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
Sidecars and
without loss of marks. The year 1924 saw the launch of the first Enfield four -
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 fo ur-
speed gearbox, a new 225cc side -valve bike in 1928, and a four -stroke single in
1931. Several machines were produced in the next decade, from a tiny two -
stroke 146cc Cycar to an 1140cc V-twin in 1937. Can you even imagine that
valve gear. It was then that the first use was made
of the now famous Bullet name. Longer stroke, four -valve head exposed valves
and heavily finned crank case were the features that ran from 1932 until the end
of 1934.
dropped by parachute with airborne troupes. The Flea was fitted into a steel
tubular cage called the ‘Bird Cage’, which had a parachute att ached to it. The
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cage aided in packing turning handlebars easily.
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
1958.
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
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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 t heir 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
engines, all new configurations, new paint schemes, new capacity classes… the
motorcyclist had never had such a wide choice ever before. The 1950s saw the
market open up both ways, downwards for smaller capacity, light and
maneuverable machines, and upwards for larger capacity, high powered and
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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 Reddi tch 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.
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
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spectacular victories in 1964.Royal Enfield had arrived on The Continent! But
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 ac count the wet, slushy
and messy road conditions during the Indian monsoon. The Magdyno also gave
way to the alternator ‘Delco’ ignition system. And front and rear hubs were
designed to provide more efficient cooling for Indian conditions, and thus
a Bullet, but were diffident about handling it’s weight and size. The Mini Bullet
too was introduced this year. This motorcycle was a 200 cc two stroke sporting
market, providing them with a zippy, reliable and economical two -stroke.
into the fray with a slew of lightweight machines. The 50cc Silver Plus step-
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
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
hydraulic disc brake. Again a first in the country. And a bike , many feel, much
as an option, to aid in brighter lighting and easier starting. It was also the year
when Enfield India grew confident enough a bout their flagship product to begin
sending 'coals back to Newcastle'. Owing to their status as 'brand new vintages',
Enfield Bullets found a strong niche market in the UK and Europe, among
1990 Heavy Fuel-The 1990's saw many revolutionary models from the company.
The Taurus Diesel was the first production Diesel motorcycle in the world.
coveted model.
2001-The Dare Devils, the motorcycle display team of the Corps of Signals,
Jabalpur forms a Human Pyramid of 201 men on 1 0 Enfield 350cc bikes and
awards it ‘The Best Cruiser 2002’ title. The Bullet Machismo enters commercial
production. Dan Holmes and Johnny Szoldrak won the National Road Race
2003-
Goa.
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.
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2004 –
Electra International with a lean -burn engine is launched in the UK. 34 men ride
2005-
Electra features a revolutionary 5 -Speed left side gear shift that makes the
2006-
Royal Enfield develops a fully integrated Twin Spark, 5 -Speed engine that
delivers a dramatic increase in performance and efficiency. The new engine will
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2007 -
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 and
thumping engine beat remind passers-by that they are in the presence of automotive
royalty.
2008 -
features of the Thunderbird have been retained and enhanced in some cases.
Also, the twin benefit of improved performance and engine efficiency makes
this motorcycle hard to beat in terms of pure riding pleasure and visual delight.
The evolutionary mix of old and new features in this motorcycle will surely
delight its owners.The smaller twin of the Classic 500, the Classic 350 will hold
its own against any other motorcycle and then pull some more.
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The Classic 350 shares its power plant with the Legendary Thunderbird. The
torque to flatten mountains and the fuel efficiency to cross entire ranges comes in
the same understated yet charming styling. This is a motorcycle that does not need
to shout to be heard. Born of a rich heritage and bred with Royal Elegance this
350cc thumper has all the qualities of a typical Royal Enfield. Appreciated then,
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.
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Army's stunt riders break record−
ARMY PERSONNEL IN AGRA SET RECORD OF CARRYING 48 PERSONS ON
ONE BIKE Indian Army personnel broke a world record by being the
'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
here recently. The team while exhibiting extraordinary skill, courage, endurance
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 achie ved the distinction of holding seven
said.
