CH-1 INTODUCTION

1.1 INTRODUCTION OF BAJAJ AUTO INDUSTRY

The company has successfully transitioned from manufacturing scooters to

manufacturing all types of two-wheelers. Both motorcycles and scooters are
included in its product line. The organization has an illustrious history and was
founded in 1926, at the height of India's war for independence from the British.

The organization was founded during those periods of unshakable devotion to a

single purpose, and it continues to this day to exhibit the integrity, commitment,
inventiveness, and success-oriented mindset that are associated with it. Jamnalal
Bajaj, the organization's founder, was close to Mahatma Gandhi and one of his
pupils. Actually, Gandhiji had taken him in as a son. Due to his close friendship
and his significant role in the independence struggle, Jamnalal Bajaj did not
have a lot of free time to devote to his recently established firm.

Rahul Bajaj, In 1965, the group's current Chairman assumed control of the
business. Under his direction, the Bajaj Auto flagship company saw a rise in
revenue from Rs. 72 million to Rs. 46.16 billion (USD 936 million), an
expansion of its product line, and a global expansion of the brand. He is
regarded globally for his commercial acumen and entrepreneurial zeal as one of
India's most prominent business executives.
 1.2 INDUSTRY PROFILE:

India is the second largest two wheeler producer and manufacturer in the
world. Motorcycle production volume and domestic sales volume are second
only to Japan and China. In recent years, the Indian motorcycle industry has
experienced remarkable growth. The Indian motorcycle industry had humble
beginnings in the early 1950s. Automotive Products of India (API) has started
manufacturing scooters in the country. Bicycles are an important segment of the
Indian two-wheeler industry, the other two being scooters and mopeds. The
Indian company is one of the world's largest motorcycle manufacturers. In the
early days, the scooter segment was dominated by API. He was then overtaken
by Bajaj Auto. Various states and private companies have entered the scooter
battle, but LML is the only new player to hold out to this day. The motorcycle
segment was initially dominated by his 350cc motorcycles at Enfield and his
175cc motorcycles at Escort.

The motorcycle market opened up to foreign competition in the mid-1980s.

And his market leaders at the time, his Escorts and Enfields, were caught off-
guard by an onslaught of his 100cc bikes from his venture with four Indian-
Japanese joints. With the availability of more fuel-efficient, lower-powered
motorcycles, demand increased and Hirohi Honda, who was the only
manufacturer of his 4-stroke motorcycles (100cc category) at the time, topped
the list. . The first Japanese motorcycles were introduced in the early 1980s.
TVS Suzuki and Hero Honda each launched the first motorcycles with 2-stroke
engines. These two started with the assembly of CKD kits, and then shifted to
domestic production. In the 1990s, the greatest growth in the motorcycle
segment was brought by Japanese motorcycles, which in the last five years he
increased by 25.00 GR.
 The industry flourished in the 1950s, '60s and '70s, with governments
banning new entrants and tightly controlling expansion of production capacity.
In the 1980s, the industry experienced rapid growth. The industry saw his 14%
steady growth, and in 1990 he peaked at 1.9 million vehicles. In 1990, demand
fell sharply across the automotive industry. The result was a 15% decline in
1991 and 1992, resulting in a production loss of 400,000 units.

With the exception of Hero Honda, all major manufacturers suffered

recessions in '93 and '94. Hero Honda slumped slightly in 1992. The reasons for
the industry's recession were the ever-increasing fuel prices, rising input costs,
and a decline in purchasing power due to large increases in general price levels
and a credit crunch in consumer finance. Factors such as increased production
by new entrants in 1992, combined with an industry recession, caused the
company to report losses or reduced profits. A major player in the motorcycle
industry.

