A SUMMER TRAINING REPORTON

SUZUKI MOTORCYCLE INDIA PRIVATE LIMITED

UNDERSTANDING THE MARKET POTENTIAL OF HIGH END BIKES

(Premium and Super Premium Segments)

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF BACHELOR OF BUSINESS ADMINISTRATION (BBA)

TRAINING SUPERVISOR SUBMITTED BYMR. ABHINAV DUA MEGHA GUPTA ZONAL MANAGER – MARKETING ENROLLMENT NO. 05511242227

SESSION 2005-2008

GURU JAMBHESHWAR UNIVERSITYHISAR

Acknowledgement

The present work is an effort to throw some light on “SUZUKI

MOTORCYCLE INDIA PRIVATE LIMITED”. 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.

With deep sense of gratitude I acknowledge the encouragement and

guidance received by my organizational guide Mr. Abhinav Dua (Zonal

Manager – Marketing) and other staff members.

I convey my heartful affection to all those people who helped and

supported me during the course, for completion of my Project Report.

MEGHA GUPTA

EXECUTIVE SUMMARY

The objective of my project is in depth study and understanding of two wheeler

market. I started with my study form evaluation of two wheelers in India, its market

size and growth, demand drives rand factor that affect demand and supply of the two

wheeler industry. Then I study trends in two-wheeler industry.

Report also contains marketing strategy used by Suzuki Motorcycle India Pvt. Ltd.

That’s including four p’s of marketing price, promotion, place and product. I have

Analyzed automobile industry on SWOT analysis and different models like Poter’s

five Model.

End part of my project included market survey, data collection and data analysis.

TABLE OF CONTENTS

1 INTRODUCTION

INDIAN TWO-WHEELER INDUSTRY 1-10

TRENDS IN TWO-WHEELER INDUSTRY 11-15

CHARACTERISTICS OF INDIAN AUTOMOTIVE INDUSTRY 16-17

SWOT ANALYSIS 41-46

2. RESEARCH METHODOLOGY 18-19

RESEARCH OBJECTIVES 20

3. INTRODUCTION OF SUZUKI MOTORCYCLE 21-26

4. MARKETING STRATEGY 27-36

5. CLASSIFICATION OF THE BIKE 37-40

6. PORTER’S FIVE FORCES MODEL OF AUTOMOBILE INDUSTRY 47-49

7. MARKET SURVEY 50

8. SURVEY ANALYSIS 51-71

9. RECOMMENDATIONS 72

10. ANNEXURE 73-76

11. BIBLIOGRAPHY 77

INTRODUCTION

INDIAN TWO-WHEELER INDUSTRY

Indian automotive industry consists of five segments: commercial vehicles; multi-

utility vehicles & passenger cars; two-wheelers; three-wheelers; and tractors. With

5,822,963 units sold in the domestic market and 453,591 units exported during the

first nine months of FY2005 (9MFY2005), the industry (excluding tractors) marked a

growth of 17% over the corresponding previous. The two-wheeler sales have

witnessed a spectacular growth trend since the mid nineties.

EVOLUTION OF TWO-WHEELER INDUSTRY IN INDIA

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

sector that has undergone significant changes due to shift in policy environment. The

two-wheeler industry has been in existence in the country since 1955. It consists of

three segments viz. scooters, motorcycles and mopeds. According to the figures

published by SIAM, the share of two-wheelers in automobile sector in terms of units

sold was about 80 per cent during 2003-¬04. This high figure itself is suggestive of

the importance of the sector. In the initial years, entry of firms, capacity expansion,

choice of products including capacity mix and technology, all critical areas of

functioning of an industry, were effectively controlled by the State machinery. The

lapses in the system had invited fresh policy options that came into being in late

sixties. Amongst these policies, Monopolies and Restrictive Trade Practices (MRTP)

and Foreign Exchange Regulation Act (FERA) were aimed at regulating monopoly

and foreign investment respectively. This controlling mechanism over the industry

resulted in:

Several firms operating below minimum scale of efficiency;

Under-utilization of capacity; and

Usage of outdated technology.

Recognition of the damaging effects of licensing and fettering policies led to initiation

of reforms, which ultimately took a more prominent shape with the introduction of the

New Economic Policy (NEP) in 1985.

However, the major set of reforms was launched in the year 1991 in response to the

major macroeconomic crisis faced by the economy. The industrial policies shifted

from a regime of regulation and tight control to a more liberalized and competitive

era. Two major results of policy changes during these years in two-wheeler industry

were that the, weaker players died out giving way to the new entrants and superior

products and a sizeable increase in number of brands entered the market that

compelled the firms to compete on the basis of product attributes. Finally, the two-

wheeler industry in the country has been able to witness a proliferation of brands with

introduction of new technology as well as increase in number of players. However,

with various policy measures undertaken in order to increase the competition, though

the degree of concentration has been lessened over time, deregulation of the industry

has not really resulted in higher level of competition.

TWO-WHEELERS: MARKET SIZE & GROWTH

In terms of volume, 4,613,436 units of two-wheelers were sold in the country in

9MFY2005 with 256,765 units exported. The total two-wheeler sales of the Indian

industry accounted for around 77.5% of the total vehicles sold in the period

mentioned.

Segmental Growth of the Indian Two Wheeler Industry (FY1995-2004)

After facing its worst recession during the early 1990s, the industry bounced back

with a 25% increase in volume sales in FY1995. However, the momentum could not

be sustained and sales growth dipped to 20% in FY1996 and further down to 12% in

FY1997. The economic slowdown in FY1998 took a heavy toll of two-wheeler sales,

with the year-on-year sales (volume) growth rate declining to 3% that year. However,

sales picked up thereafter mainly on the strength of an increase in the disposable

income of middle-income salaried people (following the implementation of the Fifth

Pay Commission's recommendations), higher access to relatively inexpensive

financing, and increasing availability of fuel efficient two-wheeler models.

