SUMMER TRAINING PROJECT REPORT

ON

TRAINING & DEVELOPMENT OF

SUZUKI MOTORCYCLE LTD.

Submitted as an Internship Project Report

In partial fulfillment of the requirements for the
Award of degree of Bachelor of Business Administration
(2020-2023)

Under the Guidance of: Submitted by

Mr. Rahul Tripathi Raj Harsh
(Project Guide) Course: BBA

BHARATI VIDYAPEETH DEEMED UNIVERSITY INSTITUTE OF

MANAGEMENT & RESEARCH, NEW DELHI
An ISO 9001:2008 Certified Institute
NAAC Accredited Grade “A” University
CRISIL Grading –BBA Programme
 DECLARATION

I hereby declare that the Summer Training Report conducted at “Training &
Development of Suzuki Motorcycle Ltd.” submitted in partial fulfillment of the
requirement of Bachelor of Business Administration (BBA) Bharati Vidyapeeth
Deemed University Institute of Management & Research, New Delhi. It is my original
work and the same has not been submitted for the award of any other
Degree/diploma/fellowship or other similar titles or prizes.

Raj Harsh
Student signature

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 ACKNOWLEDGEMENT

The present work is an effort to throw some light on “Training & Development of
Suzuki Motorcycle Ltd.” The work would not have been possible to come to the
present shape without the able guidance, supervision and help to me by number of
people.

The successful start of this project was made by their guidance and co-operation I also
owe me heartfelt gratitude deep regards towards our Director Sir, Mr. Amarjit R.
Deshmukh, and my Project Guide Mr. Rahul Tripathi for leading and directing at
every step of the project.

I convey my heartful affection to all those people who helped and supported me
during the course, for completion of my Project Report.

Raj Harsh

iii
 PREFACE

Today, in every organization personnel planning as an activity is necessary. It is an

important part of an organization. Human Resource Planning is a vital ingredient for
the success of the organization in the long run. The objectives of Human Resource
Department are Human Resource Planning, Recruitment and Selection, Training and
Development, career planning, transfer and promotion, risk management,
performance appraisal and so on. Today Training and Development of an employee
in an organization is not merely learning programmed sequences for improvements in
work styles but has now become a big and wide area of today’s industries. Increased
automation in offices, changing work methods and cultures, tapping of new and
different types of training well suited to the arising needs.

Training in an organization is essentially a learning process in which learning

opportunities are purposefully structured by the managerial, personnel and training
staffs working in collaboration or by external agents, acting on their behalf. The aim
of the process is to develop in the organization’s employee’s knowledge, skills,
attitude that has been defined as necessary for the effective performance of their work
and hence for the achievement of the organizational aims and objectives by the most
cost-effective means available.

My study has a special emphasis on “Association of Training Scholarship (AOTS)”

wherein the Suzuki Motorcycles employees are sent to Japan for training. To check
the effectiveness of training a survey has been conducted and it has helped in
identifying the effectiveness of the training programme for the benefit of employees
in the organization.

These training programmes help the employees to work better and to achieve their
goals by making them expertise in their related work fields. The purpose of providing
the training programmes is also to explain the basic policies of workings of the
organization so that the employees work according to it for achieving the best results
i.e., for achieving the goals of the organization.

Questionnaire method has been used for this purpose and after that an analysis has
been done based upon the responses of the respondents. Based on this analysis
relevant conclusion and suggestion has been given which shows that the training
programme designed for Suzuki Motorcycles employees is effective.

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 TABLE OF CONTENTS
SR. NO. CONTENTS Page No.
CHAPTER – 1 INTRODUCTION 1-52
1. About the Company
1.1 Formation/ Company Profile
1.1.1Vision
1.1.2 Mission
1.1.3 Objectives
1.1.4 Functions/ History
1.1.5 Product & services
1.1.6 Organizational Structure
1.1.7 SWOT Analysis

1.2. Environmental Scanning

1.2.1 Political environment:
1.2.2 Economic environment:
1.2.3 Socio-Cultural Environment:
1.2.4 Technological environment:
1.2.5 Environmental issues:
1.2.6 Legal environment
1.3 Porters five forces model of competition –Michael
Porter

CHAPTER- 2 RESEARCH METHODOLOGY 53-58

2.1. Statement of the Problem
2.2. Objectives & Scope of Study
2.3. Managerial usefulness of study
2.4. Type of Research and research Design
2.5. Data Collection Methods
2.6. Limitations of Study

CHAPTER-3 CONCEPTUAL DISCUSSION 59-74

3.1. Review of Literature
3.2. Current Issues
3.3. History and Development of Company & Industry
3.4. New Development of Company and Industry

CHAPTER -4 DATA ANALYSIS 75-84

4.1. Methods and techniques of data analysis
4.2. Primary Data Analysis
4.3. Secondary Data Analysis

CHAPTER-5 FINDINGS AND RECOMMENDATIONS 85-86

CHAPTER-6 CONCLUSIONS AND SUGGESTIONS 87-88
APPENDICES 89-90
Questionnaire
BIBLIOGRAPHY/REFERENCES 90-91

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 Chapter -1

Introduction

INTRODUCTION
A program that makes a fresher joining any two-wheeler manufacturing company “fit
to work” in the assembly line directly. By the end of the program the participant is
equipped with behavioural skills, theoretical knowledge, and hands on practical skills.
The two-wheeler lab in Suzuki Motorcycles Ltd. provides thorough practice to
dismantle and assemble a new vehicle. This enhances trainee’s capability of
performing sequential jobs independently.

Training and development is a function of human resource management concerned

with organizational activity aimed at bettering the performance of individuals and
groups in organizational settings. It has been known by several names, including
"human resource development", and "learning and development".

History: The name of the discipline has been debated, with the Chartered Institute of
Personnel and Development in 2000 arguing that "human resource development" is
too evocative of the master-slave relationship between employer and employee for
those who refer to their employees as "partners" or "associates" to feel comfortable
with. Eventually, the Suzuki Motorcycles Ltd. settled upon "learning and
development", although that was itself not free from problems, "learning" being an
over-general and ambiguous name, and most organizations referring to it as "training
and development".

Practice: Training and development encompasses three main activities: training,

education, and development.

 Training: This activity is both focused upon, and evaluated against, the job
that an individual currently holds.

 Education: This activity focuses upon the jobs that an individual may
potentially hold in the future, and is evaluated against those jobs.

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  Development: This activity focuses upon the activities that the organization
employing the individual, or that the individual is part of, may partake in the
future, and is almost impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes.
The sponsors of training and development are senior managers. The clients of training
and development are business planners. Line managers are responsible for coaching,
resources, and performance. The participants are those who actually undergo the
processes. The facilitators are Human Resource Management staff. And the providers
are specialists in the field. Each of these groups has its own agenda and motivations,
which sometimes conflict with the agendas and motivations of the others.

The conflicts that are the best part of career consequences are those that take place
between employees and their bosses. The number one reason people leave their jobs is
conflict with their bosses. And yet, as author, workplace relationship authority, and
executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever
enhanced his or her career by making the boss look stupid." Training an employee to
get along well with authority and with people who entertain diverse points of view is
one of the best guarantees of long-term success. Talent, knowledge, and skill alone
won't compensate for a sour relationship with a superior, peer, or customer.

Typical roles in the field include executive and supervisory/management

development, new-employee orientation, professional-skills training, technical/job
training, customer-service training, sales-and-marketing training, and health-and-
safety training. Job titles may include vice-president of organizational effectiveness,
training manager or director, management development specialist, blended-
learning designer, training-needs analyst, chief learning officer, and individual career-
development advisor.

Talent development is the process of changing an organization, its employees,

its stakeholders, and groups of people within it, using planned and unplanned
learning, in order to achieve and maintain a competitive advantage for the
organization. Rothwell notes that the name may well be a term in search of a
meaning, like so much in management, and suggests that it be thought of as selective
attention paid to the top 10% of employees, either by potential or performance.

2
While talent development is reserved for the top management it is becoming
increasingly clear that career development is necessary for the retention of any
employee, no matter what their level in the company. Research has shown that some
type of career path is necessary for job satisfaction and hence job retention. Perhaps
organizations need to include this area in their overview of employee satisfaction.

The term talent development is becoming increasingly popular in several

organizations, as companies are now moving from the traditional term training and
development. Talent development encompasses a variety of components such as
training, career development, career management, and organizational development,
and training and development. It is expected that during the 21st century more
companies will begin to use more integrated terms such as talent development.

Introduction of the topic

The Indian two-wheeler sector is growing at a rate of about 16% per annum and is
now going to be a second fastest growing automobile market in the world. The sector
is going through a phase of rapid change and high growth. With the coming up of new
projects, the industry is undergoing technological change. The major players such as,
Honda, Yamaha, Bajaj, Suzuki Motorcycles are now focusing on mass customization,
mass production, etc. and are expanding their plants.

According to National Development and Reform Commission (NDRC), India’s auto

making capacity is expected to become 15 million units by the end of the year 2009
exceeding the yearly demand of about 7 million units.

This rapid expansion is because of growing urbanization, rise in the standard of living
of consumers, easy availability of finance, liberalization, privatization, and
globalization of Indian Industry. This rapid expansion has created lots of job
opportunities. Interested one in this sector must specialize in automobile/mechanical
engineering. Currently, two-wheeler sectors in India are retaining around 10 million
employees and is expected to employ more people in near future. Unorganized sector
in employing 67% people while, organized sector is employing only 33% people,
which is a major drawback for two-wheeler sector.

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With this rapid expansion and coming up of major players in the sector, the focus is
more on the skilled employees and the need of human resource development has
increased. The companies are looking for skilled and hardworking people who can
give their best to the organization. Various companies are opening training institutes
to train interested ones in this sector, like Toyota has recently opened Toyota
Technical Training Institute (TTTI) near Bangalore that will offer 4 courses in
automobile assembly, mechatronics (a combination of mechanical and industrial
electronics), automobile weld and automobile paint. TTTI will provide both a high
standard of education and training in automotive technology as well as employment
opportunities.

TRAINING AT SUZUKI MOTORCYCLES

Focus Areas

 Training Delivery
 Training Solutions

TRAINING DELIVERY

Suzuki Motorcycles Suzuki India Limited is specialized in providing trainings in

various soft skills towards helping in building the organization capability. The trainers
are industry associates who bring along with them the real experiences and enable
people to convert concepts into real actionable.

Suzuki Motorcycles training methodology is defined by the facts of experiential

learning. It uses experience sharing, case studies, role plays, simulations to enhance
the learning environment.

Training Areas

Suzuki Motorcycles Suzuki India Limited is specialized in conducting Training in

various behavioural areas. Some of them are:

 Communication & Presentation Skills Team building

 Time management
 Enhancing effectiveness Stress management
 Leadership development

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  Finance for non-finance managers Goal setting
 Linguistic training Selling skills
 Coaching & feedback Change management Train the trainer
 Project management
 Creativity & innovation workshop
 Knowledge management & Project management

TRAINING SOLUTIONS

Just doing training is not enough, if that it is not been tracked, measured, and
improvised with time. Suzuki Motorcycles is expertise in providing a complete
Training

 Management Solutions customized to the organization towards each aspect of

training.
 The training solution helps the organization manage:
 Training need analysis Design training plan
 Develop training calendar Training execution
 Training feedback Training evaluation
 Need For Providing The Training Programme To Employees
 Leads to improved profitability and/or more positive attitudes toward profit
orientation.
 Improves the job knowledge and skills at all levels of the organisation. Improves
the morale of the workforce.
 Helps people identify with organisational goals. Helps create a better corporate
image.
 Fosters authenticity, openness, and trust.
 Improves the relationship between boss and subordinate. Aids in organisational
development.
 Helps prepare guidelines for work.
 Aids in understanding and carrying out organisational policies.
 Provides information for future needs in all areas of the organisation. Aids in
development for promotion from within.

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 Aids in developing leadership skills, motivation, loyalty, better attitudes, and other
aspects that successful workers and managers usually display.
 Aids in developing productivity and/or quality of work.
 Helps keep costs down in many areas e.g., production, personnel, administration,
etc.
 Improves labour- management relations.
 Reduces outside consulting costs by utilising competent internal consulting.
Stimulates preventive management as opposed to putting out fires.
 Creates an appropriate climate for growth, communication.
 Helps employees adjust to change.
 Helps employees to handle conflict, and thereby helps them to overcome stress
and tension.
 Improves moral

Purpose of Training

To have good results through training, it is important to fully understand its purpose.
The areas to study are different by the respecting company, the field you are involved
in and each person, but its final purpose is all the same. Namely, it is to carry out the
improvement of the current situation in the work place after returning to your country,
through reconfirmation of the problems you constantly face and of the areas to be
reviewed in the workplace in your company.

The following items are important in thinking over ‘Improvement’

(1) Improvement means small improvements, instead of starting with a large-scale

improvement.
(2) To make good observation and use the cases which are implemented in Japan
(3) To write down your improvement idea for your company in the improvement
suggestion from which is distributed during the period of orientation.

On few occasions, it is better to take an advice from an instructor about the area you
should pay attention to in improvement implementation and how to make
modification in case it is unable for you to implement it as it is.

6
After returning to their country, trainees are asked to pass on the knowledge acquired
through the training to their colleagues and subordinates or educate them with the
knowledge without keeping it to themselves as their own assets, but as the assets
granted to their company.

Thus, the success of going through the training depends on how one educates their
people with the knowledge obtained after returning to their country and how they
implement the improvement suggestion conceived through the training.

How the Training Goes

Suzuki considers practical training on the floor in the workplace as the most effective
training method. If it is for theoretical study, one would not find it necessary to come
all the way to Japan. So the trainees learn the Suzuki production system through
having practical experiences together with Suzuki supervisors and staff members in
Suzuki plant. So the trainees usually do not forget what they have learned in such a
way and are able to make good use of the training experience at their actual work after
going back to their country.

Instructors: Experience Managers, supervisors, Foreman, and staff members of

Suzuki are the instructors. Since they have their own work to do, it will not always be
possible for them to give training lectures. In such a case trainee are asked to make a
good use of such time by doing self-study, summarizing what they have learned, or
going to actual work place to observe after mentioning it to their instructors.

Training Report-(Three types of reports mentioned below are to be required.)

(a) Monthly training report

Trainees must keep a track of what they have learned through the training and must
submit it to their instructors by the end of each month. It is suggested to use Japanese
as much as possible to make the report in order to improve their capabilities of using
Japanese language.

(b)Training Report (There is no special format for it)

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Trainees prepare this report to submit it to the company after their return. This is a
report to make good use of the knowledge and techniques that one has acquired
during the training

(c) Report for presentation

This report is used as a draft for making a presentation and it has to be in Japanese
language.