There are many motorcycle manufacturers in India. Major players in the

motorcycle industry are Hero Honda Motors (HHML), Bajagio Autos (Bajagio
Autos) and TVS Motor His Company (TVS).
Evolution of two wheeler in India :-

The two-wheeler segment is one of the most important components of the

automotive sector, which has undergone major changes due to the changing
political environment. The motorcycle industry has existed in this country since
1955. Scooters, motorcycles, mopeds. According to figures released by SIAM,
in 2003-2004, two-wheelers accounted for almost 80% of the automobile
market in terms of unit sales. This big number alone shows the importance of
the industry. Initially, state agencies effectively regulated all major aspects of
industrial operations, new business opportunities, expansion of production
capacity, selection of products, including combination of production capacities,
and technology. Systemic flaws allowed new political options to emerge in the
late 1960s. Under these laws, the Foreign Exchange Regulation Act (FERA)
and Monopolies and Restrictive Trade Practices (MRTP) were developed to
control foreign investment and monopolies, respectively. This control
mechanism for the industry has resulted in:

(A) Some businesses do not operate at a basic level of efficiency.

(B) good utilization of capacity; and
(C) Using outdated technology The change started with the recognition
that permit and restriction regulations would have a negative impact. The
New Economic Policy (NEP), introduced in 1985, gave reforms a clearer
shape.
 However, the most significant changes began in 1991 in response to the
severe macroeconomic crisis the country was experiencing at the time.
Industrial policy has moved away from regulation and tight control regimes to a
freer and more competitive era. Two important consequences of policy changes
in the motorcycle industry over the years have been the disappearance of
weaker players to make way for new entrants and improved products, and the
significant increase in the number of brands entering the market, Companies
that compete on the basis of product characteristics. Finally, in the country's
motorcycle business, brands are on the rise due to the introduction of new
technologies and increasing number of participants. Despite declining
concentration over time, various policy actions have been taken to facilitate
deregulation
the industry has not really resulted in higher level of competition.

There are large untapped markets in the country's semi-urban and rural areas.
Strategic planning for the motorcycle industry should identify these markets
using available statistical methods. Secondary data on socio-economic
characteristics can be used to identify potential markets and prioritize them
using different strategies. In the two-wheeler industry, it is also important to
identify target groups for different categories of motorcycles and scooters. With
the formal launch of the used car market by well-known automakers and the
easy lending of new and used cars, the motorcycle industry needs to modernize
its market information system to attract new customers while retaining old ones.
More attention should be paid to the availability of cheap loans for two-
wheelers in rural areas and small towns.
It is also important to take steps to increase the visibility of the Indian two-
wheeler sector in the global market. The establishment of appropriate export
incentives and institutional mechanisms such as the Motor Vehicle Export
Promotion Council will be of great benefit to India's two-wheeler sector, which
continues to grow in demand.

However, the most significant changes began in 1991 in response to the severe
macroeconomic crisis the country was experiencing at the time. Industrial
policy has moved away from regulation and tight control regimes to a freer and
more competitive era. Two important consequences of policy changes in the
motorcycle industry over the years have been the disappearance of weaker
players to make way for new entrants and improved offerings, and the
significant increase in the number of brands entering the market, Companies
that compete on the basis of product characteristics. Finally, in the country's
motorcycle business, brands are on the rise due to the introduction of new
technologies and increasing number of participants. Despite the fact that it has
become less concentrated over time, deregulation of the industry has not
actually resulted in increased competition despite various policies aimed at
promoting it. .

There are large untapped markets in the country's semi-urban and rural areas.
Strategic planning for the motorcycle industry should identify these markets
using available statistical methods. Secondary data on socio-economic
characteristics can be used to identify potential markets and prioritize them
using different strategies. In the two-wheeler industry, it is also important to
identify target groups for different categories of motorcycles and scooters. With
the formal launch of the used car market by well-known automakers and the
easy lending of new and used cars, the motorcycle industry needs to modernize
its market information system to attract new customers while retaining old ones.
More attention should be paid to the availability of cheap loans for two-
wheelers in rural areas and small towns.

It is also important to take steps to increase the visibility of the Indian two-
wheeler sector in the global market. The establishment of appropriate export
incentives and institutional mechanisms such as the Motor Vehicle Export
Promotion Council will be of great benefit to India's two-wheeler sector, which
continues to grow in demand.