Nevertheless, this phenomenon proved short-lived and the two-wheeler sales declined

marginally in FY2001. This was followed by a revival in sales growth for the industry

in FY2002. Although, the overall two-wheeler sales increased in FY2002, the scooter

and moped segments faced de-growth. FY2003 also witnessed a healthy growth in

overall two-wheeler sales led by higher growth in motorcycles even as the sales of

scooters and mopeds continued to decline. Healthy growth in two-wheeler sales

during FY2004 was led by growth in motorcycles even as the scooters segment posted

healthy growth while the mopeds continued to decline.

DEMAND DRIVERS

The demand for two-wheelers has been influenced by a number of factors over the

past five years. The key demand drivers for the growth of the two-wheeler industry

are as follows:

Inadequate public transportation system, especially in the semi-urban and rural

areas;

Increased availability of cheap consumer financing in the past 3-4 years;

Increasing availability of fuel-efficient and low-maintenance models;

Increasing urbanization, which creates a need for personal transportation;

Changes in the demographic profile;

Difference between two-wheeler and passenger car prices, which makes two-

wheelers the entry-level vehicle;

Steady increase in per capita income over the past five years; and

Increasing number of models with different features to satisfy diverse consumer

needs.

 While the demand drivers listed here operate at the broad level, segmental demand is

influenced by segment-specific factors.

MARKET CHARACTERISTICS

Demand

Segmental Classification and Characteristics

The three main product segments in the two-wheeler category are scooters,

motorcycles and mopeds. However, in response to evolving demographics and

various other factors, other sub segments emerged, viz. scooterettes, gearless scooters,

and 4-stroke scooters. While the first two emerged as a response to demographic

changes, the introduction of 4-stroke scooters has followed the imposition of stringent

pollution control norms in the early 2000. Besides, these prominent sub-segments,

product groups within these sub-segments have gained importance in the recent years.

Examples include 125cc motorcycles, 100-125 cc gearless scooters, etc. The

characteristics of each of the three broad segments are discussed in this table:-

Two-Wheelers: Comparative Characteristics

  Scooter Motorcycle Moped

Price*(Rs. as in January 2005)

> 22,000 > 30,000 > 12,000

Stroke2-stroke, 4-stroke

Mainly 4-stroke 2-stroke

Engine Capacity (cc)

90-150 100, 125, > 125 50, 60

Ignition Kick/Electronic Kick/Electronic Kick/Electronic

Engine Power (bhp) 6.5-9 7-8 and above 2-3

Weight (kg) 90-100 > 100 60-70

Fuel Efficiency (kms per litre)

50-75 50-80+ 70-80

Load Carrying High Highest Low

 

SEGMENTAL MARKET SHARE

The Indian two-wheeler industry has undergone a significant change over the past 10

years with the preference changing from scooters and mopeds to motorcycles. The

scooters segment was the largest till FY1998, accounting for around 42% of the two-

wheeler sales (motorcycles and mopeds accounted for 37% and 21 % of the market

respectively, that year). However, the motorcycles segment that had witnessed high

growth (since FY1994) became larger than the scooter segment in terms of market

share for the first time in FY1999. Between FY1996 and 9MFY2005, the motorcycles

segment more than doubled its share of the two-wheeler industry to 79% even as the

market shares of scooters and mopeds stood lower at 16% and 5%, respectively.

Trends in Segmental Share in Industry Sales (FY1996-9MFY2005)

 

While scooter sales declined sharply by 28% in FY2001, motorcycle sales reported a

healthy growth of 20%, indicating a clear shift in consumer preference. This shift,

which continues, has been prompted by two major factors: change in the countries

Demographic profile and technological advancements.

Over the past 10-15 years the demographic profile of the typical two-wheeler

customer has changed. The customer is likely to be salaried and in the first job. With a

younger audience, the attributes that are sought of a two-wheeler have also changed.

Following the opening up of the economy and the increasing exposure levels of this

new target audience, power and styling are now as important as comfort and utility.

The marketing pitch of scooters has typically emphasized reliability, price, comfort

and utility across various applications. Motorcycles, on the other hand, have been

traditionally positioned as vehicles of power and style, which are rugged and more

durable. These features have now been complemented by the availability of new

designs and technological innovations. Moreover, higher mileage offered by the

executive and entry-level models has also attracted interest of two-wheeler customer.

Given this market positioning of scooters and motorcycles, it is not surprising that the

new set of customers has preferred motorcycles to scooters. With better ground

clearance, larger wheels and better suspension offered by motorcycles, they are well

positioned to capture the rising demand in rural areas where these characteristics

matter most.

Scooters are perceived to be family vehicles, which offer more functional value such

as broader seat, bigger storage space and easier ride. However, with the second-hand

car market developing, a preference for used cars to new two-wheelers among vehicle

buyers cannot be ruled out. Nevertheless, the past few years have witnessed a shift in

preference towards gearless scooters (that are popular among women) within the

scooters segment. Motorcycles, offer higher fuel efficiency, greater acceleration and

more environment-friendliness. Given the declining difference in prices of scooters

and motorcycles in the past few years, the preference has shifted towards motorcycles.

Besides a change in demographic profile, technology and reduction in the price

difference between motorcycles and scooters, another factor that has weighed in

favors of motorcycles is the high re-sale value they offer. Thus, the customer is

willing to pay an up-front premium while purchasing a motorcycle in exchange for

lower maintenance and a relatively higher resale value.

SUPPLY

MANUFACTURERS

As the following graph indicates, the Indian two-wheeler industry is highly

concentrated, with three players-Hero Honda Motors Ltd (HHML), Bajaj Auto Ltd

(Bajaj Auto) and TVS Motor Company Ltd (TVS) - accounting for over 80% of the

industry sales as in 9MFY2005. The other key players in the two-wheeler industry are

Kinetic Motor Company Ltd (KMCL), LML Ltd (LML), Yamaha Motors India Ltd

(Yamaha), Royal Enfield Ltd (REL) and Honda Motorcycle & Scooter India (P) Ltd

(HMSI).