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ORGANISATIONAL STRUCTURE
GENERAL MANAGER
Sales
Representative
30
SWOT ANALYSIS
31
SWOT ANALYSIS OF THE TWO WHEELER INDUSTRY
STRENGTHS WEAKNESSES
OPPURTUNITIES THREATS
32
SWOT ANALYSIS FOR ROYAL ENFIELD, INDIA
STRENGTHS WEAKNESSSES
OPPURTUNITIES THREATS
33
CHAPTER - 2
34
CUSTOMER SATISFACTION
Customer satisfaction, a business term, is a measure of how products and
total customers, whose reported experience with a firm, its products, or its
satisfaction ratings can have powerful effects. They focus employees on the
ratings dip, they warn of problems that can affect sales and prof itability. These
metrics quantify an important dynamic. When a brand has loyal customers, it gains
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
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 cust omer know you're working on it.
A fellow Site Pointer once told me that you can hear a smile through the
phone. This is very true. It's very important to be friendly, courteous and to
make your clients feel like you're their friend and you're there to help them out.
There will be times when you want to beat your clients over the head repeatedly
with a blunt object - it happens to all of us. It's vital that you keep a clear head,
respond to your clients' wishes as best you can, and at all times remain polite
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and courteous.
This may not be too important when you're just starting out, but a clearly
defined customer service policy is going to save you a lot of time and effort in
the long run. If a customer has a problem, what should they do?
If the first option doesn't work then what? Should they contact different people
for billing and technical enquiries? If they're not satisfied with any aspect of
your customer service, who should they tell? There's nothing more annoying for
a client than being passed from person to person, or not knowing who to turn to.
So make sure your customer service po licy is present on your site -- and
5. Attention to Detail
Have you ever received a Happy Birthday email or card from a company
you were a client of? Have you ever had a personalized sign -up confirmation
email for a service that you could tell was typed from scratch? These little
niceties can be time consuming and aren't always cost effective, but remember
to do them.
Even if it's as small as sending a Happy Holidays email to all your customers,
it's something. It shows you care; it shows there are real people on the other end
of that screen or telephone; and most importantly, it makes the customer feel
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6. Anticipate Your Client's Needs & Go Out Of Your Way to
Sometimes this is easier said than done! However, achieving this supreme
level of understanding with your clients will do wonders for your working
relationship.
It's possible this is the most important point in this article. The simple
disappointed. Sometimes, something may not get done, or you might miss a
deadline through no fault of your own. Projects can be late, technology can fail
and sub-contractors don't always deliver on t ime. In this case a quick apology
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CUSTOMER LOYALTY
Obtaining a thorough understanding of customer loyalty is a prerequisite
for the execution of the research at hand. For that, the development of customer
From these concepts, a definition of customer loyalty for use in this study will
be portrayed.
Since the beginning of the 1990 s, customer loyalty has gained importance
In a first phase, firms tried to face these challenges by focusing on their internal
existing ones and to win over new ones (churning). Since “acquiring new
customers is much more expensive than keeping them”. And “loyal customers
are the bedrock of any business”. A loyal customer base represents a barrier to
39
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
research, the focus shifted towards analyzing relationships states that the
‘traditional’ marketing concept of the mark eting mix with its ‘4 Ps’, developed
in the middle of the last century, had been the established approach until the
1990s.
can be nested.
1970s, it was not until the late 1980s that works from the ‘Nordic School of
Services’. Initiated a paradigm shift that geared marketing towards the creation,
40
conservation, and extension of buyer -seller relationships. Although relationship
loyalty is blurred. At its core, customer loyalty deals with relationships between
suppliers and their customers and can be distinguished from other loyalty
aspects, such as brand loyalty, which refer to a more abstract attachment, such
as that towards a brand. Within German customer loyalty literature, the notion
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of measures that aim at improving relationships with customers. The 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
their attitudes and intentions. Since customers’ actions are directly influenced
in this perspective usually are buying behavior in retail contexts and long -term
industrial contexts.
purchasing behavior, such as product availability or special deals, which are not
approach thus is that it does not look at the drivers’ behind purchasing behavior.
customer loyalty management. The reason, why behaviorist concepts may still
Such firms, however, can only assess purchases of their own products, while
As early as 1969, Day concluded that “loyalty should be evaluated with both
that only positive attitude can lead to ‘true’ customer loyalty. If attitude then is a
44
necessary prerequisite of customer loyalty, some drivers of loyalty cannot be
explained. Transaction cost theory, for instance, provides the concept of asset
barriers and therefore increase customer loyalty. However, the mere repeat
qualify as loyalty, as positive attitudes are not involved. In order to avoid the
three dimensions:
that the offered goods or services create utility for the customer and that they
examining quality.