The National Council for Applied Economic Research (NCAER) forecasts

demand for two-wheelers for the period March 2002 through December 2011.
 1.3 COMPANY PROFILE:

One of India's two or three assembly manufacturers is Bajaj Auto Ltd. (BAL).
The employer is renowned for its expertise in developing and assembling L and
D items. Within the empire, the agency is the biggest exporter of and three
wheels. The employer has two fallback options: PT Bajaj Indonesia and Bajaj
Auto International Cooperation BV.

For the purpose of M/s Bacharaj Investing Corporation Private Limited, Bajaj
Auto arrived on November 19, 1945. Bajaj Auto started to promote and import
three wheels into India in 1948. The Indian government granted Bajaj Auto
permission to manufacture two wheels in the 1950s. Bajaj Auto became an open
corporation in 1960.

Bajaj Auto launched a three-wheeler administrator in 1971. The company

launched a back engine auto rickshaw in 1977. In the nineteenth century, the
first brick was placed for the new Bajaj Auto processing factory in WALUJ
Aurangabad. On November 5, 1985, Bajaj Auto started working on the WALUJ
factory's technology. Bajaj Auto began producing at the Chakan Pune Grow in
1988. Bajaj Auto launched the stunning bicycle "Pulsar" in November 2001.

In the typical engine segment, the hundred and fifteen Calibers were powered
by Bajaj Auto in February 2003. Because Bajaj Holdings and Investment Ltd.
(BAL BHAL erode) is divided into three assignments based on the arrangement
of the demerger scheme, with an impact from a significant day, i.e. February 20,
2008. The security firm operates in segments, such as safety and various car and
project.
The company that produces Sparing Breeze Energy created those physical
games with three distinct components that can each address middle enterprise
and engage fitness after realising the development opportunities in the security
and financial aspects of power. This results in claims on the whole firm,
including all benefits and liabilities, being transferred to Bajaj Investment and
Holding Ltd. from PT Bajaj Auto Indonesia and a few merchant enterprises
(BHIL). Furthermore, Investment and Holding Ltd. receives a transfer of Rs. 15
billion in real cash and money reciprocals. The Bajaj Auto Ltd moniker was
given to key elements of the Bajaj Holdings and Investment Ltd strategy (BAL).
The deadline for compliance could be March 31, 2007.

The group gained control of the inexperienced plant processing unit in

Uttarakhand on April 9, 2007. 275,000 motors were produced at the factory in
its first year of operation. The Akurdi collection facility has been shut down
since September 3, 2007, because to increased era costs. In November 2007,
Bajaj Auto International Holdings BV paid Rs. 345 crore for a 14.5% stake in
the European KTM Power Sports vehicle manufacturer.

The Direct Injected Auto Tricycle and the XCD 125 DTS-Si were both
promoted by the company in 2007–2008. More than 2 million Pulsar have now
been introduced overall at the Chakan commercial facility. From 300,000 to
4260000 units were added to the corporation's motorised two- and three-wheeler
introduction cap in 2009–2010. The business started using Pulsar 220F, Pulsar
88 UG, Pulsar 135 LS, and searched into DTS- Si to see what was available.
The company increased the two and three wheeler engine production limit from
780000 to 5040000 in 2010–2011. The company sells the Avenger 220 DTS-I
KTM DUKE a hundred twenty five found 150 and one hundred twenty five.
Up to March 31, 2012, the firm aims to maintain the present annual cap for
three-wheelers at 5040,000. The development of 4-wheel vehicles is significant,
and the platform's primary commercial dispatch is slated for 2012. In Indonesia,
Bajaj Auto has a partnership with Kawasaki Japan.

The company offered any other excellent engine variation in 2013 for Rs. 1.83
lakh costs in the Bajaj-KTM joint venture Duke 390cc. Additionally, the agency
received the "CII Design Excellence Award." 2014 saw the return of Bajaj Auto
in the 12-month-old CNBC TV18 Overdrive Awards. In the Selenet-Count
Choir at the 2014 CNBC TV18 Overdrive Awards, Bajaj Auto is reinstated.
Additionally, the company won the BBC Top Gear Award for Bike of the Year.
A platinum catalyst and another 100cc bicycle for long-distance riding were
introduced by Bajaj Auto in 2015. Bajaj Auto and Triumph UK Cruisers
established a global agreement on August 8, 2017, via which Bajaj will have
access to outstanding Triumph brands and huge bikes that allow for the addition
of additional bikes within.