Shares of Two-Wheeler Manufacturers in Industry Sales (FY2000-9MFY2005)

 

Although the three players have dominated the market for a relative long period of

time, their individual market shares have undergone a major change. Bajaj Auto was

the undisputed market leader till FY2000, accounting for 32% of the two-wheeler

industry volumes in the country that year. Bajaj Auto dominance arose from its

complete hold over the scooter market. However, as the demand started shifting

towards motorcycles, the company witnessed a gradual erosion of its market share.

HHML, which had concentrated on the motorcycle segment, was the main

beneficiary, and almost doubled its market share from 20% in FY2000 to 40% in

9MFY2005 to emerge as the market leader. TVS, on the other hand, witnessed an

overall decline in market share from 22% in FY2000 to 18% in 9MFY2005. The

share of TVS in industry sales fluctuated on a year on year basis till FY2003 as it

changed its product mix but has declined since then.

TECHNOLOGY

Hitherto, technology transfer to the Indian two-wheeler industry took place mainly

through: licensing and technical collaboration (as in the case of Bajaj Auto and LML);

and joint ventures (HHML).

A third form - that is, the 100% owned subsidiary route - found favors in the early

2000s. A case in point is HMSI, a 100% subsidiary of Honda, Japan.

Besides the below mentioned technology alliances, Suzuki Motor Corporation has

also followed the strategy of joint ventures (SMC reportedly acquired equity stake in

Integra Overseas Limited for manufacturing and marketing Suzuki motorcycles in

India).

TECHNOLOGICAL TIE-UPS OF SELECT PLAYERS

  Nature of Alliance Company Product

Bajaj Auto Technological tie-up Kawasaki Heavy Industries

Ltd, Japan

Motorcycles

Technological tie-up Tokya R&D Co Ltd, Japan Two-wheelers

Technological tie-up Kubota Corp, Japan Diesel

Engines

HHML Joint Venture Honda Motor Co, Japan Motorcycles

LML Technological tie-up Daelim Motor Co Ltd Motorcycles

Hero

Motors

Technological tie-up Aprilia of Italy Scooters

 With the two-wheeler market, especially the motorcycle market, becoming extremely

competitive and the life cycle of products getting shorter, the ability to offer new

models to meet fast changing customer preferences has become imperative. In this

context, the ability to deliver newer products calls for sound technological backing

and this has become one of the critical differentiating factors among companies in the

domestic market. Thus, the players have increased their focus on research and

development with some having indigenously developed new models as well as

improved technologies to cater to the domestic market. Further, with exports being

one of the thrust areas for some Indian two-wheeler companies, the Indian original

equipment manufacturers (OEMs) have realized the need to upgrade their technical

capabilities. These relate to three main areas: fuel economy, environmental

compliance, and performance. In India, because of the cost-sensitive nature of the

market, fuel efficiency had been an interest area for manufacturers.

It is not only that the OEMs are increasing their focus on in-house R&D; they also

provide support to the vendors to upgrade the technology and also assist those striking

technological alliances.

TRENDS IN THE TWO-WHEELER INDUSTRY

COMPANIES RAISING CAPACITY TO MEET THE GROWING DEMAND

All the major two-wheeler manufacturers, viz. Bajaj Auto, HHML, TVS, HMSI and

others, have increased their manufacturing capacities in the recent past. The total

capacity of these players stood at 7.8 million units per annum (FY2003) as against

total market sales of 3.8 million units in FY2002. Most of the players have either

expanded capacity, or converted their existing capacities for scooters and mopeds into

those for manufacturing motorcycles. The move has been prompted by the rapid

growth reported by the motorcycles segment since FY1995.

HHML increased the capacity of its plants from 1.8 million units in FY2003 to 2.25

million in FY2004 and has been able to achieve 92% capacity utilization. In light of

the increase in demand for motorcycles, the company plans to set up a new plant.

Since its entry in the Indian market during FY2002, HMSI has aggressively expanded

its capacity.

NICHE MARKETS ALSO WITNESSING INTENSE COMPETITION

A significant trend witnessed over the past five years is the inclination of consumers

towards products with superior features and styling. Better awareness about

international models has raised expectations of consumers on some key attributes,

especially quality, styling, and performance. High competitive intensity has prompted

players to launch vehicles with improved attributes at a price less than the competitive

models.

In an effort to satisfy the distinct needs of consumers, producers are identifying

emerging consumer preferences and developing new models. For instance, in the

motorcycles segment, motorcycles with engine capacity over 150cc, is a segment that

has witnessed significant new product launches and hence, become more competitive.

The indigenously launched Pulsar 150 had met with success on its launch and

thereafter, a host of models have been launched in this segment by various players.

While Bajaj Auto launched the Pulsars (150 and 180 cc) with digital twin spark

technology (DTSi) that offers a powerful engine and fuel efficiency of 125 cc models,

model launches by other players include LML's Graptor/Beamer, HMSI's Unicorn

besides the HHML's CBZ (improved version launched in 2003-04) and TVS' Fiero

F2. Moreover, in the recent past, the motorcycle segment has witnessed launch of

vehicles with higher engine capacity (higher than 150cc) and power (higher than

15bhp). These include models such as Bajaj Auto Eliminator and Royal Enfield's

Thunderbird followed by HHML's Karisma. Besides these, KEL has launched

premium segment motorcycles GF 170 and GF Laser besides launching products from

the portfolio of its technology partner (Hyosung's Aquila and Comet 250). The

products in this segment cater for style conscious consumers. Quite a few players are

developing models combining features such as higher engine capacity" optimum mix

of power and performance, and superior styling. However, the extent of shift to these

products would depend on the positioning of such products in terms of price.

