SUMMER TRAINING REPORT

ON

“CONSUMER BEHAVIOUR TOWARDS ROYAL ENFIELD IN

DEHRADUN”

SUBMITTED FOR THE PARTIAL FULFILLMENT OF

BACHELORS OF BUSINESS ADMINISTRATION
(MARKETING)
(2017-2020)
SUBMITTED TO: SUBMITTED BY:

Mr. Ashish Vishnoi ZEELAL AHMAD

Assistant Professor BBA VTH SEM.

School of Management and Enrolment no. R170425109

Commerce studies S.G.R.R.U
S.G.R.R.U

SHRI GURU RAM RAI UNIVERSITY DEHRADUN, UTTARAKHAND

1
 CERTIFICATE

This is to certify that ZEELAL AHMAD student of BBA

(Marketing) 2017-2020 Batch, School Of Management And
Commerce Studies SGRRU, Dehradun has successfully completed his
project titled “CONSUMER BEHAVIOUR TOWARDS ROYAL
ENFIELD IN DEHRADUN” under my guidance and supervision.

I wish for his commendable effort and success.

DATE: 2019 INTERNAL GUIDE

PLACE: Dehradun Mr. Ashish Vishnoi

Assistant Professor
School of Management and
Commerce studies

2
 DECLARATION

I hereby declare that the work for the project Report entitled
“CONSUMER BEHAVIOUR TOWARDS ROYAL ENFIELD IN
DEHRADUN” is completely done by me, based on my own work conducted
in “ ROYAL ENFILED ” for the partial fulfillment of my Bachelors of Business
Administration.

Admittedly I have received suggestions and guidance from my guides.

Date: 2019 ZEELAL AHMAD

Place: Dehradun BBA VTH SEM. Sec.-B (2017-2020)

School of Management and

Commerce studies

3
 ACKNOWLEDGEMENT

I am immensely thankful to God who provides me the health and

ability to withstand the problem coming in my way.

Mr. Ashish Vishnoi, Assistant Professor, School of Management

and Commerce Studies Shri Guru Ram Rai University, Dehradun for
his encouragement and providing other assistances whenever required.

I wish to express my gratitude to, Mr Manish Chauhan who

generously helped me to colour the mosaic of this project report with
the titles of their knowledge, expertise and memories.

Thanks are also due to various employees for their co-operation

during research.

ZEELAL AHMAD

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 TABLE OF CONTENT

COMPANY CERTIFICATE
CANDIDATE DECLARATION
ACKNOWLEDGEMENT

TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION
1.1 CONTEMPORARY APPROACHES
1.2 CUSTOMER ORIENTATION
1.3 ORGANIZATIONAL ORIENTATION
1.4 MARKETING RESEARCH
1.5 MARKET SEGMENTATION
1.6 TYPES OF MARKETING RESEARCH
1.7 MARKETING STRATEGY
1.8 CUSTOMER SATISFACTION

CHAPTER 2: RESEARCH DESIGN

2.1 STATEMENT OF THE PROBLEM

2.2 OBJECTIVES OF THE STUDY

2.3 SCOPE OF THE STUDY

2.4 OPERATIONAL DEFINITIONS

2.5 RESEARCH METHODOLOGY

2.6 TOOLS OF DATA COLLECTION
2.7 SAMPLE DESIGN
2.8 PLAN OF ANALYSIS

2.9 LIMITATIONS OF THE STUDY

2.10 OVERVIEW OF CHAPTER SCHEME

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CHAPTER 3: COMPANY PROFILE
3.1 HISTORY OF THE COMPANY

3.2 PROFILE OF THE ORGANIZATION

3.4 ORGANISATIONAL STRUCTURE

3.5 SWOT ANALYSIS OF THE TWO WHEELER INDUSTRY

CHAPTER 4: DATA ANALYSIS

CHAPTER 5 FINDINGS SUGGESTION AND CONCLUSION
BIBLIOGRAPHY
QUESTIONNAIRE

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 CHAPTER-1
INTRODUCTION

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INTRODUCTION TO MARKETING

Marketing is the process of performing market research, selling products and/or

services to customers and promoting them via advertising to further enhance

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

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

which companies build strong customer relationships and create value for their

customers and for themselves.

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

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

that marketing management is one of the major components of business

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

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

adoption of marketing strategies requires businesses to shift their focus from

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

staying profitable.

The term marketing concept holds that achieving organizational goals depends

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

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

8
organization should anticipate the needs and wants of consumers and satisfy

these more effectively than competitors.

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

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

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

consumer tastes.

1.1 Contemporary approaches

Recent approaches in marketing include relationship marketing with focus on

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

organization or institution and social marketing with focus on benefits to

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

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

engine marketing, desktop advertising or affiliate marketing. It attempts to

perfect the segmentation strategy used in traditional marketing.

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1.2 Customer orientation

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

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

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

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

that the company focuses its activities and products on consumer demands.

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

market change identification approach and the product innovation approach.

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

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

research. Every aspect of a market offering, including the nature of the product

itself, is driven by the needs of potential consumers. The starting point is always

the consumer. The rationale for this approach is that there is no reason to spend

R&D funds developing products that people will not buy. History attests to

many products that were commercial failures in spite of being technological

breakthroughs.

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

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

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

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a demand/customer-centric alternative to the well-known 4Ps supply side model

(product, price, placement, promotion) of marketing management.

Product → Solution

Price → Value

Place → Access

Promotion → Information

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

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

the surroundings of the company, so the consumer demand on its products will

decrease.