PROMOTERS:

Founder Jamnalal Bajaj

Chairman Rahul Bajaj

Vice Chairman Madhur Bajaj

Managing Director Rajiv Bajaj

Executive Director Pradeep Shrivastav

Directors Sanjiv Bajaj-Shekhar Bajaj

 1.4 PRODUCT DETAILS
Bajaj Dominar 400:
The Bajaj Dominar 400 is a street bike, available in only one type and
two colors. The Bajaj Dominar 400 is powered by a 373.27cc BS6 engine that
develops 39.42 hp and 35 Nm of torque.

Bajaj Pulsar N250:

The Bajaj Pulsar N250 is a sports bike from Indian motorcycle
manufacturer Bajaj Auto. On October 28, 2021, it was launched with a fairing
version of the Bajaj Pulsar F250 to mark his 20th anniversary of the Bajaj
Pulsar.
Bajaj Pulsar 150:
Bajaj Pulsar 150 is a street bike, It is available in 3 variants and 12 colors.
The Bajaj Pulsar 150 is powered by 149.5cc BS6 engine which develops a
power of 13.8 bhp and a torque of 13.25 Nm.

Bajaj CT 110:
CT 110 is a Commuter bike from Bajaj. Least expensive Bajaj CT 110
variant is Self-Alloy which is sold in Indian.
Bajaj Platina 110:
The Platina 110 is Bajaj’s solution to capture the commuter bike market
in India which is currently dominated by the Hero Splendor Plus. Bajaj Platina
110’s latest variant, the ES ABS, has been the talk of the town for being the first
bike in its class to offer the single-channel ABS.

Bajaj Pulsar 125:

The Bajaj Pulsar 125 is a commuter bike available in 4 variants with
5 color options. His 124.4cc BS-VI engine in the Pulsar 125 coupled into
five gears produces a maximum power of 11.80 hp at 8500 rpm and a
maximum torque of 11.00 Nm at 6500 rpm.
1.4.1 Competitors Of Bajaj Auto:

 Yamaha
 TVS
 Hero MotoCorp
 Honda
 Jawa Moto
 Suzuki
 Mahindra
 Royal Enfield
 1.5 SWOT ANALLYSIS

Strengths of Bajaj Auto:

1. Brand positioning: Bajaj Auto is the world's fourth largest manufacturer

of two and three wheelers. The company manufactures motorcycles,
people carriers and goods carriers. Bajaj Pulsar is the most popular
motorcycle brand in the Bajaj Auto portfolio.

2. Sustainable business: The company's extensive product range allows it

to attract a wide range of customers. It also helps companies achieve
sustainable business growth.

3. Alliance with KTM: The company's extensive product range allows it to

attract a wide range of customers. It also helps companies achieve
sustainable business growth.

4. Strong Distribution: Bajaj Auto has dealers across India and has always
maintained a smooth supply chain. Bajaj motorcycles are always free and
deliver to cities big and small. Therefore, there are various Bajaj Auto
service centers across the country.
Weaknesses of Bajaj Auto:

1. Not a Global brand: Even after producing in high volume, Bajaj is not
recognised as a global brand. It has not entered other markets or not
expanded internationally as fast as it could. It is mostly an Indian market
player.

2. Lack of performance: Lack of performance bikes like major

international brands and sports bikes & cruisers.

Opportunities of Bajaj Auto:

1. Growth in motorcycle market: KTM has strong brand equity globally and

the partnership with Bajaj Auto will enable both companies to achieve
sustainable results with a focus on cost and quality advantages. KTM
gives Bajaj Auto a massive global reach.