VEHICLE EMISSION NORMS

Emission norms for all categories of petrol and diesel vehicles at the manufacturing

stage were introduced for the first time in India in 1990 and were made stricter in

1996. When the 1996 norms were introduced, it resulted in certain models being

withdrawn from the market. With Stage I India 2000 emission norms coming into

place, the cost of developing suitable technology has remained high.

The emission norms that are currently in force for two-wheelers and three-wheelers

are more stringent than the Euro II norms. The roadmap suggested for emission norms

for two/three-wheelers by the Expert Committee on Auto Fuel Policy is as follows:

For new vehicles:-

Bharat Stage II norms throughout the country from April 1, 2005.

Bharat Stage III norms to be applicable preferably from April 1, 2008 but not

later than April 1, 2010.

FOR REDUCING POLLUTION FROM IN-USE VEHICLES:-

New pollution under control (PUC) checking system for all categories of

vehicles to be put in place by April 1, 2005.

Inspection & maintenance (I&M) system for all categories of vehicles to be

put place by April 1, 2010.

Performance checking system of catalytic converters and conversion kits

installed in vehicles to be put in place by April 1, 2007.

 FISCAL POLICY

The Union Budget for 2001-02 had lowered the excise duty on two-wheelers (with

engine capacity in excess of 75 cc) from 24% to 16%. The manufacturers

responded to this by passing on a relatively large part of the excise cut to

customers. The Union Budget thereafter has left the excise duty on two-wheelers

unchanged. But the Union Budget 2004-05 provides for a weighted deduction of

150% for investments in R&D. This may facilitate increasing R&D allocations

and allow for improvement in the technical as well as product development skills

of the Indian companies.

INDIAN AUTO POLICY 2002

The Government of India approved a comprehensive automotive policy in March

2002, the main proposals of which are as under:-

FOREIGN DIRECT INVESTMENT : Automatic approval is proposed to be

granted to foreign equity investment up to 100% for manufacture of automobiles

and components.

IMPORT TARIFF: Import tariffs are proposed to be fixed at a level such that

they facilitate the development of manufacturing capabilities as opposed to mere

assembly.

Incentives for R&D: The weighted average tax deduction under the Income Tax

Act, 1961 for automotive companies is proposed to be increased from current

level of 125% (The weighted average deduction for R&D was increased to 150%

in the Union Budget 2004-05). Further, the policy proposes to include vehicle

manufacturers for a rebate on the applicable excise duty for every 1% of the gross

turnover of the company expended during the year on R&D.

ENVIRONMENTAL ASPECTS: Adequate fiscal incentives are proposed to

promote the use of low-emission auto fuel technology (in line with the Auto Fuel

Policy). The auto policy states the Government's intent to align domestic policy

with the international practice of imposing higher road tax on old vehicles so as to

discourage their use.

UNIQUE CHARACTERISTICS OF INDIAN AUTOMOTIVE

INDUSTRY:

HIGHER AVERAGE LIFE SPAN OF VEHICLES

Until 1999, Indian automotive market was characterized by weak air pollution

regulations. In addition, low labor cost of maintenance and the psyche of Indian

consumer to delay the discarding of the old vehicle reduced the scrap rate. All these

factors resulted in prolonged operational existence of vehicle on Indian roads. The

benefit of this practice is the comparatively higher revenues for automotive

component suppliers, due to increased demand in the aftermarket. But recent

pronouncement of GoI to prohibit polluting vehicles in the National Capital Region

(NCR) is likely to force the old polluting vehicles off road. This will reduce the

average life span of vehicles on road and the overall impact would be reduced per

vehicle parts consumption.

UP GRADATION OF VEHICLE OWNERS

The structure of Indian vehicles (personal transport) market in terms of volume sales

is shown in this Figure:-

 

Structure of Passenger Vehicle Market (India)

Two wheelers generate the highest volumes and are more popular in rural and semi

urban markets primarily due to lower income levels and poor road conditions.

Therefore, these could be classified as entry-level vehicles. Within two wheeler

segments, progressively mopeds are likely to be replaced by motorcycles. With the

growth in the family income of these rural and semi-urban buyers and the option of

numerous used cars, it is expected that a significant shift would take place from two

wheelers (mainly scooters) to four wheelers. Lucrative finance schemes have made

the purchase of mid-sized cars really affordable. The present owners of the small car

are likely to graduate to mid-size cars mainly due to declining importance of small car

as status symbol and the marginal increment in repayment installment in the finance

options. This transition is also depicted in the above figure.

RESEARCH OBJECTIVES

The objective of my project is

To make in depth study and understanding of two wheeler market

To study the marketing strategy used by Suzuki Motorcycle India Pvt. Ltd.

To carry out SWOT analysis

To carry out Porter’s five Model analysis

To carry out a market survey in this regard

RESEARCH METHODOLOGY

RESEARCH DESIGN

Due care is taken to ensure minimum bias and maximum reliability.

DESCRIPTIVE RESEARCH

Descriptive research is used in the project. The main objective of descriptive research

is to describe the market characteristics or function. The ideal way to go about it was

through Questionnaire. Questionnaire was designed based on research objectives

and the targeted segment. It is the part of conclusive research. Two types of methods

of data collection is used in research:

Secondary data

Survey method

DATA SOURCES

Primary Sources of Data

Filling Questionnaires

SECONDARY SOURCES OF DATA

Books, Internet, Magazines, etc

SAMPLE DESIGN

TARGET POPULATION

Males and females above 18 years of age in Delhi region are considered for the

sample target population.

SAMPLING TECHNIQUE

Convenience sampling: A non-probability sampling technique that attempts to obtain

a sample of convenient element. The selection of sampling units is left primarily to

the interviewer, or the researcher uses personal judgment for taking sample. It is

done, by using convenience in time and reach, using students, friends, etc in the

sample.