1.3 Organizational orientation

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

within the functional level of an organization. Information from an

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

departments within the firm. As an example, a marketing department could

ascertain (via marketing research) that consumers desired a new type of product,

or a new usage for an existing product. With this in mind, the marketing

11
department would inform the R&D department to create a prototype of a

product/service based on consumers' new desires.

The production department would then start to manufacture the product, while

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

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

consulted, with respect to securing appropriate funding for the development,

production and promotion of the product. Inter-departmental conflicts may

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

oppose the installation, support and servicing of new capital stock, which may

be needed to manufacture a new product. Finance may oppose the required

capital expenditure, since it could undermine a healthy cash flow for the

organization.

1.4 Marketing research

Marketing research involves conducting research to support marketing

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

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

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

Marketing researchers use statistical methods such as quantitative research,

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

correlations, frequency distributions, poison distributions, binomial

12
distributions, etc. to interpret their findings and convert data into information.

The marketing research process spans a number of stages, including the

definition of a problem, development of a research plan, collection and

interpretation of data and disseminating information formally in the form of a

report. The task of marketing research is to provide management with relevant,

accurate, reliable, valid, and current information. A distinction should be made

between marketing research and market research. Market research pertains to

research in a given market. As an example, a firm may conduct research in a

target market, after selecting a suitable market segment. In contrast, marketing

research relates to all research conducted within marketing. Thus, market

research is a subset of marketing research.

1.5 Market segmentation

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

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

are marketed to children. Crunchy Nut Cornflakes are marketed to adults. Both

goods denote two products which are marketed to two distinct groups of

persons, both with similar needs, traits, and wants. Market segmentation allows

for a better allocation of a firm's finite resources. A firm only possesses a

certain amount of resources. Accordingly, it must make choices (and incur the

related costs) in servicing specific groups of consumers. In this way, the

diversified tastes of contemporary Western consumers can be served better.

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1.6 Types of marketing research

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

into the following parts:

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

conduction and compilation of research for a specific purpose.

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

for one purpose, but often used to support another purpose or end goal.

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

conducted into health foods, which is used solely to ascertain the needs/wants of

the target market for health foods. Secondary research in this case would be

research pertaining to health foods, but used by a firm wishing to develop an

unrelated product.

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

information. Nevertheless, while secondary research is relatively inexpensive, it

often can become outdated and outmoded, given that it is used for a purpose

other than the one for which it was intended. Primary research can also be

broken down into quantitative research and qualitative research, which, as the

terms suggest, pertain to numerical and non-numerical research methods and

techniques, respectively. The appropriateness of each mode of research depends

on whether data can be quantified (quantitative research), or whether subjective,

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non-numeric or abstract concepts are required to be studied (qualitative

research).

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

 Exploratory research, pertaining to research that investigates an

assumption.

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

 Predictive research, meaning research conducted to predict a future

occurrence.

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

research process.

Promotion (marketing)

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

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

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

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

objectives of promotion. These are:

1. To present information to consumers as well as others

2. To increase demand

3. To differentiate a product.

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1.7 Marketing strategy

The field of marketing strategy encompasses the strategy involved in the

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

the marketplace, spanning numerous and sometimes wholly unrelated

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

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

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

large global car maker. Moreover, a product may be reaching the end of its life-

cycle. Thus, the issue of divest, or a ceasing of production, may be made.

1.8 CUSTOMER SATISFACTION

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

services supplied by a company meet or surpass customer expectation.

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

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

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

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

Scorecard. In a competitive marketplace where businesses compete for

customers, customer satisfaction is seen as a key differentiator and increasingly

has become a key element of business strategy. Within organizations, customer

satisfaction ratings can have powerful effects. They focus employees on the

importance of fulfilling customers’ expectations. Furthermore, when these

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ratings dip, they warn of problems that can affect sales and profitability. These

metrics quantify an important dynamic. When a brand has loyal customers, it

gains positive word-of-mouth marketing, which is both free and highly

effective. In researching satisfaction, firms generally ask customers whether

their product or service has met or exceeded expectations. Thus, expectations

are a key factor behind satisfaction. When customers have high expectations

and the reality falls short, they will be disappointed and will likely rate their

experience as less than satisfying. For this reason, a luxury resort, for example,

might receive a lower satisfaction rating than a budget motel—even though its

facilities and service would be deemed superior in “absolute” terms.

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 CHAPTER 2
RESEARCH DESIGN

18
INTRODUCTION

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

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

been sold in India from 1949. In 1955, the Indian government looked for a

suitable motorcycle for its police and army, for use patrolling the country's

border. As far as the motorcycle brand goes, though, it would appear that Royal

Enfield is the only motorcycle brand to span three centuries, and still going,

with continuous production. Product range has widened and the customer has

evolved.

TITLE OF THE STUDY

“A Study on Customer Satisfaction towards ROYAL ENFIELD

BIKES, Dehradun”

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2.1 STATEMENT OF THE PROBLEM

Customer satisfaction plays a crucial role in enabling an organization to

change and develop with customers. Keeping the existing customer contended

is generally much easier, takes less time and involves less expense. The reason

for this is that it takes more time to find new prospective customer. In this

context study is conducted with special reference to customer satisfaction. A

company can earn more profits only when it has strong customer care towards

product and services offered by the company. So to have strong customer care it

has to provide a competitive price further advertising to increase.

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2.2 OBJECTIVES OF THE STUDY

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

2. To know about the experience after purchase relating various parameters

(Service, bike performance, mileage etc).

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

customer.

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

for common man.

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

Enfield.

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

service.