2. Launch new vehicles: Bajaj Auto should continue its efforts to strengthen
its product portfolio, as it has done in the past with models such as the
Avenger Pulsar. Bajaj's image as an innovative company is also
maintained by continuously adding new technologies to its portfolio.
Threats of Bajaj Auto:

1. Intense competition in the 2-wheeler market: The Indian motorcycle

market is highly competitive as various top brands such as global and
Indian giants such as Suzuki, Hero Motors and TVSet are struggling to
gain market share. Fuel efficiency and price are key in the Indian market,
so all brands are constantly innovating to deliver higher fuel efficiency at
lower prices.

2. High Bank Interest Rate: India has a higher lending rate than other
countries. Rising interest rates are influencing the decisions that
consumers spend on things like vehicles purchased at interest rates.

3. Environmental Regulations: Indian car companies are subject to stringent

environmental regulations. BS regulations are constantly being updated in
India, requiring companies to constantly change their products in order to
comply with the regulations, which can have a negative impact on the
financial situation of the companies.
 CH-2 DIAGNOSIS PHASE
2.1 Problem Idetitification :

 Customer Waiting Area: Customers gave their vehicle for service but
no waiting room facility is available for them at that time so most of
customers are face issue like where they seat, where they spent their time
etc, so it's important to manage Customer waiting room to attract
customers

 Advertising campaign: we also identified that the strategy of advertising

is very poor because Board of BAJAJ AUTO is very less attractive like
light is very deemed on the board and board is small so we are suggested
them to either repair the board or change the board for attract customers

 Lack of after sale services: There is very less employees in Aditya bajaj
so they not doing well for customers as a part of after sales services.

 Parking Area: in the parking area is not available, they should make it a
parking area as sometimes they have to park on the sidewalk.

 Test Drive: The test drive will identify the customer in their own way
and will also make them feel comfortable that they will have a new
experience so that they are attracted to the item exclusively.

 Showroom Maintain & Services: Show room maintenance service is

very much essential for increase sale of vehicles because most of
customers visit the show room if showroom is very neat and clean.
There are some needs to increase the maintenance services of showroom
to attract the Customers.
2.2 OBJECTIVES OF THE STUDY:

 To analyse the level of preference for a model of bajaj bike

 To identifying the factors influencing consumers’ enthusiasm to reimburse

intended for two-wheelers.

 To estimates the attitude of young generation towards bajaj bike.

 To know about services which are provided by the company.

 To gain inputs form customers to improve satisfaction.

 To study and understand the areas which are need to be improved.

 CH- 3 DESIGN AND ANALYSIS PHASE

3.1 SCOPE OF THE STUDY:

In the current scenario, the automobile sector is a fastest growing sector in

India. Innovation and adoption of latest features have raised the competitiveness
in the automobile sectors. The study is aimed at identifying the level of
consumer perception towards two-wheelers effect on customers buying
behavior. The outcome of the study makes clear that the perception about the
Bajaj Pulsar holds in the place of mind of the customers which could be useful
for management to formulating the strategies in future sales growth plans of the
two-wheelers.
3.2 DATA COLLECTION METHODOLOGY:

This learning is evocative in the environment. The evocative examine

describes the demo graphics of the customers and help to get clarity on the
research. Principle and derivative data being used to collect a data. Crucial
data is the raw data which is been collected from observation and structured
questionnaire.
3.3 Sources of Data collection:

Primary Data:

 Questionnaire

Secondary Data:

 Website
 Online Google Searching

Sample Size: 120

 3.4 DATA ANALYSIS:

BAR CHART:
TABLE:

Age

Frequency Percent Valid Percent Cumulative

Percent

0 to 18 4 3.3 3.3 3.3

18 to 30 80 66.7 66.7 70.0

Valid 30 to 50 32 26.7 26.7 96.7

50 above 4 3.3 3.3 100.0

Total 120 100.0 100.0

In the above table and bar chart there are 120 respondents are given responses and analysis
by their age
 In that, there are 4 responses are between the age of 0 to 18, which are 3.3% out of
total respondents.
 There are 80 responses are between the age of 18 to 30, which are 66.7% out of
total respondents.
 There are 32 responses are between the age of 30 to 50, which are 26.7% out of
total respondents.
 Also, there are 4 responses are between the age of 50 above, which are 3.3% out of
total respondents.