Suzuki Motorcycles conducts following training programs:

Annual training program

This comprises of 80% total training conducted by Suzuki Motorcycles in a year. The
training program not only emphasizes on enhancing the skills but also makes way for
interaction amongst the employees of different departments. An external faculty with
appropriate skills & knowledge is hired for the purpose. Feedback from the
employees is given utmost importance and is mandatory for every training program
conducted.

External training

Suzuki Motorcycles keeps a track of the training programs conducted by premier

management institutes for the executives. As per the training needs employees are
selected and sent for these training programs.

Foreign Training

The employees are sent for AOTS (The Association for Overseas Technical
Scholarship) training program conducted through SMC in Japan.

INTRODUCTION OF WHOLE INDUSTRY: Growth prospects and key drivers

of Indian two-wheeler industry: -

The growth witnessed by the Indian two-wheeler industry indicates the growing
demand for low-cost personal transportation solutions amongst the 300 million Indian
middle-class consumers. Despite this spectacular growth rate, the two-wheeler
penetration (number of two wheelers per 1000 inhabitants) in India remains lower
than other Asian countries. This fact provides an opportunity for continued growth in

8
the market. India has the lowest Penetration of two wheelers as compared to countries
like Taiwan, Thailand, Malaysia, Vietnam, Indonesia, and China. In the present
scenario, growth in the two wheelers Industry will be driven by several factors

Rise in India’s Young Working Population:

With the rising levels of per capita income of people, the Indian two-wheeler market
offers a huge potential for Growth. This growth is relevant in the light of the fact that
70 per cent of India’s population is below the age of 35 Years and 150 million people
will be added to the working Population in the next five years. The number of women
in the urban work force is also increasing; this will lead to the Growth of gearless
scooters.

Rise of India’s Rural Economy and Growth in Middle Income Households:

The growth prospects of the Indian rural economy offer a significant opportunity for
the motorcycle industry in India. The penetration of motorcycles amongst rural
households with income levels greater than US$ 2,200 per annum has already
increased to over 50 per cent. The current target Segment for two wheelers, i.e.,
households belonging to the Income category of US$ 2,200–12,000 is expected to
grow at a CAGR of 10 per cent.

Greater Affordability of Vehicles:

The growth in two-wheeler sales in India has been driven by an increase in

affordability of these vehicles. An analysis of the price trends indicates that prices
have stagnated in the past. This has been part of the marketing strategy adopted by the
manufacturers to gain volume, as well as conscious efforts adopted to bring down
costs. The operating expenses of leading manufacturers have declined by around 15
per cent in the last five years. With greater avenues of financing, the customer’s
capacity to own a two-wheeler has improved.

Rapid Product Introduction and Shorter Product Life Cycle:

The last five years have witnessed a sharp increase in new product launches in the
two-wheeler industry. It is estimated that close to 50 new products have been
launched by manufacturers during this period, filling up all price points and targeted
at various consumer segments.

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Inadequate Public Transport Systems in most Urban Areas:

The economic boom witnessed in the country and the increased migration to urban
areas have increased the traffic congestion in Indian cities and worsened the existing
infrastructure bottlenecks. Inadequate urban planning has meant that transport systems
have not kept pace with the economic boom and the growing urban population. This
has increased the dependence on personal modes of transport and the two wheelers
market has benefited from this infrastructure gap.

FACTORS AFFECTING THE MARKET:

Post 1991, the Indian two-wheeler industry comprising of motorcycles, scooters and
scooterettes opened tremendously. The Indian motorcycle industry has expanded at a
24% CAGR over the last five years, It Captured almost 80% of the market primarily
at the cost of the scooter and Moped segment. The scooter segment though has
witnessed a revival with the launch of scooterettes aimed at young women and
adolescents.

The two-wheeler market can be segmented into three categories based on price –
Entry segment (<35000), Executive segment (between 35000 and 45000) Deluxe
(between 45000 and 65000) and Premium segment (above 65000). Motorcycles are
now sold as a passion, experience rather than a product. New products are being
introduced at a rapid pace and brands are gaining prominence. Thus, there is an
increased focus on the premium segment, which has an increased scope for
differentiation.

Purchasing Power is relatively high with buyers becoming more discriminating.

Reliability and economy have become more of a hygiene factor. Buyers now demand
two-wheelers that fit their personality thus increasing the scope for differentiation and
branding. Provision of financing through EMI’s has provided a means to satisfy the
need of possess a convenient and stylish mode of transport in the form of a two-
wheeler. This has resulted in higher growth in the 125-150cc segment.

With the introduction of Government policies such as reduction in excise duty from
16% to 12% and allowing for 100% FDI Barriers to entry has reduced. However, the
investment required for setting up large distribution channels and service stations can
be a major entry barrier. Another significant entry barrier is the brand building

10
required. Thus, initially foreign players set up Joint Ventures with indigenous
companies. After establishing their brand, they have launched their own line of
products. E.g., Honda with Hero Group and Yamaha with Escorts.

Rising Customer Expectations:

The growth witnessed by the Indian two-wheeler industry has attracted several new
entrants to the market and it is expected that the Indian industry will become more
competitive in the future. The excess of products introduced in the past has also raised
customer expectations with respect to reliability, styling, performance, and economy.

Inflation is a big factor that may play a part in moving the loyalties and aspirations of
people away from the four to the much cheaper and economical two-wheeler segment.
Moreover, the constantly increasing prices of oil and increasing interest rates on
finance are not helping the cause either. Environmental Concerns are also quite big on
the agenda these days and do play a part in the preference of consumer’s choices. The
rising global temperatures along with daily snippets in the national and international
media about the thinning of ozone and imminent environmental disaster have all
contributed to the making of a present day environmentally conscious consumer.

Environmental and Safety Concerns:

The increasing demand for two wheelers will need to be managed to address issues
relating to overcrowding of roads. Another problem is the insufficient infrastructure
for inspection to ensure adherence to emission norms. As the industry grows, it is
important to regulate the sale of used two wheelers in a more organized manner for
which a mechanism needs to be evolved. Unregulated sale of two wheelers, especially
in the rural areas, are likely to create issues related to emissions and safety of
vehicles.

The History of the automobile began about 4,000 years ago when the first wheel was
used for transportation in India. Several Italians recorded designs for wind-driven
vehicles. The first was Guido da Vigevano in 1335. It was a windmill-type drive to
gears and thus to wheels. Vaturio designed a similar vehicle that was also never built.
Later Leonardo da Vinci designed clockwork-driven tricycle with tiller steering and a
differential mechanism between the rear wheels.

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In the early 15th century, the Portuguese arrived in China and the interaction of two
cultures led to a variety of new technologies, including the creation of a wheel that
turned under its own power. By the 1600s, small steam-powered engine models were
developed, but it was another century before a full-sized engine-powered vehicle was
created.

A Catholic priest named Father Ferdinan Verbiest is credited to have built a steam-
powered vehicle for the Chinese Emperor Chien Lung in about 1678. There is no
information about the vehicle, only the event. Since James Watt didn’t invent the
steam engine until 1705, we can guess that this was possibly a model vehicle powered
by a mechanism like Hero’s steam engine-a-spinning wheel with jets on the
periphery.

Although by the mid-15th century the idea of a self-propelled vehicle had been put into
practice with the development of experimental vehicles powered by means of springs,
clockworks, and the wind,

Nicolas-Joseph Cugnot of France is considered to have built the first true automobile
in 1769. Designed by Cugnot and constructed by M.Brezin, it is also the first vehicle
to move under its own power for which there is a record. Cugnot’s three-wheeled
steam-powered vehicle carried four persons and was meant to move artillery pieces. It
had a top speed of a little more than 3.2 km/h (2 mph) and had to stop every 20
minutes to build up a fresh steam.

Evans was the first American who obtained a patent for “a self-propelled carriage.”
He, in fact, attempted to create a two-in-one combination of a steam wagon and a flat-
bottomed boat, which didn’t receive any attention in those days. During the 1830’s,
the steam vehicle had made great advances. But stiff competition from railway
companies and crude legislations in Britain forced the poor steam vehicle gradually
out of use on roads.

Carl Benz and Gottlieb Daimler, both Germans, share the credit of changing the
transport habits of the world, for their efforts laid the foundation of the great motor
industry, as we know it today. First, Carl Benz invented the petrol engine in 1885 and
a year later Daimler made a car driven by motor of his own design and the rest is
history.

12
Daimler’s engine proved to be a great success mainly because of its less weight that
could deliver 1000rpm and needed only very small and light vehicles to carry them.

France too had joined the motoring scenario by 1890 when two Frenchmen Panhard
and Levassor began producing vehicles powered by Daimler engine, and Daimler
himself, possessed by the automobile spirit, went on adding new features to his
engine. He built the first V-Twin engine with a glowing platinum tube to explode the
cylinder gas-the very earliest form of sparking plug.

Charles Duryea built a motor carriage in America with petrol engine in 1892,
followed by Elwood Haynes in 1894, thus paving the way for motorcars in that
country.

For many years after the introduction of automobiles, three kinds of power sources
were in common use: steam engines, gasoline or petrol engines, and electric motors.
In 1900, over 2,300 automobiles were registered in New York, Boston,
Massachusetts, and Chicago. Of these, 1,170 were steam cars, 800 were electric cars,
and only 400 were gasoline cars.

In ten years from the invention of the petrol engine, the motorcar had evolved itself
into amazing designs and shapes. By 1898, there were 50 automobile-manufacturing
companies in the United States, a number that rose to 241 by 1908. In that year,
Henry Ford revolutionized the manufacture of automobiles with his assembly-line
style of production and brought out the Model T, a car that was inexpensive, versatile,
and easy to maintain.

SEGMENTATION OF TWO-WHEELER:
A Two-Wheeler Sector Sub-Segmenting in the three Segments.
 Motorcycle
 Scooter
 Mopeds

Fig. 1.1: Trend in 2W Volumes by Category:

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Fig. 1.2: Trend in 2W Sales Volumes, Domestic and Exports:

Table 1.1: Domestic Market Share for 2014-15

Passenger Vehicles 15.86

Commercial Vehicles 4.32

Three Wheelers 3.58

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Two Wheelers 76.23

Fig. 1.3: Segment Wise Market Share in 2014-15

Segment Wise Market Share in 2013-14

Passenger Commercial
Vehicles Vehicles
16% 4%
Three Wheelers
4%

Two Wheelers
76%

1. About the Company of Suzuki Motorcycle Ltd.

1.1 Formation/ Company Profile

Suzuki Motorcycle India Pvt., Ltd. engages in manufacturing two wheelers. The
company’s products include motorcycles and scooters. It offers its products through a
network of dealers. The company was incorporated in 1997 and is based in Gurgaon,
India. Suzuki Motorcycle India Pvt., Ltd. operates as the subsidiary of Suzuki Motor
Corp.

Suzuki Motor Corporation (SMC), a global giant of motorcycle manufacturing is

headquartered in Japan. It holds major stake in its Indian subsidiary, Suzuki
Motorcycle India Private Limited (SMIL). SMIL was set up after Suzuki's re-entry
into the Indian two-wheeler market after it severed ties with partner TVS in 2000-01.

15
Suzuki was then the technology provider in the erstwhile joint venture company TVS
Suzuki.

Suzuki Motorcycle India Pvt Ltd (SMIPL) is the latest entry into the already crowded
Indian two-wheeler segment with players like Hero Honda, Bajaj Auto, Honda, and
TVS. SMIPL have started their Indian operations with a 125-cc mass-market
motorcycle. It has made an initial investment of Rs. 200 crores to start their Indian
operations.

Company sources have revealed that Suzuki would follow up this 125cc bike with a
high performance 150-cc sibling sometime next year. And for the budget segment,
another 100cc bike is expected in the first quarter of 2012. Mass market is the initial
aim with plans to enter all the segments rapidly. They have their facilities located in
Gurgaon.

Suzuki had launched bike by diwali, which is the auspicious time for buying a new
vehicle in Indian families. Their setup in Gurgaon has the capabilities of
manufacturing one lakh motorcycles and they are ready to step that up massively if
the situation arises. They already have setup 40 dealerships around the country and
are going to establish 4,000-5,000 sq.ft showroom and service stations to provide
services to the customers.

The parent company happens to be one of the largest manufacturers of two wheelers
in the world with more than 20 lakh bikes sold per annum. They are popular for their
range of high performance road machines, lightweight super bikes, dirt bikes, street
bikes, and motocross and fun bikes globally.

Plant area and production capacity:

They have installed their manufacturing plant in Gurgaon (Haryana) having the
annual capacity of 2,50,000 units. Total land area of the facility at Gurgaon is 37 acres
out of which the present plant is constructed in an area of 6.5 acres of land. The
remaining area of 30.5 acres is left for land development and future expansion.

Chairman:
Mr. Katsumi Takata

16
Personnel over the years
 Year 2013-14
 Total number of employees 490

Main Products
Motorcycles and scooters

Head Office, Plants & Facilities

  Name   Address   Operations
 Suzuki Motorcycle India  Pvt Factory Office    Head office affairs
Ltd Village Kherki
Dhaula, Badshahapur,  Motorcycle engines assembling and
N.H.-8, Link Road, machining
Gurgaon.
Fax No. - 0124-4170  Spare parts administration
701
 Education, training and
Regd. Office Sales &  Public relations
Marketing Office
2nd Floor, Plot No. 1,  Research and development
Nelson Mandela Road,
Vasant Kunj,
New Delhi -110 070  Testing and development of motorcycles
Fax No. - 011-4607
5418

VISION AND MISSION

The core philosophy of SUZUKI is to provide "VALUE-PACKED PRODUCTS".

Since the founding of SUZUKI Motor Corporation, the Organization's endeavour has
always been to provide "VALUE-PACKED PRODUCTS" as one of the
manufacturing philosophies. SUZUKI believes that "VALUE-PACKED

17
 PRODUCTS" come from the effort to carry out Product development from customer's
point of view. This policy has been in effect since Company's inception and has
helped the Organization to meet customer's needs. As a result, SUZUKI's Products
have become well received throughout the World. SUZUKI is fully committed to
create Products that meet customer's demand by utilizing its dynamic, long-nurtured
technological advantage coupled with its fresh and active human resources.

 Develop products of superior value by focusing on the customers

 Establish a refreshing and innovative company through teamwork
 Strive for individual excellence through continuous improvement

1.1.1 Our Vision: To become the largest selling dealer and most profitable service
providers in Suzuki Dealership Network.

1.1.2 Our Mission: To take pride & pleasure in providing excellent pre-sales and
after-sales service to the end customers. To maintain repeat & multiple business
relationships with our customers for a lifetime.