SAMPLE SIZE

The sample size of 100 was taken for the Research Study.

EXTENT

Extent of this study is limited to Delhi only.

SUZUKI MOTORCYCLE INDIA Pvt. Ltd.

INTRODUCTION

Mission Statement

SUZUKI Philosophy

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

Since the founding of SUZUKI Motor Corporation, the Organization’s endeavor 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.

Mission Statement

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.

SUZUKI INDIA

COMPANY NAME  

SUZUKI MOTORCYCLE INDIA PRIVATE LIMITED is a subsidiary of Suzuki

Motor Corporation, Japan where in we are having the same manufacturing

Philosophy of VALUE PACKED PRODUCTS right from the inception. SMIPL will

be manufacturing two wheelers best suited for the valuable Indian customers covering

all segments.

PLANT AREA AND PRODUCTION CAPACITY

 

We have installed our manufacturing plant in Gurgaon (Haryana) having the annual

plant capacity of 1, 20, 000 units. We have got total land area of 37 acres and out of

which presently our plant is constructed in 6.5 acres of land and remaining area is left

for the land development and future expansion.

Capital

Rs. 713.43 Million

Managing Director

Mr. Satya Sheel Khosla

Joint Managing Director

Mr. Katsumi Takata

Personnel over the years

MAIN PRODUCTS

ItemsYear

2004Year 2005

Total number of employees 95 176

MOTORCYCLE AND SCOOTER

Environment

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-cycle able. 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.

SERVICE:

WARRANTY POLICY

POLICY

Suzuki Motorcycle India Private Limited offers 2 years or first 30,000kms for

motorcycle produced in Gurgaon Plant and sold through its authorized dealer.

CONDITION OF WARRANTY

The warranty coverage for products will be valid only if the following are availed &

followed:

All the 6 Free Services and 9 Paid Services as per given schedule.

Maintaining the service record given in the Owners manual dully signed by

SMIPL authorized dealer for each of the 6 Free & 9 Paid Services availed.

The claim for ex-change (or) repair of parts shall be considered only when:

Customer ensures that immediately upon the discovery of the defect he

approaches the nearest SMIPL authorized dealer with the affected motorcycle.

The expenses if any for bringing the affected motorcycle to SMIPL authorized

dealer has to be borne by customer only.

Warranty claims in respect of proprietary items like Tyres, Tubes, Battery and

Sparkplug are warranted by their respective manufacturers and shall be claimed

on them directly by the customer as per their warranty terms and SMIPL shall not

be liable in any manner to replace them. However SMIPL authorized dealer will

give full assistance in taking up the claims with respective manufacturers.

SMIPL undertake no liability in the matter of consequential loss or damage caused

due to the failure of parts. Delay, if any, for carrying out the repairs at SMIPL

authorized dealer, shall not be a ground for extending the warranty.

Period, nor shall it give any right to the customer for claiming any compensation for

damages.

LIMITATION OF WARRANTY

Warranty is not applicable to:

Normal maintenance operations such as Engine Tune-up, De-carbonizing,

Carburetor cleaning, Wheels, Brakes and Clutch adjustments as well as any other

normal adjustments.

Normal service wear and tear items (ie) Brake Shoes, Shims / Fasteners , Drive

Chain , Sprockets , Clutch Plates, Race Bearing kit, Gaskets , Rubber Parts (or)

Plastic components, Wheel Rims ( in case of misaligned or bent) , Element Air

Cleaner, Oil filter and Electrical items like Bulb.

If the Suzuki Genuine Oil / Lubricants are not used or if they are not replaced at

the recommended interval.

Use of non- genuine parts (or) accessories not approved by SMIPL which affects

the performance and reliability of the motorcycle.

Premature wear of Engine parts such as Cylinder, Piston, Valves and Bearings due

to adulteration of petrol/fuel.

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 mis-use, 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 Pollutions.

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.

The company is not liable for any delay in servicing due to reasons beyond the

control of company or any of SMIPL authorized dealer.

FREE SERVICE POLICY

Free Service Policy

Suzuki Motorcycle India Private Limited offers 6 free services for its motorcycle.

The Services to be availed within the specified kms or days from the date of sale

of motorcycle whichever occurs first.

It is mandatory to avail all the 6 free services as per given schedule.

The services can be availed only at our SMIPL authorized dealership.

Cost of oil & gaskets are chargeable at actual during the Free service period.

The labor is free for all the jobs detailed on the free service coupon.

If Motorcycle meets with an accident during the free services period then the

actual labor and parts charges has to be borne by customer to make the vehicle

perfect (road worthy)

MARKETING STRATEGY

Pricing Strategies – While developing pricing strategies for the global market,

one must consider the internal and external environments of a company.

Suzuki has launched 2 products. They have tried to go for competitive pricing.

1. Heat – Rs. 37,893

2. Zeus – Price is not disclosed.

Place Strategies – Place or distribution strategies are dependent on the type of

product a company offers.

Suzuki has distributed the product in East, West, North and South.

North – Delhi

Haryana – Faridabad, Gurgaon, Rohtak

Punjab – Amritsar, Chandigarh. Jalandhar, Ludhiana

Rajasthan – Jaipur, Jodhpur

Uttar Pradesh – Agra, Allahabad, Bulandshahr, Ghaziabad,

Lucknow, Moradabad, Noida, Saharanpur

East – Assam – Guwahati

Chattisgarh – Raipur

Orissa – Berhampur

South – Andhra Pradesh – Hyderabad, Rajahmundry, Tirupati

Karnataka – Bangalore, Hubli, Mangalore

Kerala – Cochin, Palkkad

Tamil Nadu – Chennai, Coimbatore, Erode, Madurai, Tiruchirapalli

West – Gujarat – Ahmedabad, Baroda, Gandhinagar, Rajkot, Surat

Goa – Margao, Panjim

Maharashtra –Aurangabad, Mumbai, Nagpur, Pune, Thane

Madhya Pradesh – Bhopal, Jabalpur

Promotion strategies – The promotion strategies of a global marketing

rganization include advertising, sales promotion, public relations, direct marketing

and personal selling.