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(2) Relationship-related determinants play a significant role in long -term
also the importance of the good or service to the customer, are important.
Addition to the above delineated areas, the effects of the market environment
and competition are researched, as is the link between satisfaction and loyalty,
quality. Our typical program assesses specific issues under each component, for
46
example:
Product Quality
• state-of-the-art technology
• competitive pricing
Procedural Quality
• ease of ordering
• accurate fulfillment
• on time delivery
• ease of tracking
Relationship Quality
The tailored Programs provide direct, statistically valid, comparison data of you
• Responsiveness
• Competitiveness
• Innovativeness
• Quality
• Customer Service
customers' perspective. Using the data, it will help you focus strategic efforts to
retain and increase market share. The programs also provide direct measure of
year (after first year's participation). That is, you will have quantifiable internal
annual surveys to judge progress based on actions you have taken during the
previous 12 months.
48
TABLE SHOWING KEY FACTORS FOR
CUSTOMER SATISFACTION
Product
Sales Knowledge
Brochure detail
Marketing Mailing frequently
Accuracy
Accounts Problem Response
Courtesy
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CUSTOMER CARE AND SALES PROCESSES
the ‘people’ element in the marketing mix reflects. Customer care can play an
successful they need to span the entire organization. Popular guarantees 100%
customer satisfaction and has, over the years, developed a more conscientious
Though this may initially be a very lengthy process as the ball starts rolling
through all sectors of the organization and costs will grow too, as further
motivated. There are frequent internal news letters circulated which strengthens
1. Objectives setting: For every month, target sales will be fixed by the Sales
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2. Current situation analysis: Present industrial trend is observed closely
both internally and externally. Monthly sales targets fixed by the Sales
Manager.
customer service and sales from the current to the desired standard based
upon any change in trends and the economic conditions prevailing. Each
region is divided into 4 zones. Each zonal level will be under the charge of
a supervisor under whom there are four sales executives. It is the duty of
Here they discuss their daily programs and targets to meet plus they also
discuss about their previous day’s work among the team. They consider the
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may not be satisfied with the present offers and price. In such cases efforts
service, even if it’s unfair, untrue, or painful to hear! Complaints may be about:
• Documentation • Personnel
• Billing • Communication
• Follow Up • Requests
If you can’t immediately solve the problem, respond to the customer and
identify an “owner” who will be responsible for final resolution. Complete the
make sure there’s closure. If you’ve left the customer hanging without a
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Collect all complaints from all external cust omers and categorize them in a way
tendencies, etc.
Use the database of complaints to define processes that are important from the
customer’s perspective and to improve the most critical ones. Based on analysis
customer complaints. If you can think of complaints as useful data for making
making changes that will differentiate you and make your work life easier, more
1. Listen carefully to what the customer has to say, and let them finish-
Don't get defensive. The customer is not attacking you personally; he or she has
a problem and is upset. Repeat back what you are hearing to show that you have
listened.
you can get from the customer, the better you will understand his or her
perspective. I’ve learned it’s easier to ask questions than to jump to conclusions.
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3. Put yourself in their shoes-As a business owner, your goal is to solve the
problem, not argue. The customer needs to feel like you’re on his or her side
Whether or not the customer knows what a good solution would be, I’ve found
it’s best to propose one or more solutions to alleviate his or her pain. Become a
6. Solve the problem, or find someone who can s olve it— quickly!-Research
indicates that customers prefer the person they are speaking with to instantly
solve their problem. When complaints are moved up the chain of command,
they become more expensive to handle and only add to the customer's
frustration.