MISSION OF SUZUKI
The core philosophy of SUZUKI is to provide “VALUE-PACKED PRODUCTS”.
Since the founding of SUZUKI Motor Corporation, the Organization’s Endeavour has
always been to provide “VALUE-PACKED PRODUCTS” as one of the
manufacturing philosophies.

SUZUKI believes that “VALUE-PACKED PRODUCTS” come from the effort to

carry out Product development from customer’s point of view. This policy has been in
effect since Company’s inception and has helped the Organization to meet customer’s
needs. As a result, Suzuki’s Products have become well received throughout the
World.

SUZUKI is fully committed to create Products that meet customer’s demand by

utilizing its dynamic, long-nurtured technological advantage coupled with its fresh
and active human resources.
 Develop products of superior value by focusing on the customers
 Establish a refreshing and innovative company through teamwork

18
  Strive for individual excellence through continuous improvement

GROWTH REPORT:
It has reported a growth of 47.66% in sales in the month of November ‘09 at 14745
units compared to 9986 units same month last year.

It has sold 14806 units in December ’09 listing a strong growth of 61% over its sales
in December ’08 despite recession. This increase of sales is attributed to the
tremendous response from the new product GS150R and ACCESS 125.

It has reported 93% growth in sales during the month of January 2015. It has sold
20441 units in January ‘10 listing a strong growth of 93% over its sales in January
‘09. It has sold 21752 units in March ‘10 listing an impressive growth of 76% over
its sales in March ‘09. This increase of sales is attributed to the tremendous response
from the new product GS150R and ACCESS 125.

It has great plans for the coming year and this is only the beginning. Their objective is
to offer quality products and customer satisfaction to consumers. This growth
momentum will further accelerate in coming months.

1.1.3 Objectives
 To enlighten the trainees more about their organization, its aspirations, challenges,
and the business background in which it operates.
 To make the human resources cognizant of the functions of different sections.
 To train them to be aware of the significance of communication and enthusiasm in
their day-to-day work as a tool for better organizational climate and morale.
 To see that once they go back after attending training, they feel that they belong to
the organization.
 To ensure that the participants would share their information gained from training
with their co-workers.
 To develop friendship, fellowship, support and trusteeship among trainees.
 To ensure that technical, managerial, supervisory and human competencies are
built-up in the employees on a continuous basis to enable them to perform their
current assignments effectively, and also to set them up to execute their future
tasks.

19
 To offer the required training inputs to all employees in a need-based, organized
and lucrative manner.

The training programmes imparted to the work-force should be of superior standards

with a view to develop good working environment, provide work culture inspiration,
support attitudinal change, improve interpersonal relationships, reduce accidents,
perk-up efficiency, update knowledge and technology, educate saving and investment
habits among employees, create consciousness of work-related health hazards, etc.
Also, the training institute should comprise of all types of audio-visual aids, which
form the venue for the in-house training and development programmes in the
organization.

1.1.4 FUNCTIONS/ HISTORY/ COMPANY HISTORY

SUZUKI MOTORCYCLES GLOBAL HISTORY

In 1909 Michio Suzuki founds the Suzuki Loom Company in Hamamatsu, Japan. He
builds industrial looms for the thriving Japanese silk industry. 1937 To diversify
activities, the company experiments with several interesting small car prototypes, but
none go into production because the Japanese government declares civilian
automobiles “non-essential commodities” at the onset of WWII.

In 1952 when due to financial problems Suzuki ventured into developing clip on
engines to bicycle frames. The first model was called the Power Free (36cc) and the
follow-up model was the Diamond Free (60cc). Suzuki produced its first motorcycle
in 1954 called the Colleda (90cc). Suzuki built small capacity bikes during the 50s
and 60s and had only small export success until the introduction of the X6 (T20 super
six), which gave Suzuki much name credibility. In 1962 Using MZ’s technology,
Suzuki wins the newly created 50cc class in the World Championship.

The company will win the class every year until ’67, and win the 125cc class twice in
that period, too. With a well-established name Suzuki dared enter the big bike market
and in 1967 Suzuki introduced T500. Which was known as the Titan in America and
the Cobra in England? The name changed over the years to GT500 due to many

20
improvements but it was purely the sharp price and good reliability, which kept the
GT in production until 1977.

In 1971 The GT7The Water Buffalo was introduced in 1971 in America and the
Kettle in Britain - both the same GT750 bike and the start for Suzuki to enter the
super bike market. The GT750 wasn't a very impressive machine and also couldn't
match the other bikes in the market at the time. Once again the production kept going
based on its demand for good price and reliability.
In 1974 The RE5 is the first Japanese motorcycle with a rotary engine. It cost a
fortune to develop and, while not bad, it’s a commercial disaster. After two years, the
company abandons the project, and there are rumors the tooling was dumped into the
sea so that Suzuki managers would never have to see it again. Most bikes produced
around the middle 70s had enough power but lacked a steady frame. The introduction
of the Suzuki GS1000 in 1978 changed this problem once and for all. The GS out
preformed every other bike in its category and had a frame to match its power. The
only thing, which could be said against the very popular and successful GS1000, was
its dull looks.

The GS1000 was redesigned and new models based on the same original success bike
were introduced. The GSX1000 in 1980 and the GSX1100S Katana in 1982. The later
bike was a huge success due to it powerful performance, funky style, low weight and
good pricing. In 1983 The RG250 is Suzuki’s first ever race replica. This bike
features the AL-BOX, square aluminum frame, 16-inch tire and Anti Nose Dive Forks
(ANDF) at the front. In 1985 The RG500 “Gamma” features the same square-Four
cylinder layout as the as the factory Grand Prix bikes. Other racy features are the
square-tube aluminum frame and the removable cassette-type transmission.

Suzuki pulled a stunt within the motorcycle market by introducing the GSX-R750,
which was such a direct copy of their formula race bike with the only difference that
this GSX was, road legal. It turned the super sport motorcycle market upside down
and dominated the way super bikes would look for the future. The GSX-R750 was
super fast, which wasn't hard to understand since there were hardly any changes to its
racetrack design. Both on the street and in the race track the bike was a huge success.
In 1986 the GSX-R1100 was also added to the line.

21
In 1996 Suzuki calls the new GSX-R750 the ‘turning-point model’ thanks to its twin-
spar frame instead of the older double-cradle frame. The engine is also redesigned and
featured 3-piece crankcases, chrome-plated cylinders and a side-mount cam chain as
well as Suzuki Ram Air Direct (SRAD) system.

In 1997 The TL1000S is the first Suzuki sport bike with a V-Twin engine. It will be
followed a year later by a racier R version, with a dodgy rotary vane damping system
in the rear shock. Suzuki equipped the TL1000R with a steering damper, but it was
still prone to headshake and customers approached it with caution, if at all.

In 1999 Mat Mladin wins the AMA Super bike Championship, beginning a run of
unprecedented dominance. Mladin will win five more times, and Suzuki will win 8 of
the next 9 titles. With sport bikes getting more and more sharp edged, the company is
one of the first to recognize what might be called the ‘semi-sport’ market, as opposed
to the super sport market. The SV650 features an aluminum-alloy truss frame and a
liquid-cooled 90° V-Twin DOHC 4-valve engine. Suzuki calls the Hayabusa the
ultimate aerodynamic sportbike. It’s powered by a 1298cc liquid-cooled DOHC in-
line 4-cylinder engine that becomes the darling of land-speed racers. The name means
“peregrine falcon” in Japanese.

The GSX style and line didn't change much over all the years with improvements
being made to the bike. A small fluke in design made Suzuki lose its performance
lead with the GSX-R1100. But the GSX-R750 has remained a hit up until today.
Maybe still hurt by losing the performance edge with the GSX-R1100 redesign in the
1990s Suzuki introduced the GSX-1300R (Hayabusa) in 1999. This sent the Honda
Blackbird packing and became the world's fastest production bike at a whopping 190
mph (307 km/h).

In 2001 Suzuki introduced an upgrade GSX-R750 engine and created the GSX-R1000
(998cc), which is a super bike with outstanding performance. In 2003 the GSX-R1000
was restyled but still kept its position as a super class bike.

22
In 2005 Suzuki’s original 4-stroke motocross, the RM-Z450, is equipped with a 4-
stroke 449cc engine, which features the Suzuki Advanced Sump System (SASS).
Troy Corser gives Suzuki its first and only (so far) World Super bike Championship.

In 2012 The M109R, Suzuki’s flagship V-Twin cruiser is powered by a 1783cc V-

Twin engine with 112mm bore and 90.5mm stroke. It has the largest reciprocating
pistons in any production passenger car or motorcycle.

In 2012-14 The B-King is launched, powered by the 1340cc Hayabusa engine; the B-
King is Suzuki’s flagship big ‘Naked’ bike. Suzuki says it has the top-ranked power
output in the naked category.

Table 1.2: SMPIL GROWTH REPORT IN ‘2014-‘2015

OEMs 2013-14 2014-15 GROWTH
BAL 9,692 3,759 -61.22%
HHML 1,53,193 2,08,440 36.06%
HMSI 6,54,319 7,39,947 13.09%
KINETIC 5,522 - -100.00%
M&M 2W - 70,008 0.00%
SMIL 85,782 1,40,983 64.35%
TVS 2,39,469 2,99,370 25.01%
TOTLE 11,48,007 14,62,507 27.40%

Fig. 1.3: Growth

23
 Growth
80.00% 64.35%
36.06%
60.00%
25.01%
40.00% 13.09%
0%
20.00% Growth
0.00% -100%
Ba H H KI M SM TV
-20.00% l H M N & S
M SI ET M IL
-40.00% L IC 2W
-60.00%
-61.22%
-80.00%
-100.00%

1.1.5 Product & services

PRODUCTS OF SUZUKI MOTORCYCLES
 SUZUKI ACCESS 125CC

Suzuki
launched
the Access 125cc in the month of September 2011. In those days, Access 125 was the
third product from Suzuki’s stable in India. Prior to this, Heat and Zeus motorcycles
were ruling the Suzuki showrooms PAN India.

Suzuki Access 125 is the third product from the Suzuki stable in India after Heat and
Zeus motorcycles. 125cc Access is powered by a 125-cc air-cooled four-stroke engine
with Continuous Variable Transmission (CVT), which develops 8.5bhp at
7000rpm with 1.0kgm of torque at 5000rpm. The design is typically Japanese, almost
flat aprons where large turn indicators are embedded. Though it has a longer

24
wheelbase access looks compact because of this design. No body colored mirrors for
this access. Paint quality is of top notch.

SUZUKI ACCESS 125 FEATURES:

 Xtra Torque Performance (XTP) for more power and faster pick-up
 Telescopic front fork suspensions for comfortable riding
 Tail lights that are trendy and attractive
 Wider seat for comfort riding
 Large size underseat compartment
 Centralized ignition key switch, with shutter
 Smart built-in signal
 Multi-reflector lights for better visibility
 Stylish, Chrome-plated silencer cover

TABLE 1.3: SUZUKI ACCESS 125 TECHNICAL SPECIFICATIONS:

Dimensions And Dry Mass
Overall length 1780 mm
Overall width 650 mm
Overall height 1125 mm
Wheelbase 1250 mm
Ground clearance 160 mm
Seat height 780 mm
Dry mass 109 kgs

Engine
Type Four-stroke, Air-cooled,OHC
Number of cylinders 1
Displacement 124 cm3 (cc)
Max Power 6.4 Kw@7000rpm (8.58hp@7000rpm)
Max Torque 9.8Nm@5000rpm (1.0kg-m@5500rpm)
Air cleaner Non-woven fabric element
Transmission CVT
Starter system Self & Kick Self

Suspension
Front Telescopic
Rear Swing-arm

25
Brake
Front Drum brake (130 mm)
Rear Drum brake (130 mm)

Tyre Size
Front 90/100-10
Rear 90/100-10

Electrical
Spark plug CHAMPION P-RZ9HC
Battery 12V, 5Ah
Headlamp 12V 35/35W

Fuel Tank : Capacities

Tank capacity 6.4 L
Underseat space 20 L

 SUZUKI GS150R

The 150cc Segment

is picking up in India. Suzuki has been a little conservative till now with its bike
models. Zeus and Heat and not extra ordinary, but it sells enough to be seen here and
there a while. The company took another step ahead with the Access 125 Scooter.
Suzuki’s foray into this segment is expected to be create similar impact in the segment

The engine of the Suzuki GS150R is said to be convenient for riding in the city. The
150cc engine respires through a BS26 carburetter. It comes with Throttle Positioning
Sensor (TPS). GS150R's 149cc engine develops 13.8bhp of peak power at 8500rpm

26
and 13.4Nm of peak torque 6000rpm. According to Suzuki, GS150R will return a
mileage of 48kmpl in City and 55kmpl in Highway.

Table 1.4: The engine uses engine balancer technology to minimise vibration and
comes with a rubber damper and a balancer shaft. It has a digital speedometer which
shows gear position, fuel level, speed, odometer, tripmeter and the tachometer is a
neat dial adjacent to the digital console.

Name: GS150R OTHER SPECIFICATIONS

Type: Commuter Weight: 134.00 kg
Top Speed: 120kph Ground Clearance: 160.00 mm
Fuel 48.00 Fuel Tank: 15.50 ltrs
Consumption: Wheelbase: 1340.00 mm
City Headlamp: Multi Reflector
Fuel 55.00 Halogen Bulb
Consumption: Wheel Type: Die Cast Alloys
Highway Wheel Size: 2.75x18 - 100/90-18
mm
Tubeless: NO
ENGINE SPECIFICATIONS
Colors: Pearl nebular black,
Displacement: 149cc
Metallic flint gray,
Engine: Four Stroke, Single
Candy max orange
Cylinder, SOHC
& Candy dark
Maximum Power: 13.8 Bhp @ 8500 rpm
greenish blue.
Maximum Torque: 13.4 Nm @ 6000 rpm
Gears: 6 Manual
Bore: 57 ACTIVE AND PASSIVE SAFETY
Stroke: 58.6 Suspension(Front): Telescopic, Coil
No. of Cylinders: 1 Springs, Oil
Cylinder SOHC Damped
Configuration: Suspension(Rear): Swing Arm Type
Valve Per 2 Coil Spring, Oil &
Cylinder: Gas Damped
Cooling Type: Air Cooling Brakes: Hydraulic Single

27
 Carburetor: BS26 - Throttle Disc
Positioning Sensor Brakes(Rear): 130mm Drum
Stand Alarm: NO

DIMENSIONS
Length: 2095.00 mm COMFORT AND CONVENIENCE
Width: 775.00 mm Fuel Guage: Digital
Height: 1120.00 mm Self Start: YES
Tacho Meter: Analogue
Trip Meter: Digital-1
Alloys: YES
Speedometer: Digital
Passenger Footrest: YES
Passenger Backrest: NO
Step-up Seat: YES
Pass-light: YES
Low Fuel Indicator: YES

 SUZUKI ZEUS 125CC

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

28
Besides Suzuki Zeus, Suzuki India has another motorcycle in the Indian market,
called Suzuki Heat. Both Zeus and Heat are part of Suzuki's attempts to come back to
the Indian market, which it had left in the late 90s. During its earlier Indian coming,
Suzuki partnered TVS for its two-wheeler business.