Suzuki is planning to go for electronic & print media advertisement:

Media Campaigns – Ad 1

MEDIA CAMPAIGNS – AD 2

MEDIA CAMPAIGNS – AD 3

MEDIA CAMPAIGNS – AD 4

Product Strategies – The product is one of the most important components of a

marketing program.

Suzuki has two products in India market. One is HEAT and ZEUS bike:

SUZUKI MOTORCYCLE

HEAT

*Drum Brake *Kick Start

Dimensions And Dry Mass

Overall length 2040 mm

Overall width 770 mm

Wheelbase 1240 mm

Ground clearance 155 mm

Overall height 1085 mm

Dry mass 110 kgs

Engine

Type Four-stroke, Air-cooled,OHC

Number of cylinders 1

Bore x Stroke 53.5 mm x 55.2 mm

Displacement 124 cm3 (cc)

Compression ratio 9.6:1

Carburettor VM18

Air cleaner Non-woven fabric element

Starter system Kick

Lubrication system Wet sump

Transmission

Clutch Wet multi-plate type

Transmission 5-speed constant mesh

Gearshift patterm 1-down, 4-up

Chassis

Front suspension Telescopic, Coil spring, Oil damped

Rear suspension Swing-arm type, Coil spring, Oil damped

Front brake Drum brake (130 mm)

Rear brake Drum brake (130 mm)

Front tyre size 2.75 -18.4PR

Rear tyre size 3.00-18.6PR

Electrical

Ignition type Electronic Ignition (CDI)

Spark plug NGK

Battery 12V 9.0kC (2.5 Ah)/10HR

Headlight 12V 35/35W

Brake light/Tail-Light 12V 21/5W

Fuel Tank : Capacities

Including reserve 12.0 L

Reserve 2.1 L

Introducing the new Heat 125. Packed with genuine Suzuki technology, it delivers

instant pickup, smoother performance and superb fuel-efficiency unmatched by any

other motorcycle in its class. So, the riders get more from life, every moment, mile

after mile.

SUZUKI MOTORCYCLE

ZEUS 125X

*Drum/Disc Brakes *Kick Start

Dimensions And Dry Mass

Overall length 2040 mm

Overall width 770 mm

Wheelbase 1240 mm

Ground clearance 155 mm

Overall height 1125 mm

Dry mass 114 kgs

Engine

Type Four-stroke, Air-cooled,OHC

Number of cylinders 1

Bore x Stroke 53.5 mm x 55.2 mm

Displacement 124 cm3 (cc)

Compression ratio 9.6:1

Carburettor VM18

Air cleaner Non-woven fabric element

Starter system Kick

Lubrication system Wet sump

Transmission

Clutch Wet multi-plate type

Transmission 5-speed constant mesh

Gearshift patterm 1-down, 4-up

Chassis

Front suspension Telescopic, Coil spring, Oil damped

Rear suspension Swing-arm type, Coil spring, Oil damped

Front brake Disc brake

Rear brake Drum brake (130 mm)

Front tyre size 2.75 -18.42P

Rear tyre size 3.00-18.52P

Electrical

Ignition type Electronic Ignition (CDI)

Spark plug NGK

Battery 12V 9.0kC (2.5 Ah)/10HR

Headlight 12V 35/35W

Brake light/Tail-Light 12V 21/5W

Fuel Tank : Capacities

Including reserve 12.0 L

Reserve 2.1 L

Introducing the new Zeus 125X. Packed with genuine Suzuki technology and

incredible style. Delivering instant pickup, smoother performance and superb fuel-

efficiency unmatched by any other motorcycle in its class. Giving its riders the best of

both worlds.

CLASSIFICATION OF THE BIKE ACCORDING TO THE

DISPLACEMENT & START

125-150cc bikes with Disc & Drum brakes

DISC Brake DRUM Brake

Bajaj WIND 125 Bajaj DISCOVER 125

Hero Honda ACHIVER Hero Honda GLAMOUR

Hero Honda SUPER SPLENDOR ES Hero Honda ACHIVER

Hero Honda SUPER SPLENDOR KS TVS VICTOR EDGE

Kinetic GF 125 Kinetic GF 125

LML FREEDOM PRIMA 125 Yamaha FAZER

Yamaha FAZER LX

Yamaha R X 135

SUZUKI HEAT

LML FREEDOM PRIMA

125

150 & above cc bikes with Disc & Drum brakes

DISC Brake DRUM Brake

Hero Honda KARIZMA Kinetic GF 170

Kinetic COMET

Kinetic GF 170

125-150cc bikes with Kick & Self start

KICK Start SELF Start

Bajaj DISCOVER 125 Bajaj DISCOVER 125

Bajaj WIND 125 Hero Honda GLAMOUR

TVS FIERO F2 Kinetic GF 125

TVS FIERO FX Honda UNICORN

TVS VICTOR EDGE

TVS VICTOR GLX

Hero Honda ACHIVER

Hero Honda GLAMOUR

Yamaha FAZER

Yamaha FAZER LX

Yamaha R X 135

LML GRAPTOR

Honda UNICORN

SUZUKI ZUES 125

SUZUKI HEAT

150 & above cc bikes with Kick & Self start

KICK Start SELF Start

Bajaj AVENGR Hero Honda GLAMOUR

125-150cc bikes with Drum/Disc brakes

Suzuki ZEUS 125X

Bajaj PULSAR 150 DTSi

TVS FIERO F2

TVS FIERO FX

TVS VICTOR EDGE

TVS VICTOR GLX

Hero Honda GLAMOUR

Yamaha FAZER DIX

Yamaha FAZER DX

LML GRAPTOR

Honda UNICORN

150 & above cc bikes with Drum/Disc brakes

Bajaj PULSAR 180 DTSi

Bajaj AVENGR

Kinetic AQUILA

Kinetic GF LASER

125-150cc bikes with Kick/Self start

Bajaj PULSAR 150 DTSi

Kinetic GF 125

Yamaha FAZER DIX

Yamaha FAZER DX

150 & above cc bikes with Kick/Self start

Hero Honda KARIZMA

Bajaj PULSAR 180 DTSi

Kinetic AQUILA

Kinetic COMET

Kinetic GF 170

Kinetic GF LASER

SWOT ANALYSIS

SUZUKI MOTORCYCLE INDIA

STRENGTHS

Maruti gives Suzuki tremendous brand penetration.