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CHAPTER – 3
RESEARCH METHODOLOGY
55
INTRODUCTION
Royal Enfield one of the popular brand and highest selling bike in India
and outside India (USA, Europe, Australia etc). Royal Enfield motorcycles had
been sold in India from 1949. In 1955, the Indian government looked for a
suitable motorcycle for its police and army, for use patrolling the country's
border. As far as the motorcycle brand goes, though, it would appear that Royal
Enfield is the only motorcycle brand to span three centuries, and still going,
with continuous production. Product range has widened and the customer has
evolved.
BIKES, AGRA”
56
STATEMENT OF THE PROBLEM
change and develop with customers. Keeping the existing customer contended
is generally much easier, takes less time and involves less expense. The reason
for this is that it takes more time to find new prospective customer. In this
company can earn more profits only when it has strong customer care towards
product and services offered by the company. So to have strong customer care it
57
OBJECTIVES OF THE STUDY
customer.
Enfield.
service.
This study includes Customer’s response and awareness towards the brand,
products and services of Royal Enfield. The results are limited by the sample
size 75 numbers and therefore the opinion of only selected customers is taken
into consideration. Mainly this study is conducted in Agra and the scope is
limited.
58
OPERATIONAL DEFINITIONS
satisfaction goals."
advertisement.
59
RESEARCH METHODOLOGY
go deeper into the user’s psyche and develop a thorough understanding of what
The first phase is completely internal where it is stormed over the most effective
route of action, considering that Bullet users in Agra are more in number.
The second phase is with some of the seasoned bikers who have been using
Bullets for some time now and are generally known and respected amongst the
Bullet community.
The third phase is with some respondents who will be interviewed with the help
60
TOOLS OF DATA COLLECTION
The information relevant for study was drawn from Primary data collected
through survey method, which alone was not sufficient. Hence Secondary data
took the feedback from the customers who were coming for the services
customers through telex calling by taking the data about the customers
from the customer data register of the dealership. I interviewed them and
discussed with the showroom staff as well as with the employees at Royal
related to the topic were also browsed to understand the dynamics of the
industry.
61
SAMPLE DESIGN
go deeper into the user’s psyche and develop a thorough understanding of what
the user looks for while buying a bike. In order to get a perspective from non -
Bullet riders as to what are the reasons for not choosing a Bullet, I administered
the same questionnaire to riders who used other motorcycles keeping in mind
the time and cost constraints. For the customer satisfaction study a sample of 75
persons was chosen from the in Agra city. The sample was judgmental and
Size of Sample 75
method
taken
62
PLAN OF ANALYSIS
• Raw Primary data has been collected with help of questionnaire. The raw
data has been tabulated with the help of table. From the tables, concept,
analysis and inferences are drawn which in turn was used for
• From the set of inferences and interpretation, conclusion have been drawn
63
LIMITATIONS OF THE STUDY
industry.
cost constraints.
respondents may or may not be true because some respondents may not
be serious. However all possible has been made to collect the information
as authentically as possible.
• This project has been taken up at the undergraduate level and the
knowledge and experience of the student is limited and hence may not be
professional enough.
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CHAPTER – 4
DATA ANALYSIS AND
INTERPRETATION
65
TABLE No.1
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
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.
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GRAPH
16%
40%
18%
26%
67
TABLE No.2
TABLE SHOWING-THE PROFILE OF THE RESPONDENTS
BASED ON GENDER
FEMALE 6 8%
TOTAL 75 100%
Analysis
From the above table it is clear that 92% of respondents were male and female
Interpretation
It is clear that most of the users of Royal Enfield are males mostly because of
68
GRAPH
92%
69
TABLE No.3
TABLE SHOWING-THE OCCUPATION OF RESPONDENTS
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
Interpretation
It is clear that users are mostly Professional males, 20-35 years of age including
70
GRAPH
45%
40%
25%
20%
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TABLE No.4
TABLE SHOWING-THE ANNUAL INCOME
GROUP OF RESPONDENTS
1,20,001-3,60,000 10 14%
3,60,001-7,20,000 14 18%
TOTAL 75 100%
Analysis
From the above table it is clear that 52% of the respondents had an annual
income of lesser than 1,20,000, 18% had income between 3,60,001 and
7,20,000, 16% earned more than 7,20,000 per annum and 14% had income
Interpretation
It shows that Royal Enfield is placing their products in the appropriate and
reasonable price range and the people of income bracket less than 1,20,000 can
72
GRAPH
52%
73
TABLE No.5
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.