TABLE:

Monthly Income
 Frequency Percent Valid Percent Cumulative
Percent

10K TO 25K 36 30.0 30.0 30.0

25K TO 50K 52 43.3 43.3 73.3

Valid 50K Above 20 16.7 16.7 90.0

Less than 10K 12 10.0 10.0 100.0

Total 120 100.0 100.0

In the above table and bar chart there are 120 respondents are given responses and analysis
by their monthly income.
 In that, there are 36 respondents who’s monthly income is 10K to 25K, which are
30.0% out of total respondents.
 There are 52 respondents who’s monthly income is 25K to 50K, which are 43.3% out
of total respondents.
  There are 20 respondents who’s monthly income is 50K Above, which are 16.7% out
of total respondents.
 Also, there are 12 respondents who’s monthly income is Less than 10K, which are
10.0% out of total respondents.

TABLE:

Which model did you buy ?

Frequency Percent Valid Percent Cumulative

Percent

Avenger 220 DTS-i 4 3.3 3.3 3.3

Discover 125 4 3.3 3.3 6.7

Discover 125 ST 12 10.0 10.0 16.7

Discover 150 4 3.3 3.3 20.0

Ninja 250R 12 10.0 10.0 30.0

Platina 100 CC 8 6.7 6.7 36.7

Pulsar 135 LS 20 16.7 16.7 53.3

Valid

Pulsar 150 DTS-i 20 16.7 16.7 70.0

Pulsar 180 DTS-i 12 10.0 10.0 80.0

Pulsar 200 NS Pulsar 220

12 10.0 10.0 90.0
DTS-i

XCD 125 DTS-Si 4 3.3 3.3 93.3

XCD 135 DTS-Si 8 6.7 6.7 100.0

Total 120 100.0 100.0

In the above table and bar chart there are 120 respondents are given responses and analysis
by which model they will buy.
 In that, there are 4 respondents who will buy Avenger 220 DTS-I, which are 3.3% out of
total respondents.
 There are 4 respondents who will buy Discover 125, which are 3.3% out of total
respondents.
 There are 12 respondents who will buy Discover 125 ST, which are 10.0% out of total
respondents.
 There are 4 respondents who will buy Discover 150, which are 3.3% out of total
respondents.
 There are 8 respondents who will buy Platina 100 CC, which are 6.7% out of total
respondents.
 There are 20 respondents who will buy Pulsar 135 LS, which are 16.7% out of total
respondents.
 There are 20 respondents who will buy Pulsar 150 DTS-i, which are 16.7% out of total
respondents.
 There are 12 respondents who will buy Pulsar 180 DTS-i, which are 10.0% out of total
respondents.
 Also, there are 8 respondents who will buy XCD 135 DTS-Si, which are 6.7% out of
total respondents.
PIE CHART:

TABLE:

Occupation

Frequency Percent Valid Percent Cumulative

Percent

Business 20 16.7 16.7 16.7

Government Employee 20 16.7 16.7 33.3

Valid Private Employee 56 46.7 46.7 80.0

Student 24 20.0 20.0 100.0

Total 120 100.0 100.0

In the above table and pie chart there are 120 respondents are given responses and analysis by
their occupation.
 In that, there are 24 respondents are students, which are 20.0% of all respondents.
 There are 56 respondents are private employee, which are 46.7% of all respondents.
 There are 20 respondents are Government employee, which are 16.7% of all
respondents.
 There are 20 respondents are Businessmen, which are 16.7% of all respondents.

TABLE:

In what way bajaj bike is suitable to you?