Suzuki Zeus, packed with latest technology and styling, is an entry level bike from
Suzuki Motor Corporation. Zeus has a unique cut-line front cowl for a much
stylished, dynamic look. The bike is available in Zeus 125X and 125XU models.

Suzuki Zeus will be available in three colors, the company said. These are Candy
Antares Red (19A), Metallic Titanium Gold (YM3) and Pearl Nebular Black (YAY).
To manufacture Suzuki Zeus and Suzuki Heat, the company has invested Rs 200 crore
at its Gurgaon manufacturing plant. The production capacity of the plant is 100,000
bikes per annum.

SUZUKI ZEUS 125CC FEATURES:

 Powerful Disc Brakes (front, asbestos-free)
 Bright and Big multi-reflector Halogen Head Lamp for better visibility at
night and make a dashing style statement.
 Convenient Shift indicator for adjusting fuel efficiency on different gears.
 Advanced and Stylish Instrument Panel with Tachometer
 Uniquely styled front cowl for a dynamic look.
Stylish Under Cowl for engine protection and making a style statement.
 Advanced 5-speed Gearbox for a smoother and comfortable ride.
 Robust all Aluminium Engine with large fins and upright cylinder for superb
cooling and style.
 Primary Kick & Auto Decompression System for effortlessly starting the
engine in any gear.
 Stylish and large fuel tank.
 Ergonomic seat design for easy ground access and minimum knee bending.
 Helmet Holder to take the load off your head after you park the bike.

TABLE 1.5 VEHICLE SUMMARY OTHER SPECIFICATIONS

Name: Zeus 125 Weight: 114.00 kg
Model: XCD Ground Clearance: 155.00 mm

29
Type: Commuter Fuel Tank: 12.00 ltrs
Top Speed: 101kph Wheelbase: 1240.00 mm
Electrical System: NA
Headlamp: NA
ENGINE SPECIFICATIONS
Battery Type: 9.0 KC 10HR
Displacement: 124cc
Battery Voltage: 12V
Engine: Four-stroke, Air-
Battery Capacity: 2.5 Ah
cooled, OHC
Horn: NA
Maximum Power: 8.5 Bhp @ 7500 rpm
Wheel Type: Alloys
Maximum Torque: 10 Nm @ 3500 rpm
Wheel Size: 2.75x18 - 3.00x-
Gears: 5 Speed
18 mm
Clutch: Wet Multiplate type
Tubeless:
Bore: 53.5
Stroke: 55.2 Colors: NA
Cylinder NA
Configuration:
Engine Block NA ACTIVE AND PASSIVE SAFETY
Material: Suspension(Front) Telescopic, Coil
Chassis Type: NA : spring, Oil
damped
Cooling Type: Air Cooling
Suspension(Rear): Swing-arm type,
Carburetor: NA
Coil spring, Oil
damped
DIMENSIONS Brakes: Disc
Length: 2040.00 mm Brakes(Rear): Drum 130mm
Width: 770.00 mm Stand Alarm:
Height: 1125.00 mm

COMFORT AND CONVENIENCE

Fuel Guage: Analogue
Self Start:

Tacho Meter: Analogue

Trip Meter: Analogue-1
Alloys:

Warranty: NA
Speedometer: Analogue
Passenger
Footrest:

30
 Passenger
Backrest:
Step-up Seat:

Pass-light:

 SUZUKI HAYABUSA

Suzuki bring the Hayabusa motorcycle

to India. The Hayabusa – official
nomenclature is GSX 1300R – will pave
the way for Suzuki’s foray into the
superbike segment in India.
Competition, however, has already
arrived in the shape of Yamaha and Ducati motorcycles in India.

Powered by a 1340cc in line 4 cylinder engine, the Suzuki Hayabusa is likely to sport
a price tag of  Rs 11 lakh. The bike was launched in the first week of September 2013.
Suzuki also launched a second superbike, the GSX-R 1000 in November.

Although boasting of a top speed of 397 km per hour as per recorded figures, the bike
that will come to India will have a speed limit of 299 km per hour. Company think
that the higher figure here is from some world record attempts, while 299 km ph
would be the official top speed. Do keep in though that superbike or not, speed limits
in most parts of India are at 60 kmph, and may go up to 100 km ph on some of the
expressways.

Table 1.6: Suzuki expects only a sale of around 150 units of the Hayabusa in India
per annum.
VEHICLE SUMMARY
Name: Hayabusa
Type: Sports
Top Speed: 332kph

ENGINE SPECIFICATIONS
Displacement: 1340cc
Engine: 4-stroke, 4-cylinder DOHC,rse
Maximum Power: 170 Bhp @ 9500 rpm

31
Maximum Torque: 127 Nm @ 6750 rpm
Gears: 6 Speed
Clutch: 120
Bore: 81
Stroke: 63
Cylinder Configuration: NA
Engine Block Material: NA
Chassis Type: NA
Cooling Type: Liquid Cooling
Carburetor: NA

DIMENSIONS
Length: 2195.00 mm
Width: 740.00 mm
Height: 1170.00 mm
OTHER SPECIFICATIONS
Weight: 220.00 kg
Ground Clearance: 120.00 mm
Fuel Tank: 22.00 ltrs
Wheelbase: 1480.00 mm
Electrical System: NA
Headlamp: NA
Horn: NA
Wheel Type: Alloys
Wheel Size: 120/70 ZR17 - 190/50Z R17, tubeless
mm
Tubeless:
Colors: NA

ACTIVE AND PASSIVE SAFETY

Suspension(Front): Inverted telescopic, 43mm inner
Suspension(Rear): Progressive linkage, fully adjustable
Brakes: 6-piston caliper 320mm dual disc
Brakes(Rear): Twin piston caliper, 240mm disc
Stand Alarm:

COMFORT AND CONVENIENCE

Fuel Guage: Digital
Self Start:
Tacho Meter: Analogue
Trip Meter: Digital-2
Alloys:
Warranty: NA
Speedometer: Digital

32
Passenger Footrest:
Passenger Backrest:
Step-up Seat:
Pass-light:
Low Fuel Indicator:
Low Oil Indicator:
Low Battery Indicator:
High Oil Temp. Indicator:
Choked Air Filter Indicator:

SUZUKI WARRANTY POLICY

Suzuki Motorcycle India Private Limited, (SMIPL) offers warranty for all models
manufactured in its Gurgaon plant and sold through its authorized dealers. Suzuki
Motorcycle India Private Limited reserves the right either to replace or repair, at their
authorized dealer, free of cost, those parts which may be found on examination to
have manufacturing defect within 2 years from the date of sale (or) first 30,000 kms
whichever occurs earlier of its operation.

If any of the free or paid service is not done as per schedule, the warranty tends to
stand void. Parts of the vehicle have been subjected to misuse, accident, and negligent
treatment, use of bad quality parts which are not manufactured (or) not recommended
for use by SMIPL on their motorcycles. Parts of the motorcycle getting rusted or their
plating or painting coming off due to atmospheric condition like Sea Breeze and
Industrial Pollution.

Motorcycle used for any Competition (i.e.) Rallies (or) Races, if it is used for any
commercial purposes like Hiring etc. SMIPL undertakes no liability in the matter of
any consequential loss (or) damage caused due to failure of the parts. Parts repaired
(or) replaced under this warranty are warranted only for the original warranty period
of Suzuki motorcycles. Consumables like Engine Oil, TFF Oil, Grease, used for the
warranty repair are not covered under the application of the warranty.

33
1.1.6 Organization Chart of Suzuki Motorcycles Ltd.

MAJOR COMPETITORS

1) HERO HONDA MOTORS LIMITED

Hero Honda Motors
Limited was established in
1984, as a joint venture
between India's Hero Group (world's largest bicycle manufacturers) and Japan's
Honda Motor Company. In 1985 production began with the launch of its first
motorcycle, the CD100, which gave 80 km to the liter. In 1987 the engine plant was
started and in 1989 the Company produced its 3,00,000th motorcycle. In 2001 Hero
Honda manufactured its 50,00,000th motorbike. Hero Honda has a reputation of being
the most fuel-efficient and the world's single largest two wheeler Company. Shri
Brijmohan Lall Munjal is the chairman and managing director of this Company.

34
During 80s, Hero Honda became the first company in India to prove that it was
possible to drive a vehicle without polluting the roads.
The unique features like fuel conservation, safety riding courses and mobile
workshops helped the group reach in the interiors of the country. Well-entrenched in
the domestic market, Hero Honda Motors Ltd. turned its attention overseas, and
exports have been steadily on the rise.

2) Honda Motorcycles & Scooters India Private Limited

Honda motors of Japan is
not a new name in the two
wheeler scenario in the
country, they were in a tie up with the Firodias owned Kinetic group. However in the
late 90s they parted ways after problems arose over issues like introduction of new
models, advertising expenditure, marketing strategies and other related issues.

In the mid 80 Honda motors of Japan joined hands with the largest bicycle maker of
India the Hero cycles to create Hero Honda which in a couple of decades or so have
gone on to become the single largest motorcycle company in the world. Though
Honda has come on its own on the Indian market yet it will be providing
technological support to Hero Honda for the next ten years.

Thus presenting a unique situation in which the company will be in direct competition
with the company which it has been associated for nearly two
decades. Honda Motorcycles and Scooters India limited, a 100% subsidiary of Honda
motor company Japan eventually entered the Indian market with Honda Unicorn in
2004.
3) BAJAJ AUTO LTD.

Since 1986, there is a technical tie-

up of Bajaj Auto Ltd. with
Kawasaki Heavy Industries of Japan
to manufacture state-of-art range of

35
latest two-wheelers in India. The JV has already given the Indian market the KB
series, 4S and 4S Champion, Boxer, the Caliber series, and Wind125

Kawasaki Heavy Industries is a Fortune 500 company with a turnover of USD 10

billion (Rs. 45,840 crore). It has crafted new technologies for more than hundred
years.

The technologies of KHI have redefined space systems, aircrafts, jet engines,
ships,locomotive, energy plants, automation system, construction machinery, and of
course high reliability two-wheelers KHI has given the world its legendary series of
600-1200cc Ninja and 1600 Vulcan bikes. Straight from its design boards, the
Kawasaki Bajaj Eliminator, India's first real cruiser bike, redefines the pleasure of
"biking" in looks as well as performance.

4) TVS MOTORS LTD.

TVS Motor is a leading and trusted two
wheeler company began with the vision
of TVS Scooty the founder of the
Sundaram Clayton Group, the late T.S. Srinivasan - 'to design, develop and produce
an affordable moped for the Indian family.' This vision was realized in 1980 when
TVS 50, India's first two-seater moped rolled out of the factory at Hosur in Tamil
Nadu, Southern India. The company has been known for its ruggedness and
reliability.
TVS Motor has continually worked on innovation of the motorcycle segment along
with two wheeler range. The Suzuki Shaolin, developed by TVS Suzuki is India's first
5-speed, 140 cc motorcycle. Another example of the company success is TVS Scooty,
a 60 cc Scooterette which keep one step ahead of its time in India. The company is the
third largest two-wheeler manufacturer in India and ranks among the top ten globally.
The company was the first in India to launch 2-seater 50cc moped and 100cc Indo-
Japanese motorcycles. At present TVS Apache, TVS Victor, TVS Scooty, TVS
Centra and TVS Fiero are the popular bikes in Indian market.

5) YAMAHA MOTOR INDIA (YMI)

36
 Yamaha made its initial foray into India in 1985.
Subsequently, it entered into a 50:50 joint venture
with the Escorts Group in 1996. However, in
August 2001, Yamaha acquired its remaining stake as well, bringing the Indian
operations under its complete control as a 100% subsidiary of Yamaha Motor Co.,
Ltd, Japan. India Yamaha Motor operates from its state-of-the-art-manufacturing units
at Faridabad in Haryana and Surajpur in Uttar Pradesh and produces motorcycles both
for domestic and export markets. With a strong workforce of 2000 employees, India
Yamaha Motor is highly customer-driven and has a countrywide network of over 400
dealers. The company pioneered the volume bike segment with the launch of its 100
cc 2-stroke motorcycle RX 100. Since then, it has introduced an entire range of 2-
stroke and 4- stroke bikes in India. Presently, its product portfolio includes Crux
(100cc), Alba (106cc) and Gladiator (125cc).

6) ROYAL ENFIELD MOTORS LTD.

Established in 1955, Royal Enfield was the brand of
the Enfield Cycle Company. Royal Enfield is one
the oldest bike on the road. The company is well
known for producing motorcycles, but they also produce bicycle, stationary engines,
lawnmowers and rifle small parts for the Royal Small Arms Factory in Enfield. Royal
Enfield Motors Ltd. has its headquarter situated at Thiruvottiyur, Chennai, Tamil
Nadu, India.

1.1.7 SWOT Analysis

SWOT Analysis of Suzuki Motors with USP, Competition, STP (Segmentation,

Targeting, Positioning) - Marketing Analysis

Suzuki Motors

Parent Company Suzuki Motor Corporation

Category Motorcycles, Scooters

37
Sector Two-wheeler

Tagline/ Slogan Way of Life

USP Suzuki is Japan's 4th largest automobile manufacturer

STP

Middle-class people who want a bike that is stylish and gives a good
Segment mileage

Target Group Middle class youth from the age bracket of 25-35

Positioning Powerful sports bikes for high speed and performance

Product Portfolio

Brands 1. Suzuki Boulevard         2. Suzuki Hayabusa

SWOT Analysis

1. Size and scale of parent company

2. Effective Advertising Capability globally
3. High emphasis on R and D, especially in motorsport
4. Established market distribution channel and popular brand name
5. Suzuki Motors manufacturers automobiles, Engines, Motorcycles
ATVs, Outboard Motors
Strengths 6. Has over 50,000 employees globally

Weaknesses 1.Yet to make a stronghold in the emerging markets like India

1.Two-wheeler segment is one of the most growing industries

Opportunities 2.Export of bikes is limited i.e. untapped international markets

1. Strong competition from Indian as well as international brands

2. Dependence on government policies and rising fuel prices
Threats 3. Better public transport will affect two-wheeler sales

Competition

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 1. Bajaj Auto Limited
2. Hero Motor Corp (Hero Honda)
3.TVS
4.Yamaha
5. Harley Davidson
6. Royal Enfield 
Competitors 7. Ducati Superbike

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1.2 Environmental scanning

At Suzuki, the philosophy of keeping "environment first" is properly percolated

downwards. To comply with all applicable legislations and setting standards thereof
remains only a beginning. We thrive to discover and invent mechanisms for better
environment management systems and it's a continuous process which is managed by
a separate wing of experts and specialist in the field.