2.3 SCOPE OF THE STUDY

This study includes Customer’s response and awareness towards the brand,

products and services of Royal Enfield. The results are limited by the sample

size 75 numbers and therefore the opinion of only selected customers is taken

into consideration. Mainly this study is conducted in Dehradun and the scope is

limited.

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2.4 OPERATIONAL DEFINITIONS

1. Customer- A customer (also known as a client, buyer, or purchaser) is

usually used to refer to a current or potential buyer or user of the products

of an individual or organization, called the supplier, seller, or vendor.

2. Customer Satisfaction- A business term, is a measure of how products

and services supplied by a company meet or surpass customer

expectation. Customer satisfaction is defined as "the number of

customers, or percentage of total customers, whose reported experience

with a firm, its products, or its services (ratings) exceeds specified

satisfaction goals."

3. Respondents- A person who replies to something, esp. one supplying

information for a survey or questionnaire or responding to an

advertisement.

4. Objective- An end that can be reasonably achieved within an expected

timeframe and with available resources.

5. Bike- A motor vehicle with two wheels and a strong frame.

6. Buying- To acquire in exchange for money or its equivalent purchase.

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2.5 RESEARCH METHODOLOGY

The research will be carried out in various phases that constitute an

approach of working from whole to part. It includes subsequent phases trying to

go deeper into the user’s psyche and develop a thorough understanding of what

a user looks for while buying a bike.

The first phase is completely internal where it is stormed over the most effective

route of action, considering that Bullet users in Dehradun are more in number.

The second phase is with some of the seasoned bikers who have been using

Bullets for some time now and are generally known and respected amongst the

Bullet community.

The third phase is with some respondents who will be interviewed with the help

of questionnaire keeping in mind the time and cost constraints.

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2.6 TOOLS OF DATA COLLECTION

The information relevant for study was drawn from Primary data collected

through survey method, which alone was not sufficient. Hence Secondary data

was collected to study successfully.

 Primary data- In order to find out customer satisfaction regarding bikes

of Royal Enfield Primary Data was collected by personally visiting the

dealerships and showrooms. With the help of a well laid questionnaire, I

took the feedback from the customers who were coming for the services

of their bikes at the dealerships. As well as I contacted some of the

customers through telex calling by taking the data about the customers

from the customer data register of the dealership. I interviewed them and

discussed with the showroom staff as well as with the employees at Royal

Enfield which helped me to prepare the research Report.

 Secondary data- The Secondary Data collection involved internet search,

browsing magazines, newspapers and articles and papers related to the

two wheeler industry in India. Numerous Journals and books related to

the topic were also browsed to understand the dynamics of the industry.

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2.7 SAMPLE DESIGN

The research was carried out in various phases that constituted an

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

go deeper into the user’s psyche and develop a thorough understanding of what

the user looks for while buying a bike. In order to get a perspective from non-

Bullet riders as to what are the reasons for not choosing a Bullet, I administered

the same questionnaire to riders who used other motorcycles keeping in mind

the time and cost constraints. For the customer satisfaction study a sample of 75

persons was chosen from the in Dehradun city. The sample was judgmental and

methodology was convenient random sampling.

Size of Sample 75

Sampling technique Convenient Random Sampling

method

Location from which samples were Dehradun city

taken

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2.8 PLAN OF ANALYSIS

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

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

analysis and inferences are drawn which in turn was used for

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

understanding of the study.

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

which is followed by suggestions, keeping the objectives in mind

throughout the study.

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2.9 LIMITATIONS OF THE STUDY

 This research is geographically restricted to Dehradun city only. Hence

the result cannot be extrapolated to other places.

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

industry.

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

cost constraints.

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

respondents may or may not be true because some respondents may not

be serious. However all possible has been made to collect the information

as authentically as possible.

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

for the respondents to be biased or pretentious.

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

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

professional enough.

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2.10 OVERVIEW OF CHAPTER SCHEME

Chapter-1 Introduction- It’s all about the Introduction part. It mainly consists

of introduction to Marketing with its types, approaches, research and market

segmentation. Then comes introduction about Customer Satisfaction with its

steps, customer loyalty and concepts, handling customer complaints, how to

deal with dissatisfied customers and objectives of customer satisfaction

program. Later about automobile industry till date, Indian two wheeler market

and its recent trends.

Chapter-2 Research Design- It consists of the title of the study, statement of

problem, objectives and scope of the study, operational definitions, research

methodology, data collection, sample design, plan of analysis and finally the

limitations of the study.

Chapter-3 Company Profile- This chapter contains the historical background

of the company Royal Enfield, company’s vision and objective, Royal Enfield

products, organizational chart and SWOT analysis of Indian two wheeler

markets and Royal Enfield.

Chapter-4 Data Analysis and Interpretation- This chapter consists of the

analysis and interpretation from the data collected through questionnaires, tables

and graphs representing it.

28
Chapter-5 Findings and Conclusion - This chapter contains the findings

drawn from the study and final conclusion about the whole project. Also few

suggestions are posted.

Chapter-6 Suggestions- This chapter contains some suggestions to the

company.

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 CHAPTER 3
COMPANY PROFILE

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3.1 HISTORY OF THE COMPANY
Mid 19th century England The firm of George Townsend & Co. opened its

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

The firm was specialized in sewing needles and machine parts. In the first flush

of enterprise, flitting from one opportunity to another, they chanced upon the

pedal-cycle trade. Little did they know then that it was the beginning of the

making of a legend. Soon, George Townsend & Co. was manufacturing its own

brand of bicycles. And in 1893 its products began to sport the name ‘Enfield’

under the entity Enfield Manufacturing Company

Limited with the trademark ‘Made Like a Gun’.