Frequency Percent Valid Percent Cumulative

Percent

Affordable 20 16.7 16.7 16.7

Comfortable 16 13.3 13.3 30.0

Engine Capacity 32 26.7 26.7 56.7

Valid
Millage 28 23.3 23.3 80.0

Stylish 24 20.0 20.0 100.0

Total 120 100.0 100.0

In the above table and pie chart there are 120 respondents are given responses and analysis by
their how bajaj bike suites people.
 In that, there are 20 respondents are suited by afford ableness, which are 16.7% of all
respondents.
 There are 16 respondents are suited by comfortableness, which are 13.3% of all
respondents.
 There are 32 respondents are suited by Engine Capacity, which are 26.7% of all
respondents.
 There are 28 respondents are suited by Millage, which are 23.3% of all respondents.
 There are 24 respondents are suited by stylish, which are 20.0% of all respondents.
CHI-SQUARE ANALYSIS:

o Age*In what way bajaj bike is suitable to you

H0: There is no significance association between age and In what way bajaj bike is
suitable to you.
H1: There is significance association between age and In what way bajaj bike is suitable
to you.

Chi-Square Tests

Value df Asymp. Sig. (2-

sided)

Pearson Chi-Square 54.200a 12 .000

Likelihood Ratio 54.740 12 .000

N of Valid Cases 120

Here, the level of significance is 0.00 which is less than 0.05 it means H0 is rejected and
H1 is accepted which means there is significance difference between age and In what
way bajaj bike is suitable to you.

o Qualification*In what way bajaj bike is suitable to you

H0: There is no significance association between Qualification and In what way bajaj
bike is suitable to you.
H1: There is significance association between Qualification and In what way bajaj
bike is suitable to you.
 Value df Asymp. Sig. (2-
sided)

Pearson Chi-Square 21.487a 8 .006

Likelihood Ratio 26.607 8 .001

N of Valid Cases 120

Here, the level of significance is 0.006 which is less than 0.05 it means H0 is rejected and
H1 is accepted which means there is significance difference between qualification and In
what way bajaj bike is suitable to you.

o Occupation*While comparing with other bike the models of the bajaj bike is?

H0: There is no significance association between Qualification and While comparing

with other bike the models of the bajaj bike is?
H1: There is significance association between Qualification and While comparing
with other bike the models of the bajaj bike is?

Value df Asymp. Sig. (2-

sided)

Pearson Chi-Square 19.185a 6 .004

Likelihood Ratio 22.834 6 .001

N of Valid Cases 120

Here, the level of significance is 0.004 which is less than 0.05 it means H0 is rejected
and H1 is accepted which means there is significance difference between qualification
and While comparing with other bike the models of the bajaj bike is.
 o Occupation*What you feel while riding the bajaj bike?

H0: There is no significance association between Qualification and What you feel
while riding the bajaj bike?
H1: There is significance association between Qualification and What you feel while
riding the bajaj bike?

Chi-Square Tests

Value df Asymp. Sig. (2-

sided)

Pearson Chi-Square 2.172a 3 .537

Likelihood Ratio 2.190 3 .534

N of Valid Cases 120

Here, the level of significance is 0.537 which is more than 0.05 it means H0 is
accepted and H1 is rejected which means there is significance difference between
qualification and What you feel while riding the bajaj bike.
 CH-4 IMPLEMENTATION PHASE:
IMPLEMENTATION

As per our suggestion ADITYA AUTO CENTRE buy a new and

attractive board.
We have suggested them to improve social media pages on instagram and
upload daily so that customer easily aware about all schemes and offers and
customers attract to the showroom.
As per our suggestion they maintain vehicals on daily basis and provide after
sale services to consumers
As per our suggestion they should maintain hygiene for the consumer.
SUGGESTION:

 We have suggested to Buy a new board.

 We have suggested to provide promotional schemes on festivals.
 We have suggested to Improve dressing sense in employees.
 We have suggested to Increase parking area.
 We have suggested to maintain vehicles. (clean & wash)
 We have suggested to active on social media daily basis.
FINDINGS

 We find out that most people in SANAND area visit ADITYA AUTO
CENTRE for purchase new Bajaj Bikes.
 At ADITYA AUTO CENTRE Employees Behaviours are good so
customer is certified
 ADITYA AUTO CENTRE Improve marketing strategy
 ADITYA AUTO CENTRE Start new recruiting