The biggest testimony of Suzuki's commitments towards "environment first" is seen

in the new plant of Suzuki two wheelers at Gurgaon which is built to be a Zero
discharge plant.

We have embraced Natural light optimization system and water harvesting systems
besides several other measures to create better and cleaner environment around us. All
packaging material used by Suzuki is re-cyclable. A constant flow of internal
communication on environment related issues not only creates awareness amongst
employees but also helps in inculcating 'an environment friendly' value system.

One more step in making company Environmental friendly is the introduction of

Natural Gas as a Fuel for Power generation and Production processes. Natural Gas is
considered as a Cleaner Fuel and help in further improving ambient air quality levels.

Safety

Shop Floor Safety Measures

We have safety guards/safety curtains to ensure Operator safety on machines. We

have also installed robots through out the facilities to reduce the ergonomic stress on
workers. There are gas detection systems installed to eliminate any gas related
accident and fire detection system for immediate information about any fire related
incident.

We have fire fighting system (manual & automatic) for immediate handling of any
fire related accident . We have a fire tender (capacity 4500 litres water, 90Kg
CO2,150Kg DCP and 500 litres capacity foam).

40
 We try to maintain zero accident record through regular safety audit, frequent training
for staff, line associates and contractors.

We organise different safety programs and competitions to encourage employee

awareness and involvement.

Environmental Utility

To take care of the health of all our employees, we maintain all international
parameters and standards for drinking water, treated water, ambient air shop floor,
office and the outside. We keep updating all these standards of health and welfare of
employees through a team of well qualified personnel in the laboratory.

Quality Checks

Quality Control at Suzuki Motorcycle India has four main sections:

QC has four main sections as follows:

 Tested by SMC Japan with their international quality standards

 Final ( Vehicle) Inspection

 Market Quality

 Parts Inspection

Parts Inspection

In Vehicle manufacturing, quality check consists of all body parts & engine parts

 The non conformities in the parts being procured may lead to production loss &
degradation of the quality of the final output and life of the product. To ensure the
product, the dimensional, material, aesthetic & performance inspection for the
special processes are carried out on the individual parts before they are declared fit
for the assembly.

 For carrying out the inspection activities effectively, we have the latest &
sophisticated machines installed in the inspection area.

41
 Final (Vehicle) Inspection

After the assembly is over, the vehicles are inspected for the following critical
aspects:

 Safety related parameters such as braking; clutch operation and other functional
defects of the vehicle.

 Emission related parameters for checking the conformance of the exhaust gases
with the emission rules.

 Functional & aesthetic parameters are also checked.

Market Quality

Most commonly known as "Warranty Section". The main function of this section is:

 To act upon the customer's feedback received from the service department for the
up gradation of the product.

 To resolve the quality issues being received from the market by visiting the
suppliers & taking the corrective & preventive measures for the same.

 Monitoring for the effectiveness of the measures taken for the particular problems
through the cut off engine/ frame numbers.

1.2. Environmental Scanning:

1.2.1 Political environment: The political environment of two wheeler industry is

influenced by the political organizations such as philosophy of political parties,
ideology of government or party in power, nature and extent of bureaucracy influence
of primary groups etc.
Legal Environment: Legal environment includes flexibility and adaptability of law
and other legal rules governing the business. It may include the exact rulings and
decision of the courts.

PEST Analysis

Political: Indian government auto policy aimed at promoting an integrated, phase and
conductive growth of the Indian Automobile industry. Allow automatic approval for
foreign investment, with no minimum investment criteria. Assist development of
vehicles propelled by alternate energy sources.

42
1. Economic: Low cost labour coupled with local availability of raw material
like steel, aluminium and natural rubber has placed India amongst the low cost
producing centers of two wheelers. Many auto finance company laid easy
installment rules with less interest rate it makes more segment people to go for
it.

2. Social: In numerous cultures, motorcycles are the primary means of transport.

Two wheelers gives a great advantage to the specified designation where other
cannot enter. Indian customers are highly discerning, educated and well
informed. They are price sensitive and put a lot of emphasis on value for
money.

3. Technological: Two wheeler construction is the engineering, manufacturing,

and assembly of components and systems for two wheelers which result in
performance, cost and aesthetics desired by the designers. Best fuel economy
of transport. New innovations.

43
1.2.2 Economic environment:

The economic environment represents the economic

conditions in the country where the international
organization operates. It includes system, policies and
nature of an economy, trade cycles, economic
resources, level of income, distribution of income and
wealth etc. Those Economic factors which have their
affect on the working of the business are known as economic environment.

Economic environment is very dynamic and complex in nature. It does not remain the
same. It keeps on changing from time to time with the changes in an economy like
change in Govt. policies, political situations. Economic environment refers to the
aggregate of the nature of economic system of the country, business cycles, the socio-
economic infrastructure etc.

Employment levels: High employment represents a positive picture of the economy.

However, there are many forms of unemployment, including partial employment and
disguised unemployment.

Income and wealth: Income in an economy is measured by GDP, GNP and per
capita income. High values of these factors show a progressive economic
environment.

Productivity: This is the output generated from a given amount of inputs. High levels
of productivity support the economic environment.

It has mainly five main components:- 1. Economic Conditions 2. Economic System

3. Economic Policies 4. International Economic Environment 5. Economic
Legislations Business cycle is another economic condition that is very important for a
business unit.

Business Cycle has 5 different stages:- (i) Prosperity, (ii) Boom, (iii)Decline, (iv)
Depression, (v) Recovery. Economic Policies of a business unit are largely affected
by the economic conditions of an economy. Any improvement in the economic
conditions such as standard of living, purchasing power of public, demand and
supply, distribution of income etc. largely affects the size of the market. The role of
international economic environment is increasing day by day. If any business

44
enterprise is involved in foreign trade, then it is influenced by not only its own
country economic environment but also the economic environment of the country
from/to which it is importing or exporting goods. There are various rules and
guidelines for these trades which are issued by many organizations like World Bank,
WTO, United Nations etc.

Besides the above policies, Governments of different countries frame various

legislations which regulates and control the business.

Knowledge of New Opportunities Proper Functioning of an Economy & Removal of

Obstacles Study of Environmental Factors Resources & Minimizing ill effects
Optimum Use of Environment Changeable Use of Environment Challenges.

Microeconomic environment: It includes the economic environment of a particular

industry, firm or household and is primarily concerned with price determination of
individual factors. The main consideration from a microeconomic perspective is the
efficient allocation of resources.

This is necessary to maximize total output Macroeconomic environment: It

includes all the economic factors in totality. The main consideration here is the
determination of the levels of income and employment in the economy. Over the
course of the twentieth century, the focus has shifted from cities and countries to the
global economy being the chief economic unit.

Inflation and deflation: Inflationary and deflationary pressures alter the purchasing
power of money. This has a direct impact on consumer spending, business
investment, employment rates, government programs and tax policies.The
economic environment of a nation as well as the world is impacted by:

Monetary and fiscal policy: This helps in attaining full employment, price stability
and economic growth.

Exchange rates: This impacts the price of imports, the profits made by exporters and
investors and employment levels (also through the impact on the tourism industry).

Interest rates: Interest rates determine the cost of borrowing and the flow of money
towards businesses. The economic environment is also influenced by various political,
social and technological factors. These include a change in government and the
development of new technology and business tools. Important economic policies such

45
as industrial policy, policy towards foreign capital and technology, fiscal policy and
foreign trade policy are often political decisions. It includes factors such as
characteristics and policies of the political parties, nature of Constitution and
government system relating to business policies and regulations.

1.2.3 Socio-Cultural Environment: Social-Cultural Environment Views of

themselves Views of others Views of nature
Views of organizations Views of society
Views of the universe. The socio-cultural
environment Factors in the socio-cultural
environment of tourism entities include the
size and structure of the population lifestyles and inter-cultural differences other
factors (including attitudes and values about travel, availability of paid leave and
unemployment) tourist motivations. Businesses do not exist in a vacuum, and even
the most successful business must be aware of changes in the cultures and societies in
which it does business. As society and culture change, businesses must adapt to stay
ahead of their competitors and stay relevant in the minds of their consumers.

Changing Preferences: A major socio-cultural factor influencing businesses and

business decisions is changing consumer preferences. What was popular and
fashionable 20 years ago may not be popular today or 10 years down the road.
Different styles and priorities can undermine long successful products and services.
For example, a clothing company must constantly be aware of changing preferences
when creating new products or it will quickly become outdated.

Demographics: Changes in demographics are also a significant factor in the business

world. As populations age, for example, markets for popular music and fashions may
shrink while markets for luxury goods and health products may increase.
Additionally, changes in the proportion of genders and different racial, religious and
ethnic groups within a society may also have a significant impact on the way a
company does business. A set of beliefs, customs, practices and behavior that exists
within a population. International companies often include an examination of the
socio-cultural environment prior to entering their target markets.

1.2.4 Technological environment: Nowadays most of the customers are finding their
necessary web sites by search engines. Everyday some millions of searches are

46
 performing on the internet around the
world. Sometime you may wonder about
these searches. You may get worried
about your business may not be listed in
search engines even if you are having
very good information or business.
Search engine will also increase your
percentage of business without extra
investments. The process of getting your website to the top of the search engines is
known as search engine optimization (SEO). SEO or search engine optimization is a
highly important aspect for conducting
any online business. SEO Technology is
also called as Organic SEO due to getting
results by organic or natural method.
Organic SEO technologies have increase
drastically over the last few years.
Knowing the aspects of a good SEO
technology environment could mean the
difference between a failed online business and outstanding success. The search
engines are using organic technology to include the web sites on search results. SEO
(Search Engine Optimization) technology environment have been proved as cost
effective marketing technique. Organic SEO technology environment services are not
having any charges for inclusion on search engines other than employee’s effort.
Organic SEO services of Green Logic Labs (GLL) is providing Organic SEO
environmental services in India by using world class search engine optimization
technology (SEO Technology) with low cost.

Search Engine Optimization (SEO) technology environment services is very

competitive field of service and it needs very strong and up to date focus on search
engine algorithms. Organic SEO Technology services needs to have the knowledge of
keywords and operation of robots. The GLL India Organic SEO Technology experts
have been analyze search engine marketing industry and using our Organic SEO
tactics continuously to meet the requirements of our clients. In the tentative field of

47
SEO Technology services, our straightforward (Organic SEO Technology) method of
search engine optimization technology environment has been delivering more
consistent results.
1.2.5 Environmental issues (Green environment) and Legal environment.
Major environmental issues are forest and agricultural degradation of land, resource
depletion (water, mineral, forest, sand, rocks etc.), environmental degradation, public
health, loss of biodiversity, loss of resilience in ecosystems, livelihood security for the
poor. The major sources of pollution in India include the rampant burning of
fuelwood and biomass such as dried waste from livestock as the primary source of
energy, lack of organised garbage and waste removal services, lack of sewage
treatment operations, lack of flood control and monsoon water drainage system,
diversion of consumer waste into rivers, cremation practices near major rivers,
government mandated protection of highly polluting old public transport, and
continued operation by Indian government of government owned, high emission
plants built between 1950 to 1980.
Air pollution, poor management of waste, growing water scarcity, falling groundwater
tables, water pollution, preservation and quality of forests, biodiversity loss, and
land/soil degradation are some of the major environmental issues India faces today.
India's population growth adds pressure to environmental issues and its resources.
Pollution, Deforestation, and wildlife trade are all big environmental issues in India.
The more people that live in India the more environmental issues they have to deal
with.
1985 was a big time for deforestation. India was seeing a rising demand for forest-
based products that caused that deforestation. This can lead to severe loss of natural
resources.

Pollution  

48
Pollution in India is leading to the destruction of habitat of wildlife that lives in
waterways. 

Issues Driven by the Strategic Plan

The strategic business plan is one of the most important, but often overlooked,
starting points for developing the workforce plan. Senior Leadership should ask itself:
 Will planned growth or shrinkage require new recruitment strategies, selection
techniques, or training programs?
 Will centralization or decentralization require new work processes, training, or
job classes?
 Will new business goals require new work procedures, employee performance
standards, training, or recognition / reward strategies?
 Will other major changes require additional change management or
employee / labor relations support?

49
New Delhi: All green (environment friendly) buildings - identified on the basis of use
of water\energy conservation methods, recycled materials, solar power, natural
lighting and energy self-sufficiency - across the country will get special logo in the
New Year.
The environment ministry is working on a methodology by factoring in the existing
norms to issue such logo which will be developed by inviting designs from general
public and experts.
"The ministry is contemplating on crowd-sourcing the design after internal discussion
and deliberations with all stakeholders," said an official.
Though several green buildings have come up in different parts of the country in the
past few years, they do not carry specific sign which may put them in different league.
"This will not only help people to identify green buildings, but also give a sense of
pride for the owners. This will also motivate others to go for green building concept,
driving many co-benefits associated with it," said the official.
At present, buildings get star rating by a government agency - Bureau of Energy
Efficiency (BEE) - for energy efficiency and other green ratings by two private
bodies. The logo to be issued by the environment ministry for such buildings will
factor in all such existing norms.

1.2.6 Legal environment

Powers of my money securities limited
 Transfer or issue of an foreign security by a person resident in India;
 Transfer or issue of any security by a person resident outside India;
 Transfer or issue of any security or foreign security by any branch, office or
agency in India of a person resident outside India;
 Any borrowing or lending in foreign exchange in whatever form
 Any borrowing or tending in rupees in whatever from or by whatever name
called between a person resident in India and a person resident outside India;
 Export, import or holding of currency or currency notes;
 Transfer of immovable property outside India, other than a lease not exceeding
five years, by a person resident in India;

50
  Acquisition or transfer of immovable property in India, other than a lease not
exceeding five years, by a person resident outside India.

1.3 PORTER’S FIVE FORCES MODEL OF AUTOMOBILE

HI INDUSTRY
G
H

HIGH
LOW

LO
W
HIGH

-:PROSPECTS
The government spending on infrastructure in roads and airports and higher GDP
growth in the future could benefit the auto sector in general. This combined with a
softer interest rate environment will play a vital role in providing a fillip to demand.
We expect a slew of launches in the Segment 'B' of passenger cars. Utility vehicle
segment is expected to grow at around 8% in the long-term. In the two-wheeler sector,
motorcycle segment is expected to witness a flurry of new model launches. Though
the market size is expected to grow by 12% -15%, competitive pressure could keep
prices and margins under control.