The marquee was born.

INDUSTRY Motorcycles, Lawnmowers

SUCCESSOR Royal Enfield Motors (formerly Enfield of India)

FOUNDED 1893, as Enfield Manufacturing Co. Ltd.

DEFUNCT 1971

HEADQUARTERS Redditch, Worcestershire, England

KEY PEOPLE Founders Albert Eadie and Robert Walker Smith

PRODUCTS Royal Enfield Clipper, Crusader, Bullet, Interceptor.

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3.2 Profile of the Organization
Royal Enfield is the makers of the famous Bullet

brand in India. Established in 1955, Royal Enfield

(India) is among the oldest bike companies. It

stems from the British manufacturer, Royal

Enfield at Redditch. Royal Enfield has its

headquarters at Chennai in India.

Bullet bikes are famous for their power, stability and rugged looks. It started in

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

assembled in Chennai. After a few years, on the insistence of Pandit Jawaharlal

Nehru, the company started producing the bikes in India and added the 500cc

Bullet to its line. Within no time, Bullet became popular in India.

Bullet became known for sheer power,

matchless stability, and rugged looks. It

looked tailor-made for Indian roads.

Motorcyclists in the country dreamt to drive

it. It was particularly a favorite of the Army and Police personnel. In 1990,

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

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

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

Commercial Vehicles, and Automotive Gears. Royal Enfield made continuously

incorporating new technology and systems in its bikes. In 1996, when the

32
Government of India imposed stringent norms for emission, Royal Enfield was

the first motorcycle manufacturer to comply. It was among the few companies

in India to obtain the WVTA (Whole Vehicle Type Approval) for meeting the

European Community norms. Today, Royal Enfield is considered the oldest

motorcycle model in the world still in production and Bullet is the longest

production run model.

2010 AWARDS

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

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

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

technology, products and show-off concepts.

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

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

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

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

Green.

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

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

awards.

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Awards 2010:

- Apollo Auto India Awards 2010: Best Brand

- Zigwheels.com Viewers Choice Bike of the Year 2009

- Zigwheels.com Bike of the Year above 251cc

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

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

3.3 EVOLUTION OF ROYAL ENFIELD

THE BEGINNING (1851 – 1890)

Hunt End, England was a village of several small

mills manufacturing needles and fish-hooks. It

was here in 1851 that George Townsend put up

his needle-making mill, which he named Givry Works. But it wasn’t until his

passing away that his son, George Jr. and his half-brother brought into Givry

Works one of the first 'boneshakers' – a crude cycle. It had a backbone of iron,

with wooden wheels, iron tires and pedals of triangular pieces of wood! Though

the bike was a source of some amusement, George and his team felt they could

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

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

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

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

34
the two springs and in the framework. This was adopted, patented and marketed

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

trade!

From bicycle parts, Townsend slowly moved on to producing bicycles himself.

He was also supplying a wide range of parts to other manufacturers - Givry

Works was growing rapidly. Over the next three years he developed his own

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

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

bikes would follow.

THE COMING INTO BEING (1891 – 1900)

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

about 1890 and called in some financiers from

Birmingham. Unfortunately, they didn’t quite

see eye to eye. So Townsend parted ways with

the financiers leaving the company to them. The

financiers then brought in Albert Eadie and R.W.

Smith. They took control of Townsend’s in November 1891. The following year

the firm was re-christened ‘The Eadie Manufacturing Company Limited’. Soon

after, Albert Eadie got a lucrative contract to supply precision rifle parts to the

Royal Small Arms Factory in Enfield, Middlesex.

35
 it ideal for long distance travel.Its aristocratic black

& gold livery and thumping engine beat remind

passers-by that they are in the presence of automotive

royalty.

2008

The Thunderbird Twins Park will be the first

model to feature Royal Enfield’s revolutionary

Unit Construction Engine. All the well loved

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

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

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

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

delight its owners.

2009

36
The smaller twin of the Classic 500, the Classic 350 will hold its own against

any other motorcycle and then pull some more. The Classic 350 shares its

power plant with the Legendary Thunderbird. The torque to flatten mountains

and the fuel efficiency to cross entire ranges comes in the same understated yet

charming styling. This is a motorcycle that does not need to shout to be heard.

Born of a rich heritage and bred with Royal Elegance this 350cc thumper has all

the qualities of a typical Royal Enfield. Appreciated then, appreciated now...

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

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

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

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

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

styling. The classic turns heads not because it wants to but because it can’t help

it. You will appreciate the beat not just for the music it creates but also for the

muted feeling of strength and power that it signifies. The view is simply better

37
when you are astride a Royal Enfield Classic 500 – whether moving or still.

Nothing more to be said.

Army's stunt riders break record-

ARMY PERSONNEL IN DEHRADUN SET RECORD OF

CARRYING 48 PERSONS ON ONE BIKE Indian Army

personnel broke a world record by being the only team in

the world to cross a staggering distance of 1000 meters

carrying 48 persons on a single moving 500 cc Royal Enfield motorcycle.

'Tornadoes', the motorcycle display team of Army Service Corps today broke

two world records by being the only team to achieve a staggering distance of

1100 meters with 54 persons on a single bike. They broke the record of Corps of

Military Police who carried 48 persons on a single moving 500 CC motorcycle

here recently. The team while exhibiting extraordinary skill, courage, endurance

and mental strength, entered the annals of record books by performing this

breathtaking feat on a 500 CC Royal Enfield motorcycle at the Runway of Air

Force Station Yelahanka in the presence of a large number of military and civil

dignitaries. The 'Tornadoes' was raised in 1982 after having given a stupendous

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

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

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

38
The team at one point of time had achieved the distinction of holding seven

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

said.