74
GRAPH
75
TABLE No.6
TABLE SHOWING- THE PURCHASING WAY
OF THE CUSTOMERS
LOAN 21 28%
TOTAL 75 100%
Analysis
From the table it clearly shows that the products of Royal Enfield are in the
acceptable price range, as we can see that purchasing way of the 72%
respondents are leading in the CASH sector and 28% on loan basis. Customers
are ready to pay for better facilities and technology and they feel that all bikes
Interpretation
It is clear that customers are easily affording the price of Royal Enfield bikes
and they are not feeling much problem with the amount.
76
GRAPH
CASH LOAN
No.of Respondents 54 21
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TABLE No.7
TABLE SHOWING- THE NO OF RESPONDENTS CONSIDERING
OTHER MOTORCYCLE WHILE PURCHASING ROYAL ENFIELD
BIKE
NO 48 64%
TOTAL 75 100%
Analysis
From the table it clearly shows that 36% of the respondents did go consider or
checked for an alternative motorcycle and 64% of them did not consider any
Interpretation
It is clear that majority of the customers directly chose Royal Enfield as their
bike and dint even have a look at the nearest alternative bike and this shows the
78
GRAPH
70%
50%
40%
30%
79
TABLE No.8
TABLE SHOWING- THE SOURCE OF AWARENESS
FOR CUSTOMERS WHILE BUYING THEIR ROYAL
ENFIELD BIKE
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.
80
GRAPH
35%
30%
25%
5%
friends and
newspaper magazines roadshow tv adds website showroom
relations
Respondents % 32% 4% 0% 6% 20% 0%
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TABLE No.9
TABLE SHOWING- THE MILEAGE OF ROYAL ENFIELD AFTER
PURCHASE OF BIKE
40-45 16 22%
35-40 26 34%
30-35 18 24%
Below 30 10 14%
TOTAL 75 100%
Analysis
From the above table it is clear that 56% of respondents gain mileage of 35-
45km/lit which is really good, 24% of them between 30 -35km/lit, 14% below
Interpretation
It clearly shows that mileage of the Royal Enfield bikes is economical &
mileage between 35 and 40 that too on Indian roads with heavy traffic is a great
deal.
82
GRAPH
30
25
20
15
83
TABLE No.10
TABLE SHOWING- THE BREAKDOWN OF BIKES SINCE
PURCHASE OF VEHICLE
RARELY 19 26%
TOTAL 75 100%
Analysis
From the above table it is clear that 64% of the respondents say that there is no
problems or breakdown of their bikes after purchase, 26% say rarely their bikes
get repaired and 10% of respondents say their bikes breakdown very often.
Interpretation
It is clear that most of the Royal Enfield bikes doesn’t breakdown at all and it is
84
GRAPH
10
Ve y ofte
e y
Not at aII
85
TABLE No.11
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 n ot 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.
86
GRAPH
24%
76%
87
TABLE No.12
TABLE SHOWING- THE AVAILABILITY OF SPARE
PARTS IN THE MARKET
Analysis
From the above it is clear that 68% of the respondents are satisfied with the
availability of spare parts and remaining 32% of respondents are discontent with
Interpretation
It is clear that majority of the respondents are satisfied with spare parts
availability and we can say that Royal Enfield has good distribu tion channel for
88
GRAPH
eadiIy AvaiIabIe
89
CHAPTER – 5
FINDINGS, CONCLUSIONS AND
SUGGESTIONS
90
FINDINGS
we can conclude younger generation and middle age are more interested in
Royal Enfield may be because this is the age where they start earning.
2. It is clear that most of the users of Royal Enfield are males mostly because
3. Users are mostly Professional males, 20-35 years of age including some
the people of this income bracket less than 1,20,000 can easily afford this
Bike.