WEAKNESSES

‘Japanese’ approach means a push for volumes through safe, conventional products.

Effective strategy but unexciting. Except, the strategy doesn’t always work.

OPPORTUNITIES

Bajaj and (perhaps) Yamaha are only just opening the larger displacement class. If

Suzuki moves quickly, they could put in a storming product to good effect.

THREATS

The only people who are able to get away with playing safe are Hero Honda.

BAJAJ AUTO LIMITED

Strength

Strong product lines and development team; available cash. Not afraid to use

technology.

WEAKNESSES

Cheap-quality/poor - service perception taking time to fade away.

OPPORTUNITIES

Have the where withal to handle a really broad product range, while opening up new

sales segments. Exports are on the rise.

Threats

Working the price - quality equation could cause the cheap quality/poor service

perception to persist.

HERO HONDA MOTORS LIMITED

Strengths

Product lines running strong, great brand equity and trust. Newer products - Super

Splendor and Achiever - are excellent.

Weaknesses

No internal R & D makes it harder to respond to the market.

Opportunities

Leveraging Honda’s technical expertise more aggressively can get Hero Honda super

products and help them stay number one in the market.

Threats

The brand is steeped in commuter values – in the long run, that could obstruct a move

to more leisure – oriented products.

HONDA MOTORCYCLE & SCOOTER INDIA

Strengths

Strong brand, good, safe products, high – quality and good service perception.

Weaknesses

Products haven’t clicked, Activa apart. Unwilling to take a chance. So far no flair.

Opportunities

Has a vast array of global products it can pick and choose from for Indian launches.

Can use Hero Honda as a strategic.

Threats

Takes its own sweet time to introduce new and upgraded products. Playing it safe

may not be the safest strategy in the Indian market scenario today.

KINETIC ENGINEERING LIMITED

Strengths

Strongest scooter brand in the country. Young management.

Weaknesses

Strongest scooter brand in the country. Quality perception is low and dealership

quality perception is also low. Products have been criticized for low attention to

detail, finish issues and built quality.

OPPORTUNITIES

Two promising tie – ups, a stellar range of almost fourteen new scooters in the wings.

THREATS

Quality control and attention to detail rising, but still a bit lower than the industry

average. Motorcycle programmer continues to flounder.

LML LIMITED

Strengths

Can produce some striking products.

Weaknesses

Product excellence isn’t consistent; dealer network.

Opportunities

New finance, new structure and new focus could be what LML needs to return to the

fray all guns blazing.

Threats

LML’s growth curve could be made decidedly steeper with Bajaj’s new aggression,

Honda’s renewed attempts to sweep the market and the entry of Suzuki and the

general competence of all the India two – wheeler players.

TVS MOTOR LIMITED

Strengths

Classy engineering, great motors have always been TVS’ forte. Other parts of the

puzzle coming into place slowly.

Weaknesses

Product packaging, timing are still improving. The Apache was the first sign of this.

TVS will need to work faster also.

Opportunities

Quicker turn – around on R & D will re – energies the brand. TVS needs to capitalize

on the weakness of Japanees brands now.

Threats

Traditionally long production ramp – ups and slow product cycles will hurt.

YAMAHA MOTORS

Strengths

Enduring, resilient performance biking image (despite meek products, it has persisted)

Weaknesses

Current product line does not match brand image. Product cycle has been too slow.

Opportunities

Auto Expo displays suggest a more serious, on the move company. Fazer 250 and all

– out sporty 150s could turn sales around.

Threats

Bajaj, Honda/Hero Honda is playing the game with gusto already. Bajaj has usurped

the image Yamaha normally occupies internationally.

PORTER’S FIVE FORCES MODEL OF AUTOMOBILE

INDUSTRY

Barriers to entry

Threat of substitutes

High capital costs, technology, distribution network, and

availability of auto components

Threat of substitutes is low because of lower functional

performance.

.

Bargaining power of

suppliers

Low, due to stiff competition and its fragmented nature.

Bargaining power of

customers

Very high due to availability of options

CompetitionExcept for heavy CV segment, competition is stiff. Expected

to increase even further.

PORTER’S FIVE FORCES MODEL OF AUTOMOBILE

INDUSTRY

HIGH

HIGH

LOW

LOWHIGH

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. While geared

scooter and moped segments could see a fall in volumes, TVS, Honda and Kinetic

Motors are poised to benefit from higher demand for unguarded scooters in the urban

and rural market. However, Bajaj and Hero Honda are also planning to enter in this

segment and to that extent, competition is likely to increase

The reduction in peak customs duty from 25% to 20% in the budget will result in

savings on the raw material front as well. Since raw material costs account for almost

50% of operating costs of auto companies in general, this is a positive. Also, steel

prices have shown some signs of softening and this is likely to have a positive impact

on the margins

MARKET SURVEY

There are different types of survey methods:

Market Survey

Telephone Personal Mail Electronic

Interviewing Interviewing Interviewing Interviewing

Traditional In-Home Mail E-

mail

Computer- Mall Mail

Internet

Assisted Intercept Panel

Computer-

Assisted

In my market survey I have used the mall intercept in personal interviewing. In this

method I have prepared the questionnaire. Main aim preparing for this questionnaire

for increase the sales, provide the extra facility which customer wants, add the some

extra features in new product launch, and short out the customer problems.