3.4 ORGANISATIONAL STRUCTURE

GENERAL MANAGER
(Proprietor)

Sales Manager Service Manager Service Manager

Showroom Service Accountant

In charge Supervisor
charge

Team Service Assistant

Manager Staffs Accountant

Sales

Representative

39
SWOT ANALYSIS
MAJOR PLAYERS IN INDIAN TWO WHEELER MARKET

GROUP PLAYERS ATTRIBUTES COMPETITIVE FORCES

A Bajaj, Hero Honda Highly diversified - High buyer power

Aggressive - High competitive

promotion
rivalry

- High entry barriers

B TVS Selectively - Low entry barriers

diversified
- Narrow product lines
Aggressive imply that aggressive
Promotion promotions can eat into
market share

C Honda, Yamaha Selectively -High threat of

diversified
substitution (Rs 1 lakh car)
Moderate Promotion
- Low entry barriers

D Royal Enfield Highly specialized - Low buyer power, high

brand loyalty
Low Promotion
- Product diversification
will imply risk of brand
dilution

40
3.5 SWOT ANALYSIS OF THE TWO WHEELER INDUSTRY

STRENGTHS WEAKNESSES

 Established brands  Extremely price sensitive

 Strong Brand Name  Short PLC
 Fuel efficient  High R and D costs
 Style statement
 Convenient in heavy traffic
 Cheap and affordable
 Easy and cheap finance availability
 Patents
 Good reputation among customers

OPPURTUNITIES THREATS

 Growing premium segment  The Rs.1 Lakh car

 Increasing dispensable income  Cut throat competition
 Environmental concerns  Increasing number of players in the
 Exports increasing market
 Very strong demand in the 100cc.  Rising raw material costs
segment dominated by limited  Increasing rates of interest on
players. finance

41
SWOT ANALYSIS FOR ROYAL ENFIELD, INDIA

STRENGTHS WEAKNESSSES

 Size and scale of parent company  Small showrooms

 Effective Advertising Capability  Not much emphasis on aggressive
 Committed and dedicated staff selling
 High emphasis on R and D  Weak product diversity
 Experience in the market
 Established brand
 Established market channel
 Power, Speed & Acceleration

OPPURTUNITIES THREATS

 Growing premium segment  Cut throat competition

 Global expansion into the  Increasing number of players in the
Caribbean & Central America market
 Expansion of target market (include  Rising raw material costs
women)  Increasing rates of interest on
 Increasing dispensable income finance
 1st mover advantage

42
 CHAPTER 4
DATA ANALYSIS AND
INTERPRETATION

43
TABLE No.1
TABLE SHOWING-THE PROFILE OF THE RESPONDENTS
BASED ON AGE

AGE NO. OF PERCENTAGE

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

TOTAL 75 100%

Analysis

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

20 and 24, 26% between 25 and 29, 18% between 30 and 34 and only 16% aged

above 35 years.

Interpretation

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

this we can conclude younger generation and middle age are more interested in

Royal Enfield may be because this is the age where they start earning.

44
GRAPH No.1

GRAPH SHOWING-THE PROFILE OF THE RESPONDENTS

BASED ON AGE

16%
18%

40%

20-24
25-29
26%
30-34
Above 35

45
TABLE No.2
TABLE SHOWING-THE PROFILE OF THE RESPONDENTS
BASED ON GENDER

GENDER NO. OF PERCENTAGE

RESPONDENTS
MALE 69 92%

FEMALE 6 8%

TOTAL 75 100%

Analysis

From the above table it is clear that 92% of respondents were male and female

respondents constituted just 8% of total responses.

Interpretation

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

the manly look of the bikes.

46
GRAPH No.2
GRAPH SHOWING-THE PROFILE OF THE RESPONDENTS
BASED ON GENDER

8%

Male
Female
92%

47
TABLE No.3
TABLE SHOWING-THE OCCUPATION OF RESPONDENTS
OCCUPATION NO.OF PERCENTAGE
RESPONDENTS
STUDENT 33 44%

GOVERNMENT 5 6%
SERVICE
EX-SERVICEMEN 3 4%

PROFESSIONAL 21 28%

SELF-EMPLOYED 13 18%

TOTAL 75 100%

Analysis

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

pursuing their graduation or post graduation studies and 28% were

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

serviceman and 6% belonged to government services.

Interpretation

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

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

GRAPH No.3
48
GRAPH SHOWING-THE OCCUPATION OF RESPONDENTS

45%

40%

35%

30%

25%

20%

15%

10%

5%

0%
Student
Govt service
Ex-servicemen
Proffesional
Self-employed

TABLE No.4

49
TABLE SHOWING-THE ANNUAL INCOME GROUP OF
RESPONDENTS
INCOME GROUP NO. OF PERCENTAGE
RESPONDENTS
LESS THAN 1,20,000 39 52%

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

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

ABOVE 7,20,000 12 16%

TOTAL 75 100%

Analysis

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

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

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

between 120001 to 3,60,000.

Interpretation

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

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

easily afford this Bike.