5. Customers are not attracted to only one particular model due to the
variants available and because the Classic 500/350 is the newly released
6. Customers are easily affording the price of Royal Enfield bikes and they
are not feeling much problem with the amount and purchasing way of
7. Majority of the customers directly chose Royal Enfield as their bike and
dint even have a look at the nearest alternative bike and this show s the
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8. Advertisements are rarely recalled and are highly ineffe ctive amongst non-
Bullet riders. It’s clear that Royal Enfield should concentrate on its
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
11. It is clear that most of the respondents prefer to buy their bike brand new
from showroom only and majority of the customers are very much
satisfied with the place of purchase of their Royal Enfield bike. This also
12. It is clear that majority of the respondents are satisfied with spare parts
availability and we can say that Royal Enfield has good distribution
13. It is clear that majority of the people who choose Royal Enfield as their
bike doesn’t have any problems or issues with their bike’s performance.
14. Majority of the respondents are satisfied with their bikes power and pick
up. This shows Royal Enfield has an excellent satisfaction level within the
customer
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15. Majority of the respondents are satisfied with their bikes comfort and
safety. This shows Royal Enfield has an excellent satisfaction level within
the customers.
16. Majority of the respondents are satisfied with their after sales service and
few respondents are not at all satisfied. This shows Royal Enfield has a
17. It is clear that People who choose not to buy Bullets do so because of low
common man.
18. It is clear that most of the respondents service their bikes in the showrooms
and also with a well known bullet mechanic. There is no much difference
but this shows people have less trust with the showroom service.
19. Most of the respondents agree that the company takes action towards the
complaints lodged by the customers and also the satisfaction level of the
customers is very high. This shows Royal Enfield checks at the complaints
20. Majority of the respondents are very much interested in Rider Mania and
93
CONCLUSION
Royal Enfield has an excellent satisfaction level within the customer for
its power, pick up, comfort, safety and with after sales service.
94
SUGGESTIONS
advertising campaign which does not hit on the customer rather aims to
print media are absolutely out of touch with the Indian culture and
has a soft corner for traditions and culture of India. Hence, all companies
including market leaders like Hero Honda and Bajaj capitalize on this
mind.
customers.
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
95
rude to the customers, parts of the bike are not easily available in the
Royal Enfield should take some better steps to satisfy and retain their
customers.
that dealers are not satisfying the queries of customers and so suggested
of Royal Enfield bikes and they are not feeling much problem with the
amount. But the company should also take some steps towards making
to other manufacturers.
96
APPENDIX
97
QUESTIONNAIRE
I am AMAN MITTAL, a final year BBA(FB) student from GLA
UNIVERSITY. This information is required for successful completion of my
project ‘A Study on Customer Satisfaction towards Royal Enfield bikes,
Agra.’ I request you to kindly spare some of your time and fill the
questionnaire below. Thank you.
RESPONDENT INFORMATION
Name:
1. Age:
3. Occupation:
4. Annual Income:
Cash Loan
98
7. Did u consider other motorcycle while buying the Royal Enfield bike?
Yes No
Bike cc
Showroom Others
11. Which place did you prefer to purchase your Royal Enfield bike?
99
12. How about the availability of spare parts?
No problem
14. How many stars will u rate for your satisfaction level with respect to
power and pick up of your Royal Enfield bike? Poor Average
Good Excellent
15. How many stars will u rate for your satisfaction level with respect to
comfort and safety of your Royal Enfield bike?
16. How many stars will u rate for your satisfaction level with respect to after
sales service of your Royal Enfield bike?
100
17. How does your friend say to your Royal Enfield bike?
Trendy Macho
Others- If any
18. What do you think is the major barrier for not purchasing Royal Enfield
bikes by non-bullet riders?
20. Do you agree that company takes action towards the complaints lodged by
the customers?
YES NO
YES NO
21. How many times have you suggested your friends or relatives to purchase
of Royal Enfield bikes?
101
22. Would you like to participate in the Rider Mania organized by the Royal
Enfield club?
YES NO
102
BIBLIOGRAPHY
Books Referred
Magazines Referred
Enthusiasts.
Websites Referred
• www.google.com
• www.royalenfield.com
• www.wikipedia.org
• www.enfieldmotorcycles.com
103