Porter’s five forces Model of Competition are as follows:

 Rivalry among competing sellers
 Potential new entrants

51
  Substitute products
 Competitive pressures from supplier - seller relations: Bargaining power
 Competitive pressures from seller – buyer relations: Bargaining power.
RIVALRY: The key players in two-wheeler industries are Hero Honda motor ltd.
(HHML), Bajaj Auto ltd and TVS motor Company ltd. The other players are Kinetic,
Lml, Yamaha, Majestic auto ltd, Royal Enfield ltd and Honda motorcycle & scooter
India. Two-wheelers domestic market growth rate for 2014-15 is 76.49% which is
very high when compared to that of three wheelers, Passenger and commercial
vehicles. The standardized product used in manufacturing of two-wheelers is steel,
aluminum and rubber, because there are many industries in India for manufacturing
those standardized product the production is going smooth. Sales of two-wheelers are
very high when compared to that of three wheelers, Passenger and commercial
vehicles. Indian Auto policy 2002 gives added advantage to two-wheeler
manufacturers to enter even other countries outside India. Since big manufacturer
plant with high technology and good R&D team needed many of them dose not enter
in two two-wheeler Industries. Only the companies which are in automobile line will
expand their product line like Mahindra.

Potential New Entrants: Capital investment is very huge in two-wheeler industries

since large plant and large machineries needed with skilled labours and good R&D
team needed for producing two-wheelers. Since high technology and raw material
resources are abundant to produce the production cost is less in producing two-
wheelers. Since each company in industry change the model on going basis to show
differentiation among their competitors because of this there is more learning and
experience in this field. Each company in industry not only makes differentiation in
their product strategy but also makes differentiation in the promotional strategy to
create” brand preference and loyalty”. Because of low cost production, this industry
enjoys good growth rate and profitability.

Substitute Product: Substitute products for two-wheeler industries are bus

transportation, Auto transportation and even low-end cars, but people using two-
wheelers can only use the service of buses and auto as a substitute product.
Sometimes low-end car is a substitute product for the people using high-end motor

52
cycles. Because nowadays there is lot of segment in buses in urban areas and the
private companies also influenced very much, buses are available from normal buses
to hi-tech ac buses which is threat to two-wheeler industry. Since only two people can
travel in a bike most of them uses auto when they go out with their family and if they
are affordable to buy car will use car instead of auto. Since bus service has increased
when compared to five years back people who are aged above 45 years uses buses
because of their health condition. These are the substitute product available to two-
wheelers.

Supplier – Seller Relations: Since their selling units are very high in two-wheeler
industry and because of many competitors supplier are very high. Since they change
their models on going basis they create good relationship between their suppliers.
Some of the components in two-wheeler industry are very common for all the two-
wheeler industries like steel, aluminum, tyres and tubes, these material are available
in abundant. This makes them to drive a smooth production of their finished products.

Seller – Buyer Relations: Buyer has added advantage than seller because there are
five to six big popular brands of two-wheelers are available in India, so that they can
switch brand from one another. Since full information is available to the buyers about
their product details and their prices buyers are fully aware of seller costs and
products. Buyers are very conscious in spending their money to purchase two-
wheeler, because it attracts most of the middle-income group’s seller cannot price
their product very high. Nowadays people go to unique brand because of the good
service they provide after purchase. Because service centers and spare parts shop
available to their customer very near to their place buyer sometimes do not mind
spending little money extra. These factors create good relationship between them.

53
 Chapter 2

Research Methodology

RESEARCH METHODOLOGY

2.1. Statement of the Problem

After the newly appointed employees have joined the organisation, the next phase of
the personnel program is to impart necessary training to the employees to make them
full fit for the job they are supposed to handle. In modern industrial organisation, the
need for training of employees is also widely recognized so as to keep the employees
in touch with the new technological developments. Every company must have a
systematic training program for the growth and development of its employees. With
this objective in mind, the evaluation of training effectiveness will be studied,
examined and analysed in respect of Suzuki Motorcycle Ltd. and certain
recommendations will also be proposed for development of existing training strategy.

2.2 Objective of the study

 To find whether the specific training programme provided to employees at
Suzuki Motorcycles is effective or not.
 To find out whether it has contributed in a positive manner in the increase in
the level of knowledge and skills in the employees or not.
 To find out whether it has helped the employees in developing a positive
attitude.
 To identify that when the creativity skills are higher, ability to solve problem
improves.
 Developing human resources in consonance with broader corporate horizon
and long range vision of the organization.
 To achieve systematic integration of training in the organizations mission.

2.2.1 SCOPE OF STUDY

54
In this project I have tried to present details about the training and development
programs being presently followed in Suzuki Motorcycles Ltd. and the feedback, I
collected from different employees during my interaction with them.

The scope of training and development can be explained with the help of following
points -

 exact position of performance of employees through their feedback

 Development of the employees through various training and development
programs.
 Developing altered of unbiased treatment to all employees

2.3. Managerial usefulness of study

Training enables employees to demonstrate new concepts, build skills, solve difficult
interpersonal relationship and technical problems or gain insight into behavior
accepted as “the way things are”.

A key assumption of training is that by giving employees skill and insight for
identifying and defining organizational problems, individual will have greater
capacity to change unproductive and unsatisfying organizational structures and
processes. It is a catalytic process that depends largely on the abilities of informed and
skilled members to develop their tools for charge.

However, the individual abilities must be simultaneously supported by organizational

accountability so that, participants use their abilities to the hilt to learn from the
training programmes and transfer those learning to the workplace and is technically
termed as the transfer of training effects. It is basically the process of increasing the
knowledge and skills for doing a particular job; an organized procedure by which
people gain knowledge and skill for a definite purpose

2.4. Type of Research and research Design

Every project work is based on certain methodology, which is a way to systematically

solve the problem or attain its objectives. It is a very important guideline and lead to
completion of any project work through observation, data collection and data analysis.

55
According to Clifford Woody, “Research Methodology comprises of defining &
redefining problems, collecting, organizing &evaluating data, making deductions
&researching to conclusions.”

Sample size, if any with proper justification

RESEARCH DESIGN
This kind of research has the primary objective of development of insights into the
problem. It studies the main area where the problem lies and also tries to evaluate
some appropriate courses of action.

The research methodology for the present study has been adopted to reflect these
realties and help reach the logical conclusion in an objective and scientific manner.
The present study contemplated an exploratory research.

2.5. Data Collection Methods-testing of questionnaire

SOURCE OF DATA NATURE OF DATA:
Primary data: Data which is collected through direct interviews and by raising
questionnaires.
Secondary data: secondary data that is already available and published .it could be
internal and external stheirce of data.
Internal stheirce: which originates from the specific field or area where research is
carried out e.g. publish broachers, official reports etc. The secondary data has been
collected from various books, magzines, jtheirnals, information brochures and
internet web sites.

DATA COLLECTION:
Primary data:
 The primary data will be collected by raising a questionnaire at the Suzuki
Motorcycle Ltd. with a sample size of 45 and 10.
 While one questionnaire will be based on the evaluation of Recruitment
procedure, the other one will be based on the evaluation of retention policies of
the company.
Secondary data:

56
The secondary data will be collected from various books, magzines, journals,
iformation brochures and internet web sites.

The questionnaire contains three types of questions.

1) Open-ended questions:- It is helpful in knowing what is uppermost in the mind
of the respondents. It gives complete freedom to the
respondent.
2) Dichotomous QUESTIONS:-It has only two answers in form ‘yes’ or ‘no’, ‘true’
or ‘false’, ‘use’ or ‘do not use’. So the respondent is
offered two or more choice.
3) Multiple-choice question:-In this, the respondent is offered two or more choice.
Sampling Methodology
1. SAMPLING UNIT :- Officials And Employees of Suzuki Motorcycles Ltd.
2. SAMPLING TECHNIQUE: Simple random sampling
3. SAMPLING AREA: All over Delhi:
North: Rohini, Peeragarhi
West: Rajaouri Garden, Tagore Garden
South: Lajpat Nagar, Green Park, Nehru Place
East: Laxmi Nagar, Jheel, Dilshad Garden
4. SAMPLE SIZE: 55

SAMPLE DESIGN
Sampling is a process of obtaining. The information about the entire population by
examine a part of it .The effectiveness of the research depends on the sample size
selected for the survey purpose. For the customer satisfaction study a sample of 55
persons was chosen from the Suzuki’s dealership in over all Delhi.
Sampling plan:
Data collected has been analyzed and interpreted by using simple percentage method
and finally the data is presented in graphs and charts.

Sampling FRAME:
 Customers visiting showrooms for servicing their motorcycles

57
  Shopping malls, Supermarket, Markets, College parking etc

Sample Site:- The survey was conducted in Delhi city.

Sampling Unit:-It means “Who is to be surveyed”. Here target population is decided

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

Sample Size:- For the purpose of proper survey, there is need of perfect research
instruments to find out sample size for more accurate result about buying behavior of
scooter. The sample size is 55 respondents.

Sampling Method :-A Stratified random sample is one where the population is
divided in to mutually exhaustive strata or sub-group and then a simple random is
selected within each of strata on age groups, occupation etc. It may be noted that
stratification does not means absence of randomness. I use a simple random sampling
method.

2.6. Limitations of Study

The geographical area was very much limited to residential area & so the results are
not particularly reflection of the current behavior.

Sampling is a process of obtaining. The information about the entire population by

examine a part of it .The effectiveness of the research depends on the sample size
selected for the survey purpose. For the customer satisfaction study a sample of 55
persons was chosen from the Suzuki’s dealership in over all Delhi.

Due to limited time period and constrained working hours for most of the respondents,
the answers at times were vague enough to be ignored.

Most of the people in India take their policies in the period preceding March (for tax
saving purposes) & so the response to initial contacts were not all encouraging and

58
that has been the primary reason in the inability to quantify the results large enough so
as to deduce any relevant outcomes.

59
 Chapter 3

Conceptual Discussion

CONCEPTUAL DISCUSSION

3.1. Literature review And/or Theoretical Background.

HUMAN RESOURCE DIVISION
Human Resource development looks after the recruitment and selecting the right
people at the right place & takes care of the overall development of the employee at
Suzuki Motorcycles through extensive training programmes. The basic function of
this department can be categorized as

 Recruitment & selection Training & Development

 Organization Development

HR VISION: Lead and Facilitate continuous change towards organizational

excellence; create a learning and vibrant organization with high sense of pride
amongst its members

HR MISSION: Lead and Facilitate change towards creating a positive environment

for employees where people understand and believe that they have to contribute to the
fullest in making Suzuki Motorcycles an excellent company which can then facilitate
for the employees opportunities for career development & growth and a feeling of
pride to be part of Suzuki Motorcycles.

HR FUNCTIONS
 Organization Planning, Compensation and Recruitment
 Appraisals and Promotions
 Job rotation ,Education and Training
 Maintaining Employee Relations
 Control of Total Manpower cost
 Enhancement of moral, culture, hygiene and benefit of welfare activities

60
TRAINING AND DEVELOPMENT: To help the managers acquire the required
professional knowledge, skills, attitudes, habits and other personality traits and to
facilitate them to realize their potential to the maximum possible extent, the
organization has to provide them.

NEED FOR FOUR-STROKES BIKES

Growth of Bikes
Significant growth has been witnessed in the motor cycle segment and the company is
fully aware of the need to enter in this segment for maintaining growth and optimizing
product mix the growth in motor cycle is attributed largely to the opening up the rural
markets and also to its wider acceptance in the youth market. It is growing at any
average rates of 20% over the last three years. Another high legal is that the
motorcycle sales have surpassed the scooter sales for the first time in 1998-1999 until
then motorcycle was always trailing behind.

The two-wheeler industry has been rather slow in taking advantages of the board
bandings introduced in Rajeev Gandhi time way back in 1994.

Even today, there are manufactures such as Escort, Hero Honda, Bajaj, Yamaha and
LML, which later to only a single segment like motorcycle or scooter. Any variation
of demand in a particular segment hits them hands it is therefore a product policy to
have presence in each segment.

3.2. Current Issues

Table 3.1: Growth of two-wheeler

2013-2014 2014-2015 GROWTH %

BIKE 2.95 3.81 +29

SCOOTER 3.32 2.95 -11
MOPEDS 1.54 1.58 +2.8
TOTAL IN LACS 7.9 8.35 +16.8
SOURCE: Survey of Indian industries in Jan. 2005

Table 3.2: Emission Norms

61
The years 2004 emission norms are more stringent than stringent norms as may be
seen from table:

GRAMES /K.M. CO HC+NOX

2014 4.5 3.6

2015 2.0 1.5

The industry need to adopt suitable technology so that it can conveniently meet these
horns in time since the production largely of two stroke engines figment of catalytic
converter will become necessary. But it will lead some in case in prices. The life of
these converter is limited to 25/30 thousand hence consumer will prefer something
durable and longer lasting.

Some manufacture is therefore planning to switch over to stroke technology to

comply with the emission norms. It has an additional advantage of more complete
combustion of hydrocarbons in petrol, which gives higher mileage and better fuel
economy. The 4 strokes bike are currently giving of fuel 70 to 80 km/hr. this will
important from consumers point of view because of high price level of petrol in India.
It is therefore not surprising that every major player is trying to get into the motor
cycle market to have a piece of cake.

Amazing……… but true!

Theoretical background/training & development at suzuki motorcycle ltd.

To help the managers acquire the required professional knowledge, skills, attitudes,
habits and other personality traits and to facilitate them to realize their potential to the
maximum possible extent, the
organization has to provide them the
necessary training and opportunities for
growth and development (Janakiram,
2013).

Thus the need for training in the

organization arises for u nfolding the
skills hidden in the managers and
provides them with new skills required for discharging their functions more

62
effectively and efficiently. Training is defined as any attempt to improve current or
future employee performance by increasing and employee’s ability to perform
through learning, usually changing the employee’s attitude or increasing his or her
skill and knowledge (Sloman, 2013)

Training is a subsystem of human resource development. The human resource

development function cannot be discharged effectively unless comprehensive data on
various HR functions including training is available. The administration of the
training is vested with HR function.

In order to create trainees’ interest in enhancing the competencies and skills the HR
function should create conducive environment wherein good performance is rewarded
and poor performance is punished. This can be achieved by measures like successful
completion of training with confirmation, promotion, placement and institutionalizing
system of rewards and performance (Laird, 2003).