50
GRAPH No.4
GRAPH SHOWING-THE ANNUAL INCOME GROUP OF
RESPONDENTS

16%
18%

52%

14%
Less than 1,20,000
1,20,001-3,60,000
3,60,001-7,20,000
Above 7,20,000

51
TABLE No.5
TABLE SHOWING-THE MODEL OF THE ROYAL ENFIELD
THE RESPONDENTS PRESENTLY OWN
MODEL NO. OF PERCENTAGE
RESPONDENTS
BULLET 500 11 14%

THUNDER BIRD 7 10%

BULLET ELECTRA 15 20%
MACHISMO 500 6 8%

BULLET 350 16 21%

CLASSIC 500/350 17 23%

OTHERS 3 4%

TOTAL 75 100%

Analysis

From the above it is clear that 14% of the respondents own Bullet 500, 10% of
them own Thunder Bird, 20% of them own Bullet Electra, 8% of them own
Machismo 500, 21% of them own Bullet 350 and 23% of them own Classic
500/350.

Interpretation

It clearly shows that customers are not attracted to only one particular model
due to the variants available and because the Classic 500/350 are the newly
released models they are fast moving now.

52
GRAPH No.5
GRAPH SHOWING-THE MODEL OF THE ROYAL ENFIELD
THE RESPONDENTS PRESENTLY OWN

18
16
14
12
10
8
Bullet 500
6
Thunder Bird
4
Bullet Electra
2
Machismo 500
0
Bullet 350
No. of Respondents
Classic 500/350
Others

TABLE No.6
53
TABLE SHOWING- THE PURCHASING WAY OF THE
CUSTOMERS

PURCHASED BY NO. OF PERCENTAGE

RESPONDENTS
CASH 54 72%

LOAN 21 28%

TOTAL 75 100%

Analysis

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

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

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

are ready to pay for better facilities and technology and they feel that all bikes

deserves that price which Royal Enfield is offering.

Interpretation

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

and they are not feeling much problem with the amount.

GRAPH No.6

54
GRAPH SHOWING- THE PURCHASING WAY OF THE
CUSTOMERS

60

50

40

30

20

10

0
CASH LOAN

TABLE No.7

55
TABLE SHOWING- THE NO OF RESPONDENTS
CONSIDERING OTHER MOTORCYCLE WHILE
PURCHASING ROYAL ENFIELD BIKE

YES/NO NO. OF PERCENTAGE

RESPONDENTS
YES 27 36%

NO 48 64%

TOTAL 75 100%

Analysis

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

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

other motorcycle while purchasing their Royal Enfield bike.

Interpretation

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

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

loyalty of the customers towards the brand Royal Enfield.

GRAPH No.7
56
GRAPH SHOWING- THE NO OF RESPONDENTS
CONSIDERING OTHER MOTORCYCLE WHILE
PURCHASING ROYAL ENFIELD BIKE

64%
70%

60% 36%

50%

40%

30%

20%

10%

0%

YES

NO

No. of Respondents

57
 TABLE No.8
TABLE SHOWING- THE SOURCE OF AWARENESS FOR
CUSTOMERS WHILE BUYING THEIR ROYAL ENFIELD
BIKE
MEDIA NO. OF PERCENTAGE
RESPONDENTS
NEWSPAPERS 6 8%
MAGAZINES 24 32%
FRIENDS 11 14%
ROADSHOW 7 10%
TV ADDS 5 6%
WEBSITE/BLOGS 15 20%
SHOWROOM 7 10%
TOTAL 75 100%

Analysis

As we can see here the major promotional tool which is influencing the
customers is Magazines and Website which is around 32% and 20%
respectively, after that the source of awareness among customers is a mixed
response where in 14% from friends, 10% each from road shows and
showroom, finally newspapers consists 8% and 6% from Television adds which
is very poor.

Interpretation

It clearly shows that Advertisements are rarely recalled and are highly
ineffective amongst non-Bullet riders. It’s clear that Royal Enfield should
concentrate on its advertising campaign to reach the customers.

58
GRAPH No.8
GRAPH SHOWING- THE SOURCE OF AWARENESS FOR
CUSTOMERS WHILE BUYING THEIR ROYAL ENFIELD
BIKE

35%

30%

25%

20%

15%

10%

5%

0%
newspaper
magazines
friends and
relations roadshow
tv adds
website
showroom

59
TABLE No.9
TABLE SHOWING- THE MILEAGE OF ROYAL ENFIELD
AFTER PURCHASE OF BIKE

MILEAGE NO. OF PERCENTAGE

RESPONDENTS
45km/lit & Above 5 6%

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

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

Analysis

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

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

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

Interpretation

60
It clearly shows that mileage of the Royal Enfield bikes is economical &

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

deal.

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

30

25

20

15

10

0
45km/lt 40-45 35-40 30-35 Below 30

61
TABLE No.10
TABLE SHOWING- THE BREAKDOWN OF BIKES SINCE
PURCHASE OF VEHICLE

FREQUENCY OF NO. OF PERCENTAGE

BREAKDOWN RESPONDENTS
VERY OFTEN 8 10%

RARELY 19 26%

NOT AT ALL 48 64%

TOTAL 75 100%

Analysis

From the above table it is clear that 64% of the respondents say that there is no

problems or breakdown of their bikes after purchase, 26% say rarely their bikes

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

Interpretation

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

not problematic and not involved into repair always.

62
GRAPH No.10
GRAPH SHOWING- THE BREAKDOWN OF BIKES SINCE
PURCHASE OF VEHICLE

10%

26%

64%

Very often
Rarely
Not at all

63
TABLE No.11
TABLE SHOWING- THE PLACE OF PURCHASE OF ROYAL
ENFIELD BIKES & THEIR SATISFACTION LEVEL
TOWARDS IT
PLACE OF NO. OF PERCENTAGE
PURCHASE RESPONDENTS
SHOWROOM 48 64%
DIRECT SECOND 22 30%
HAND
USED VEHICLES 5 6%
DEALERSHIP
TOTAL 75 100%

RESPONSE FOR NO. OF PERCENTAGE

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

Analysis
64% of the Bullet riders prefer to buy their bike from showroom only and 30%
may buy it Second hand dircetly. But none of them buys the bike through
brokers which shows that reliability of an outside party is low while making the
purchase decision among the Bullet riders.Also 76% of respondents are very
much satisfied with the place of purchase of their bike and 24% are not at all
satisfied.

Interpretation
It is clear that most of the respondents prefer to buy their bike brand new from
showroom only and majority of the customers are very much satisfied with the
place of purchase of their Royal Enfield bike. This also shows there is more
demand for new bikes.

64
GRAPH No.11
GRAPH SHOWING- THE PLACE OF PURCHASE OF ROYAL
ENFIELD BIKES AND THEIR SATISFACTION RESPONSE
TOWARDS IT

48

50 No. pf Respondents
45
40
35
30 22
25
20
15
5
10
5
0
Showroom Direct second hand Used vehicles dealership

Point of satisfaction

24%

Satisfied
Not Satisfied

76%

65
 TABLE No.12
TABLE SHOWING- THE AVAILABILITY OF SPARE PARTS
IN THE MARKET
AVAILABILITY NO.OF PERCENTAGE
RESPONDENTS
READILY 51 68%
AVAILABLE
DON’T GET THEM 8 10%
READILY
DON’T HAVE 12 16%
GOOD SPARES
SUPPLY
MAJOR 4 6%
HEADACHE
TOTAL 75 100%

Analysis

From the above it is clear that 68% of the respondents are satisfied with the

availability of spare parts and remaining 32% of respondents are discontent with

the availability of spare parts.

Interpretation

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

availability and we can say that Royal Enfield has good distribution channel for

spare parts in the city.

66
GRAPH No.12

GRAPH SHOWING- THE AVAILABILITY OF SPARE PARTS

IN THE MARKET

6%

16%

10%

68%

Readily Available
Don't get them readily
Don't have good spares supply
Major headache

67
TABLE No.13
TABLE SHOWING- THE MAJOR PROBLEMS AFTER
PURCHASING ROYAL ENFIELD BIKE
PROBLEMS NO. OF PERCENTAGE
RESPONDENTS
HIGH 11 14%
MAINTENANCE
POOR AFTER SALES 7 10%
SERVICE
HIGH PRICE 15 20%

LOW MILEAGE 8 10%

NOISY VEHICLE 3 4%

NO PROBLEM 31 42%

TOTAL 75 100%

Analysis

Maximum number of people (42%) described that there is no problem with the
bike after purchase, 20% had an issue with the price range, third biggest
problem was 14% of them felt high maintenance was required for the bike, only
4% of them felt it was noisy vehicle and while 10% of respondents each
refrained because of the low mileage and the poor after sales service of Bullet.

Interpretation
It is clear that majority of the people who choose Royal Enfield as their bike
don’t have any problems or issues with their bike’s performance.

68
GRAPH No.13
GRAPH SHOWING-THE MAJOR PROBLEMS AFTER
PURCHASING ROYAL ENFIELD BIKE

14%

10%
42%

20%
High maintainance
Poor after sales service
High Price
Low mileage
4%
10% Noisy vehicle
No problem

69
TABLE NO.14
TABLE SHOWING- THE RATING BY THE RESPONDENTS
FOR THEIR SATISFACTION LEVEL WITH RESPECT TO
POWER AND PICK UP
RATING NO. OF PERCENTAGE
RESPONDENTS
POOR 4 6%

AVERAGE 8 10%

GOOD 20 26%

EXCELLENT 43 58%

TOTAL 75 100%

Analysis

From the above table it is clear that 6% of the respondents rated very poor and
they were not at all satisfied, 10% of them rated average, 26% of them rated
good and maximum number of respondents i.e. 58% rated excellent and these
respondents were very much satisfied with their bikes power and pick up.

Interpretation

It is clear that majority of the respondents are satisfied with their bikes power
and pick up. This shows Royal Enfield has an excellent satisfaction level within
the customer.

70
GRAPH No.14

GRAPH SHOWING- THE RATING BY THE RESPONDENTS

FOR THEIR SATISFACTION LEVEL WITH RESPECT TO
POWER AND PICK UP

45
Excellent
40
35
30 Good
25
20
15 Average
10
5
0 Poor
No. of Respondents

71
TABLE No.15
TABLE SHOWING-THE RATING BY THE RESPONDENTS
FOR THEIR SATISFACTION LEVEL WITH RESPECT TO
COMFORT AND SAFETY
RATING NO. OF PERCENTAGE
RESPONDENTS
POOR 7 9%

AVERAGE 12 16%

GOOD 24 32%

EXCELLENT 32 43%

TOTAL 75 100%

Analysis

From the above table it is clear that 9% of the respondents rated very poor and
they were not at all satisfied, 16% of them rated average, 32% of them rated
good and maximum number of respondents i.e. 43% rated excellent and these
respondents were very much satisfied with their bikes comfort and safety.

Interpretation

It is clear that majority of the respondents are satisfied with their bikes comfort
and safety. This shows Royal Enfield has an excellent satisfaction level within
the customers.