Training of a company’s workforce results in an increase of productivity and reduces

wastage. It is corporate prudence and cost effective practice to retrain workers for new
jobs than releasing them and hiring new ones. As training enhances the competency of
workforce, it will result in increased morale. A large number of different kinds of
activities will be positively impacted if training systems are well designed.

Training can pave way for increased quality both in the production and service
sectors. Training can facilitate employee retention and faster customer service. If
designed and delivered well it will facilitate achievement of organizational objectives-
the main purpose of organizational existence.

Whether your organization is large or small, it makes sense to determine current skill
levels before embarking on a training programme (Grugulis, 2012). Organizations use
both quantitative and qualitative methods to survey the training needs of a sample of
the staff. After this, they highlight the key strengths and development needs, and
separate out training needs from other development needs. From this, they have an
organizational training plan, plus a structure for performance development discussions
at individual level.

Training is an important factor in all firms' business strategy, but firms don't assess
the impact of training programmes over the employees all the time. Training is

63
effective only if it produces desired outcome. When the organization is implementing
a training programme, there should be an ideal forum on which the evaluation scheme
can be built, and assessment of effectiveness of training and development activities
can be done.

Intensifying business performance is an expedition, not a destination (Wilson, 1999).

The success of business operations depends upon the ups and downs of the employee
performances. Hence, the HR managers look for the methods to boost the
performance and efficiency of its workforce to carry out the work today, and to train
them for meeting tomorrow's goals. Training programmes were developed many years
ago, but now-a-days, it has become a crucial factor in companies with certain
objectives in mind. Training and development practices should boost up performance
and develop the skills, knowledge and expertise of the employees. The vital objective
of training is to build-up right ability and capability in the labor force so that they can
perform to meet the needs, wants and expected returns of the employers.

The training procedure comprises of three phases: -

Phase 1: Pre-Training
This may also be called as the preparation phase. A firm's concern prior to training
lies primarily in four areas: Clarifying the precise objectives of training and what the
organization expects to make use of the participants after training; selection of
appropriate participants; building favorable expectations and inspiration in the
participants before training; and planning for any changes that improved task
performance requires in addition to training.

Phase 2: Training

During the course of training, participants focus their attention on the new
impressions that seem useful, thought-provoking and engaging. There is no guarantee
that the participants will in fact learn what they have chosen. But the main reason
remains; trainees explore in a training situation what interests them, and a training
institution's basic task is to offer the required opportunities.

Phase 3: Post-Training

64
This may be called as the "follow up" phase. When the trainees go back to job after
attending the training, a practice of adapting change begins for each one who
participated. The newly-acquired skills and knowledge undergo modifications to fit
the work condition. Participants may find their organizations offering support to use
the training and also the support for continuing contact with the training institution.
On the other hand, they may step into a quagmire of distrust. More effective behavior
of people on the job is the prime objective of the training process conducted by an
organization as a whole.

Assessment of Training: What is the Need?

Corporate, today, spend large amounts of money on imparting training and

development practices. But prior to spending such vast amounts, they should analyze
the need for conducting training for the workforce. There are chances that firms might
make mistakes if they are not assessing the training needs properly. An employee, for
sure, requires training when he is found to be not capable enough to meet the goals of
the organization, and when there is a gap between the current performance and
expected performance. Meagerness in recital occurs due to the lack of sufficient
knowledge and expertise, monotonous management, or any other personal and official
issues. All these problems spotted can be tackled by providing an effective training
programme to the right employee, and at the right point of time (Sloman, 2013).

Training Effectiveness & its Significance

In India, training as an activity has been going on as a distinct field with its own roles,
structures and budgets, but it is still young. This field is, however; expanding fast but
controversies seem to envelop any attempts to find benefits commensurate with the
escalating costs of training (Janakiram, 2013).

Training has made remarkable contributions to the improvement of all kinds. Training
is essential; but doubts arise over its contribution in practice. Complaints are growing
over its ineffectiveness and waste. The training apparatus and costs have multiplied
but not its benefits. Unhappiness persists and is growing at the working level where
the benefits of training should show up most clearly. This disillusionment shows in
many ways - reluctance to send the most talented workforce for training, inadequate
use of personnel after training, etc. With disillusionment mounting in the midst of

65
expansion, training has entered a dangerous phase in its development. Training is
neither a panacea for all ills nor is it a waste of time. What is required is an insight
into what training can or cannot do, and skill in designing and executing training
successfully and cost-effectively.

At the present time, all the organizations give more trust on commercializing their
activities. All the firms, in order to continue to exist in the competitive global market
and to be effectual, should espouse the most modern technology, i.e., mechanization,
computerization and automation. Technical know-how alone, however, does not
assure success unless it is sustained by workforce possessing indispensable expertise.
Hence, organizations should train the employees to enrich them in the areas of
changing technical skills and knowledge from time to time.

The firms consider its human resources as one of their most precious assets. Training
is a valuable assessment device that helps the organizations to improve the
performance and skill levels of their employees and to monitor them on continuous
basis for effectiveness of human resources. The training should be imparted to all the
staff on their specialized areas as well as general areas, irrespective of their position in
the company.

In the context of globalization, human resource development with proper training to

the workforce is required to meet the challenges in future and to win the global
competitive advantage. The organizations spend huge amounts of money on imparting
training to its employees. So it is very important to evaluate the efficacy of the
training programmes conducted so far, and to find out whether the executives are able
to implement the skills that they learned in the training and development process
(Wilson, 1999).

Evaluation of Training Effectiveness

Evaluation and appraisal of training programme is a necessary practice in any firm as
it is an assessment of the total value of a learning event, and not just how far it
achieves its learning goals and objectives. It is a process of collecting data with which
to make decisions about training activities. It, thus, places the episode in a broader
outlook and offers information, which is vital for future planning and development.
The information acquired by the assessment of the training programme can be used to

66
find out the lags or shortcomings in the training programme, and make successive
suggestions and advices for making it more effectual (Janakiram, 2013).
In turn, to categorize areas of assessment, Donald Kirkpatrick formed what is still
one of the most generally used models. The inquiry, that has to be raised by the
management to evaluate the effectiveness of training in each level, is listed below: -
Stage 1: Response - Were the trainees satisfied, and what is their idea to perform
with the skills acquired?
Stage 2: Knowledge - Whether and to what extent the talent, awareness and approach
of the workforce have changed?
Stage 3: Performance - Were the conduct of the workforce improved on the basis of
what they have trained for?
Stage 4: Outcome - Whether the improvement in the performance has an impact on
the desired output of the firm?

Training Evaluation
Evaluation of training effectiveness should not be treated only as a corrective measure
for the existing training programmes offered by the organization, but also as a pro-
active measure for making future training programmes effective(Rae,1999). Today,
only those firms are flourishing which became accustomed to the changes in the right
time with the right course of action. Only an effective training facilitates in improving
the human resource of the organization making them adaptable to changes that take
place in their business environment. As the work turn out to be more complicated, the
significance of the employee development also raises. However, it is also a process
that a firm must place resources to, if it is to uphold workable and talented employees.
DETERMINING TRAINING NEEDS AND PRIORITIES
Management can determine the training needs by answering the following questions:
 What are the organization's goals?
 What task must be completed to achieve these goals?
 What behaviors are necessary for each job incumbent to complete his/her assigned
jobs?
 What deficiencies, if any, do incumbents have in skills, knowledge or attitudes
required to perform the necessary behaviors?
 It again depends on seeing the performance of an individual?

67
Based on out determination of the organization's needs, the type of work that is to be
done, and the type of skills necessary to complete this work, the training programme
should follow naturally.
What kind of signals can warn a manager that employee training may be
necessary?
Clearly, the more obvious, ones relate directly to productivity; inadequate job
performance assuming the individual is making a satisfactory effort, attention should
be given toward raining the skill level of the worker. When a manager is confronted
with a drop in productivity, it may suggest that skills need to be “fine tuned”.

3.3. History and Development of Company and Industry

Fig. 3.1: SYSTEMATIC APPROACH TO TRAINING

ORGANISATIONAL ANALYSIS

Identification of organizational objectives/needs/growth potential and resources.

TASK ROLE ANALYSIS
Identification of knowledge, skills and attitudes required.

MANPOWER ANALYSIS
Identification /definition of target population and performance analysis.

STATEMENT OF TRAINING NEED
Identification of gap between existing and required level of knowledge skills and
attitude.
Isolate problem areas amenable to resolution through training

SETTING TRAINING OBJETIVES
In terms of behavioral charges
In terms of output/results

DEVELOP MEASURES FOR JOB PROFICIENCY

DEVELOP TRAINING POLICY, PLAN, PROFICIENCY

PLAN AND DESIGN TRAINING AND PROGRAMME
Course construction
Arrange resource

CONDUCT TRAINING PROGRAMMES

68
 Individual
Group
On-the job

FOLLOW UP AND EVALUATION
Carry out evaluation at various phases against the training objectives set.
Develop follow-up measures for monitoring.

VALIDATE
Against measures of job proficiency

ENSURE FEEDBACK OF RESULTS

REVISE IF NECESSARY

In addition to productivity measures, a high reject rate or larger than usual scrappage
may indicate a need for employee training. A rise in the number of accidents reported
also suggests some type of re-training is necessary. There is also the future element:
changes that are being imposed on the worker as a result of a job redesign or a
technological breakthrough. These types of changes require a training effort that is
fewer crises oriented; that is, a proportion for planned change rather than a reaction to
immediately unsatisfactory condition. When inadequate performance results from a
motivation problem rather than a skills problem, the rewards and disciplinary action
may be of greater relevance. Nor would training be the answer of the problem lies
outside the job activity itself.

For examples, if salaries re low, if supervision is poor, if workers benefits are

inadequate or if the physical work tryout is deficient, spending on employee training
may have little or no effect on productivity, since inadequate performance is due to
conditions that training cannot remedy. Training can enhance skills but does nothing
to relieve monotony.

Once if has been determined that training is necessary, training goals must be
established. Management should explicitly state what changes or results are sought for
each employee. It is not adequate merely to say that change in employee knowledge,
skills, attitudes or social behavior is desirable, we must clarify what is to change, and

69
by how much. These goals should be tangible, feasible and measurable. It should be
clear both to the management as well as the employee.

TYPES OF TRAINING METHODS

The training methods which are generally used in an organisation are classified into
two i.e.
a) On the job
b) Off the job
Training, as a process of long tem learning is essentially a developmental tool.
Through, effectively utilizing this tool, the organisation expects to achieve career
objectives.
Sensitize employees towards their role in achieving the organizational vision of
“Leadership through Differentiation”.
Contribute towards the career progressions of the employees by importing knowledge
of an additional or reinforcing nature, developing skills and bringing about desired
attitudinal changes among them. This would not merely prove effective in assisting
them to achieve organizational goals but also enable enhancement of their self esteem
and self confidences to face external challenges.

Fig. 3.2: TRAINING NEEDS

Organizational Individual
- Identified through the
corporate MBO serious.
It gives the necessary
information, regarding
the gaps which prevails

Manager Operative
Personnel Personnel
- Training needs
identified through
employees merit
rating system

70
External Training Internal Training
- Exposure - Needs identified
approved by through appraisal
divisional director system, and programme
and monitored by monitored by corporate
corporate training training and
and development development manager.
manager

71
Ours is a changing and dynamic organisation which has to pay considerable emphasis
on training and retraining its employees to enable them to be competent, committed
and has the capacity to change according to the external and internal demands and
pressures.
Training of employees is not merely the responsibility of the management or the
training cell alone, but the responsibility of department managers as well.
Accordingly, the human resource department must enable their involvement in the
process. In the process of employee training and development.

Training Steps
There are four basic steps in carrying out the training function:
 Assessment of Training needs (A)
 Designing the training action plan (B)
 Administration of training (C)
 Retraining and Reinforcement of training (D).
(A) ASSESSMENT OF TRAINING NEEDS
There are five steps towards the assessment and analysis of training and development
of the organisation.
Collection of information through interviewing and discussing with key personnel
both inside and outside the organisation or specific departments; observing the work
place, working conditions, processes and outcomes; examining records, other written
information and annual employee appraisal.
Compare performances of each department and each employee against objectives,
targets and standards set for them and keeping in mind future work requirements in
the organisation.
Identify cause of problems faced by the organisation to enable the management to
train the employees in handling the problems as well as solving the problem in a
satisfactory manner. Segregate identified problems into problems requiring staff
development action such as training and into problems requiring other management
actions, so that these problems are accurately addressed. Prioritize training actions in
accordance to where the training need is more urgent.

DESIGNING TRAINING PROGRAMME.

Having completed the ground work of training needs and assessment whereby
training gaps are identified and prioritized, the next step is to design the trailing action
plan which involves the following:

72
Types of training addressing various training NEEDS:
 Entry training involving new recruits and employees required to take a new job.
 Problem resolution training to meet a shortfall or deficiency in job performance.
 Training for change to prepare employees for job identified in near future.
 Development to equip employees to meet organizational changes in future.
 Training imported in any type would be skill, attitude or knowledge based training
or a combination of the three.
 Identifying the Trainee groups.
 Identifying the most effective training methodology.
 Classroom training outside the organisation through external agencies for meeting
specific job function related needs which cannot be imported internally. This is
normally the case when the training involves specific areas and smaller numbers
making it uneconomical to conduct the programme internally. These external
sources must be chosen with care and must be able to fulfill the organization's
analyzed training and development needs. These training methods must be
supplemented by enabling the trainees to apply in the work place and translating
into job competence the knowledge and skill gained through such training.
Classroom training within the organisation through external and internal agencies :
These programmes must be carefully designed to ensure that they mirror the trainee
group’s requirements individually and collectively. Like the external courses, when
designing these programmes, one must ensure that the training objectives are
expressed in terms of job competence as well s knowledge and skill.
This method of training is must effective in bringing together employees in larger
numbers to address common training needs. The training faculty is critical to the
success of such training programmes. The importance and the initiality of the need for
proper communication of knowledge and ideas dictate that the selection of faculty
members must be made keeping the receiver in mind.
On the job training enables the employees to learn the job while actually carrying out
the tasks involved in the job. All new recruits joining the organisation are required to
undergo induction programme with planned work experience in various departments
associated with the employee’s own department for a short duration to equip the
employee with basic knowledge fundamental to his job function.
Entry level training is normally imparted through internal on-job and off-job training
methods. Problem resolution training, training for change and development related

73
 training may be imported through internal or external on-job or off-job training
methods depending on programme design, objective and target size.