72
18%

82%

Yes
No

CHAPTER 5
73
FINDINGS AND
CONCLUSION

74
FINDINGS

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

we can conclude younger generation and middle age are more interested in

Royal Enfield may be because this is the age where they start earning.

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

of the manly look of the bikes.

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

students because of the looks and power of the bike.

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

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

Bike.

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

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

models they are fast moving now.

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

are not feeling much problem with the amount and purchasing way of

most of the customers is leading in cash sector.

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

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

loyalty of the customers towards the brand Royal Enfield.

75
 CONCLUSION

The study has helped Royal Enfield dealers to understand whether

the customers are satisfied or not. If not what are main reasons for
dissatisfaction of customer towards the dealer and what are the ways of
improving the satisfaction level of customer towards dealer.

We can conclude younger generation and middle age are more

interested in Royal Enfield, the buying behavior is governed predominantly by
the need for Power and respect for the iconic Brand and users are mostly
Professional Males, 20-35 years of age, including some students. Most of the
customers are attracted to newly released Classic 350/500, also customers are
easily affording the price of Royal Enfield bikes and customers are very loyal
towards the brand Royal Enfield.

Royal Enfield should concentrate on its advertising campaign to reach

the customers, mileage of the Royal Enfield bikes is very economical and most
of them prefer to buy their bike brand new from showroom with the spare parts
available in market easily.

Royal Enfield has an excellent satisfaction level within the customer for
its power, pick up, comfort, safety and with after sales service.

It is clear that Royal Enfield checks at the complaints registered by their

customers on regular basis to maintain its brand value and entire Royal Enfield
owner are passionate Royal Enfield fans.

76
 CHAPTER 6
SUGGESTIONS

77
SUGGESTIONS

 Aggressive selling- The Company should follow an aggressive selling

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

advertising campaign which does not hit on the customer rather aims to

provide information in a subtle manner.

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

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

thought process. An Indian consumer irrespective of their income level

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

including market leaders like Hero Honda and Bajaj capitalize on this

behavior of customers and design their ad campaigns keeping India in

mind.

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

Royal Enfield was quite weak in following up with prospective

customers.

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

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

the market.

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

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

services, employees at dealership sometimes use harsh words and become

78
 rude to the customers, parts of the bike are not easily available in the

market. This is the major drawback in capturing the market share so

Royal Enfield should take some better steps to satisfy and retain their

customers.

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

dealers are not satisfying the queries of customers and so suggested to

increase customer query response by dealers.

 Youth oriented promotion- Company should focus more on younger

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

 Purchasing way of customers- Customers are easily affording the price of

Royal Enfield bikes and they are not feeling much problem with the

amount. But the company should also take some steps towards making

purchase easier through bank loans and EMI’s.

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

Respect, Power, Safety and Comfort.

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

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

a brand ambassador from India to connect with the Indian customer.

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

the iconic status it already enjoys if it plans to attract customers migrating

to other manufacturers.

79
ANNEXURE

80
QUESTIONNAIRE
I ZEELAL AHMAD, BBA VTH SEM. Sec.-B (2017-2020), School of
Management and Commerce studies, Shri Guru Ram Rai University. This
information is required for successful completion of my project ‘A Study on
Customer Satisfaction towards Royal Enfield bikes, Dehradun.’ I request you to
kindly spare some of your time and fill the questionnaire below. Thank you.

RESPONDENT INFORMATION

Name:

1. Age:

2. Gender : Male Female

3. Occupation:

Student Government service

Professional Self employed other

4. Annual Income:

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

3, 60,001-7, 20,000 Above 7, 20,000

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

Bullet 500 Thunder Bird

Bullet Electra Machismo 500 Bullet 350

Classic 500/350 others

6. How did u purchase the bike?

Cash Loan

81
7. Did u consider other motorcycle while buying the Royal Enfield bike?

Yes No

- If yes which bike did you compare with?

Bike cc

8. Please specify your source of awareness of Royal Enfield while buying

your bike?

Newspapers Magazines Friends

Road shows TV Adds Website/blogs

Showroom Others

9. Please specify your bike’s mileage?

45km/lit & above 40-45

35-40 30-35 Below 30

- Are you satisfied with the bikes mileage?

Yes No

10. Frequency of breakdown of your bike?

Very often rarely Not at all

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

Showroom Direct second hand

Used vehicles dealership

Are you satisfied purchasing there? YES NO

82
12. How about the availability of spare parts?

Readily available don’t get them readily

Don’t have good spares supply Major headache

13. Any major problems after purchasing Royal Enfield bike?

No problem

High maintenance Poor after sales service

High price Low mileage Noisy vehicle

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

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

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

83
17. How does your friend say to your Royal Enfield bike?

Trendy Macho

High Cost Low mileage

Expensive spare parts

Others- If any

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

High Maintenance Poor after sales service

High price Low mileage

Poor promotion Noisy vehicle

19. Where do you service your Royal Enfield bike?

Showroom Well known bullet mechanic

Nearby garage self service

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

YES NO

Are you satisfied with their replies?

YES NO

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

1-2 3-4 More than 5

84
22. Would you like to participate in the Rider Mania organized by the Royal
Enfield club?

YES NO

23.Any suggestions

85
BIBLIOGRAPHY

BIBLIOGRAPHY

86
Books Referred

 Marketing Management, 13th edition - Philip Kotler

 Survey Research Methods - Charles Babbie

Magazines Referred

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

Enthusiasts.

 Royal Enfield Magazine, The BEAT.

Websites Referred

 www.google.com

 www.royalenfield.com

 www.wikipedia.org

 www.enfieldmotorcycles.com

87