3.4. New Development of Company and Industry

Table 3.3: FRAMEWORK FOR EVALUATION OF TRAINING
Types of Evaluation Levels of Methods of Evaluation
Evaluation/Objective
1. Context Evaluation 1. Pre training (I) Same as the ones used in
Obtaining and using assessment of training needs.
information about the
current operational
context i.e., individual
difficulties,
organization
deficiencies - i.e.,
Training Need
Assessment as basis for
decision. To what
extent are training
courses related to job
requirement?
2. Input Evaluation -do- (i) Same as the ones used in
Determining and using design and organisation of
facts/opinions about training.
human/material
resources for training to
decide training
methods or types of
training - inventory of
outside training
programmes
3. Process Evaluation 2. Reactions Level (i) Observation by trainer
Monitoring training as Opinions/attitudes about unsystematic/random
it is in progress – trainer, presentation, (ii) Rating Scales for each
continuous examination usefulness, involvement. sessions or theme - Analyze,
of administrative present to trainees and discuss.
arrangements and (iii) Questionnaires/Interviews
feedback from trainees.
4. Outcome Evaluation 3. Learning level (I) Knowledge learning, factual
Measuring effects of Acquisition of knowledge, and intellectual understanding
training on the relation skills and attitudes capable - Programmed instruction -
to his job. of translating into behavior multiple-choice questions
in training situation. administered at the beginning of
training and end of session
- Examinations of academic type,
written and/or oral.
(Ii) skill learning, technical and
social

74
 - Practical tests to demonstrate
skill administered at the
beginning and at end.
(Iii) Attitude learning
- attitude scales
semantic differential scales
7 o 5 point scales stretching
between pairs of adjectives with
opposite meaning administered
at the beginning and end of
training.
4. Job Behavior Level (i) Activity sampling -
Changed behavior back on percentage of time spent by
the job trainee on different aspect of his
job.
- observer diaries, continuous
record of his activities
(iii) Self dairies
(iv) Observation of specific
incidents, e.g., interviewing
skills
(v) Self recording of specific
incidents : devising tailor made
evaluation instruments through
which the trainee can himself
record details f the way in which
he performs certain tasks
(vi) Appraisal by superiors:
asking questions such as, “Can
you describe any specific
incidents in which the employee
demonstrated improvement in
knowledge/skill/attitude?”
(vii) Self-appraisal, used in
conjunction with appraisal by
others.
5. Consequence Evaluation 5. Functioning Level (I) Productivity/efficiency of
Measuring effect of Efficiency of the firm, trainee's department
training on overall effect on other’s behavior, (ii) Morale of subordinate’s
efficiency of cost reduction, etc. expressed by absence rates; labor
department/organisation. return over as or incidence of
industrial disputes. Any index of
functioning which is related to
the training objective can be
used.
(Iii) Control Groups compare
performance of similar
employees who have not
undergone training.

75
 Chapter- 4

Data Analysis

DATA ANALYSIS

4.1. Methods and techniques of data analysis

1) How many training programmes have you attended in last 5 years?

No. of Programmes % of
Responses
0-5 40%
6-10 25%
10-15 20%
More than 15 15%
Total 100%
Table & Graphs : 4.1: Training programmes

More than 15
15% 0_5
40%

10_15
20%

6_10
25%

INTERPRETATION

76
45% of the officers have attended 6-15 training programmes in the last 5 years, which
is an indication of an effective training policy of the organization. However, 40% of
the officers have attended only 0-5 training programmes, which needs to be evenly
monitored by the organization.

2) The programme objectives were known to you before attending it.

Options % of
Responses
Strongly agree 25%
Moderately agree 35%
Can’t Say 15%
Moderately Disagree 5%
Strongly Disagree 20%
Total 100%

Table & Graphs : 4.2: The programme objectives

strongly disagree
20% strongly agree
25%
moderately disagree
5%

moderately agree
35%
can't say
15%

INTERPRETATION

77
35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small population
disagrees as 20% strongly disagree to this notion. Training objectives should therefore
be made known compulsorily before imparting training in the organization.

3) The training programme was relevant to your developmental needs.

Options % of
Responses
Strongly agree 30%
Moderately agree 40%
Can’t Say 15%
Moderately Disagree 10%
Strongly Disagree 5%
Total 100%

Table & Graphs : 4.3: The training programme

moderately strongly disagree strongly

disagree 5% agree
10% 30%

can't say
15%

moderately agree
40%

INTERPRETATION
70% of the respondents feel that the training programmes were in accordance to their
developmental needs. 15% respondents could not comment on the question and 15%

78
think that the programmes are irrelevant to their developmental needs and the
organization must ensure programmes that satisfy the developmental needs of the
officers.

4) The period of training session was sufficient for the learning.

Options % of
Responses
Strongly agree 31%
Moderately agree 21%
Can’t Say 21%
Moderately Disagree 16%
Strongly Disagree 11%
Total 100%

Table & Graphs : 4.4: The period of training session

strongly disagree
11% strongly
moderately agree
disagree 32%
16%

moderately
agree
can't say 21%
21%

INTERPRETATION

79
52% respondents feel that the time limit of the training programme was adequate but
25% feel that it was insufficient. Also, 21% could not comment on the question. All
the respondents though felt that increase in time limit of the programmes would
certainly be beneficial and the organization should plan for this to be implemented in
the near future.

5) The training methods used during the training were effective for
understanding the subject.
Options % of
Responses
Strongly agree 20%
Moderately agree 40%
Can’t Say 15%
Moderately Disagree 15%
Strongly Disagree 10%
Total 100%

Table & Graphs : 4.5: The training methods used during

strongly disagree strongly
moderately 10% agree
disagree 20%
15%

can't say moderately

15% agree
40%

INTERPRETATION

80
40% of the respondents believe that the training methods used during the programmes
were helpful in understanding the subject, yet 25% disagree to this notion. The
organization should use better, hi-tech methods to enhance the effectiveness of the
methods being used during the training programmes.

6) The training sessions were exciting and a good learning experience.

Options % of
Responses
Strongly agree 25%
Moderately agree 40%
Can’t Say 10%
Moderately Disagree 15%
Strongly Disagree 10%
Total 100%

Table & Graphs : 4.6: The training sessions

strongly disagree
moderately 10%
disagree strongly agree
15% 25%

can't say
10%

moderately agree
40%

INTERPRETATION

81
65% respondents believe that the training sessions were exciting and a good learning
experience. 10% respondents could not comment on this while 25% differ in opinion.
They feel that the training sessions could have been more exciting if the sessions had
been more interactive and in line with the current practices in the market.

7) The training aids used were helpful in improving the overall effectiveness of
the programme.

Options % of
Responses
Strongly agree 20%
Moderately agree 25%
Can’t Say 35%
Moderately Disagree 15%
Strongly Disagree 5%
Total 100%

Table & Graphs : 4.7: The training aids used

moder- strongly disagree strongly
ately 5% agree
disagree 20%
15%

can't say
35% mod-
erately
agree
25%

INTERPRETATION

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40% of the respondents believe that the training aids used were helpful in improving
the overall effectiveness, yet 20% disagree to this notion. 35% respondents did not
comment on the issue. Yet the total mindset of the respondents was that the
organization should use better scientific aids to enhance the presentation and
acceptance value of the training programme.

8) The training was effective in improving on- the- job efficiency.

Options % of
Responses
Strongly agree 15%
Moderately agree 30%
Can’t Say 20%
Moderately Disagree 20%
Strongly Disagree 15%
Total 100%

Table & Graphs : 4.8: The training was effective in improving

strongly strongly agree
disagree 15%
15%

moderately
disagree
20%

moderately
agree
30%

can't say
20%

INTERPRETATION
45% respondents believe that the training programmes increase their job efficiency
but 35% disagree to this. The view of the respondents were towards having more

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technological and current topics for the training programmes which could help them
satisfy their creative urge and simultaneously increase their on-the-job efficiency.

9) In your opinion, the numbers of training programmes organized during

the year were sufficient for officers of Suzuki Motorcycles Organosys.

Options % of
Responses
Strongly agree 10%
Moderately agree 15%
Can’t Say 25%
Moderately Disagree 10%
Strongly Disagree 40%
Total 100%

Table & Graphs : 4.9: The numbers of training programmes organized

strongly agree
strongly disagree 10%
40% moderately agree
15%

can't say
moderately disagree 25%
10%

INTERPRETATION
25% respondents have the opinion that the frequency of the training programmes is
sufficient but 50% of the respondents differ to this. They believe that the number of

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training programmes organized in a year should be increased and some in house
training programmes should also be organized by the organisation regularly.

10) Please suggest any changes you would like to have in the existing training
programmes.

The major suggestions for changes in the existing training programmes are as
follows:-
 The frequency of the training programmes organized in a year should be
increased.
 The duration of the training sessions should be amplified.
 New programmes for personal as well as professional development of the officers
should be developed.
 Officers should be referred for the training programmes as per their
developmental needs.
 The training programmes should be organized outside the office in order to avoid
disturbance in the work.
 Some training sessions should also be organized in house for the officers who find
it difficult to attend them if held outside the office premises.
 Better presentation technologies should be used in order to increase the
effectiveness of the programmes.
 The course curriculum for the training programmes should be current in terms of
the new developments in the world.

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 Chapter -5
Findings and Recommendations

FINDINGS AND RECOMMENDATIONS

Findings
 The programs conducted were not periodically evaluated.
 Employees basically want to receive training in the behavioral & Managerial &
Analytical areas.
 Most of the employees need training in teambuilding in behavioral category
 Most of the employees need training on internet Lan
 To make the training more effective most of the managers feel that the duration of
training should be less
 The training programmes were not well planned. There were no manuals & any
study material available.
 No trainee received any reward for performing well during the training
programme

RECOMMENDATION
A nation’s prosperity can be judged by the progress it has made in the business
sector. This industrial sector is run by management and workers, thus there is need to
have better scientific selection of the management and workers to enable efficient
running of the business sector. Hence the purpose of my project is to explain the
concepts of Recruitment and Selection and its place in corporate management and in
particular, Personnel department of Suzuki Motorcycle Ltd.
1. Training should be given according to the job profile of the employees. e.g.
Managers should be made to attend more of team oriented workshops since they
are required to work in teams. Whereas an officer level employee needs to
enhance his computer skills. Hence training programmes have to be designed
accordingly.

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2. Since a few employees felt that the training they had undergone in the last two
years didn’t help them at all, a feedback session should be made mandatory after
every training session, in order to ascertain whether the above idea behind the
training programme had been accomplished or not.
3. Every now and then the employees should be encouraged to identify their own
training needs which would enhance employee morale and also shift the burden
from the superior to the employee him self. Rather than just investing money on
various training programmes, Suzuki Motorcycles Ltd. should also concentrate on
regular training evaluation.

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 Chapter – 6

Conclusions and Suggestions

CONCLUSIONS AND SUGGESTIONS

Many large, ambitious projects require that people work together, so that teamwork
becomes an important concept in the organization. Effective teams are an
intermediary goal towards getting good, sustainable results. Company has seen
increasing efforts through training to help people to work together more effectively
and to accomplish shared goals, whether colleagues are present or absent .The old
structures are being reformed, as organizations seek to become more flexible in the
face of rapid environmental change and more responsive to the needs of customers.

On the basis of our hypothesis, we can conclude that there is a link between creativity
and ability to solve problems as when the creativity skills are higher, employees’
ability to solve problem improves. From the analysis of the questionnaire, it can be
easily inferred that an effective training program as well as timely training sessions
are must for old as well as new employees.

The analysis of the questionnaire also reveals that AOTS training is very essential for
an employee to increase his knowledge, skills and his overall competence so that he is
able to perform well on the areas where he is lagging behind.

After this training the employees have improved upon their creativity, sense of
responsibility, communication skills, and their confidence level. Their awareness of
Japan has also increased, and they are now able to make good proposals along with
the improvement in the management ability. With the impartment of this training their
monetary benefits have also gone up and when the trained employees share their
experiences with their fellow colleagues it helps them in enhancing their knowledge
and skills.
This project report is the result of my hard work and I hope it identifies with the
reader.

88
• More and more training opportunities be provided to the employees so that
they are able to improve upon their knowledge and skills.
• Training should be drafted in a manner that it increases the income level of
employees.
• Enough facilities should be made available so that the acquired knowledge and
skills could be imparted to their fellow colleagues.
• Training period should not be too long.
• Proper infrastructure should be provided which assists in the use of knowledge
and skills in the department.

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 APPENDIX
Questionnaire

1) How many training programmes have you attended in last 5 years?

 0-5
 6-10
 10-15
 More than 15

2) The programme objectives were known to you before attending it.

 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

3). The period of training session was sufficient for the learning.
 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

4) The training methods used during the training were effective for
understanding the subject.
 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

5) The training sessions were exciting and a good learning experience.

90
  Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

6) The training aids used were helpful in improving the overall effectiveness of
the programme.
 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

7) The training was effective in improving on- the- job efficiency.

 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

8) In your opinion, the numbers of training programmes organized during

the year were sufficient for officers of Suzuki Motorcycles Organizes.
 Strongly agree
 Moderately agree
 Can’t Say
 Moderately Disagree
 Strongly Disagree

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 BIBLIOGRAPHY/REFERENCES

BOOKS & JOURNALS

1. K Ashwathappa, (1997) Human Resource and Personnel Management, Tata
McGraw – Hill 131-176
2. Chris Dukes, (2001), Recruiting the right staff, Summersdale Publisher ltd
3. John M. Ivancevich, (2004), Human Resource Management, Tata McGraw –
Hill,
4. Armstrong, M. (2012). A handbook of Human Resource Management
Practice (10th edition). London: Kogan Page Limited
5. Anderson J (1971) Scholarship on Contemporary American Foodways.
Ethnologia Europea. 5:56-63 [ethnic foodways; North America; United
States].
6. Apfelbaum D (2001) Jewish Cuisine. Ethnology. 40:165-169 [foodways;
North America; United States; Jewish Americans].
7. Beardsworth A; Keil T (1992) The Vegetarian Option -- Varieties,
Conversions, Motives and Careers. Sociological Review. 40:253-293
[vegetarians; North America; United States].
8. Beatty WK (1977) The History of Nutrition: A Tour of the Literature.
Federation Proceedings (Federation of American Societies for Experimental
Biology). 36:2511-2513 [bibliography; North America; United States].
9. Becker DM; Yaneck LR; Koffman DM, et al. (1999) Body Image Preferences
among Urban African Americans and Whites from Low Income Communities.
Ethnicity and Disease. 9:377-386 [body image; North America; United States;
African Americans].
MAGAZINES:
 Auto India - Car & Bike Magazine

NEWSPAPERS:
 Economic Times
 Business Standard

WEBSITES:
 www.suzukimotorcycles.co.in
 www.autowebindia.com
 www.sitepoint.com
 www.automonitor.com
 www.siamindia.com
 Various Search Engines

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