0

5

10

15

20

25

30

%

%

Bike Brand

% of bike brand have the customers

suzuki

herohonda

bajaj

tvs

kinetic

lml

yamaha

others

SURVEY ANALYSIS

1. WHICH BIKE BRAND / MODEL DO YOU HAVE?

Bike brand %Suzuki 3Hero Honda 30Bajaj 30TVS 12Kinetic 5LML 8Yamaha 10Others 2

Now most of customers use the Bajaj and Hero Honda bikes, so these are two

companies are play the major player role in the Indian two wheeler market.

0

10

20

30

40

50

60

70

%

kick start selfstart kick/selfstart

Prefered statrs

%

3. DO YOU PREFER KICK START OR SELF START OR KICK / SELF

START IN YOUR BIKE ?

Most of customers preferred kick / self start.

Preferred starts %

Kick start 5

Self start 25

Kick/Self start 70

0

2

4

6

8

10

12

14

16

Ranks

Rank for current milage

Bike Models

Ranking according to current milageHeat

Zeus

Discover 125

Wind 125

Victor Edge

Victor GLX

Glamour

Shine

Super Splender KS

Super Splender FS

GF 125

Fazer

Fazer DIX

Fazer DX

Fazer LX

Freedom Prima 125

4. IF YOU ARE USEING THE 125CC BIKE PLEASE RANK THE 16

MODELS ACCORDING TO THE CURRENT MILEAGE ?

According to these analysis customers gives the 1 rank of Discover 125cc for

current mileage.

Bike Models Rank for current mileageHeat 16Zeus 13Discover 125 1Wind 125 4Victor Edge 8Victor GLX 5Glamour 7Shine 14Super Splender KS 2Super Splender FS 3GF 125 15Fazer 9Fazer DIX 12Fazer DX 11Fazer LX 10Freedom Prima 125 6

01020304050607080

%

Yes No

Current mileage

Satisfy with current mileage

%

5. ARE YOU SATISFY WITH CURRENT MILEAGE ?

Most of customers satisfy with current mileage.

Current mileage %

Yes 75

No 25

0

10

20

30

40

50

60

70

%

Authorized workshop Local workshop

Provide services

Service preferred for the bike

%

6. WHICH SERVICE DO YOU PREFER FOR YOUR BIKE ?

Here is 65% customers prefer the authorized service for bike servicing and bike

maintenances.

Preferred workshop %

Authorized workshop 65

Local workshop 35

7. IF YOU GO TO THE LOCAL WORKSHOP PLEASE GIVE THE

REASONS.

Some customers use the local workshop also because finish the after free service

which is provided by the company. After finish this free service bike required

servicing. So some customer can’t afford go to the authorized service centers for

the bike servicing.

01020304050607080

%

Yes No

Servicing

Bike sevicing in own presence

%

8. WOULD YOU LIKE TO THE BIKE SERVICING IN YOUR

PRESENCE ?

Here also 75% of customer wants to bike servicing in own presence.

Servicing in own presence %

Yes 75

No 25

0

20

40

60

80

100

%

Yes No

Remind due dates

Remind the due dates for servicing by the company

%

9. WOULD YOU LIKE TO COMPANY REMIND TO ABOUT THE DUE

DATES OF SERVICES ?

From this analysis customers are very happy with this facility provide by the

company.

Remind due dates %

Yes 98

No 2

0

10

20

30

40

50

60

%

2 hour 3-5 hour 1 day More then1 day

Takes time

Takes time in bike servicing by the service center

%

10. HOW LONG TO TAKE TIME FOR BIKE SERVICING BY THE

SERVICE CENTER ?

According to the analysis 60% service centers takes 2hours, 25% service centers

takes 3-5hours, 10% service centers takes 1day and 5% service centers takes

more then 1 day for the bike servicing.

Takes time %

2 hour 60

3-5 hour 25

1 day 10

More then 1 day 5

0

5

10

15

20

25

30

%

3 4 5 6 Morethen 6

Free services offered

Free services offering by the company

%

11. HOW MANY OFFERING FREE SERVICES TO YOUR BIKE BY THE

COMPANY ?

Mostly companies offer to the 4 and 5 free services for bike. Some companies

offer 6 services, less companies offer 3 services and very less companies offer

more then 6 services.

Free services %

3 17

4 30

5 30

6 18

More then 6 5

0

20

40

60

80

100

%

Yes No

Booking servicing

Service center provide the facilty for booking servicing

%

12. IF SERVICE CENTER PROVIDE THE FACILITY OF BOOKING FOR

THE SERVICING , WILL YOU USE IT ?

From this analysis huge number of customers use this service and enjoy this

service provide by the service centers.

Facility for booking service %

Yes 95

No 5

0

10

20

30

40

50

60

70

%

Yes No

Facing problem

Shortly after ervice facing the problem in bike

%

13. DID YOU FACED POBLEMS SHORTLY AFTER THE SERVICING ?

In this analysis 70%of customers are not faced the problem shortly after the

servicing and 30% of customers faced the problems shortly after the servicing.

Faced problem %

Yes 30

No 70

0

10

20

30

40

50

60

Higher Reasonable Lower

Price charged for spare parts by the service center

%

14. WHAT DO YOU FEEL ABOUT THE PRICE CHARGED FOR SPARE

PARTS BY THE SERVICE CENTER?

In this analysis higher price charged for spare part by the service centers.

Price of spare parts %

Higher 55

Reasonable 44

Lower 1

0

5

10

15

20

25

30

%

%

Bike brand name

Preferred bike brand in 125cc

Suzuki

Bajaj

Hero Honda

TVS

Yamaha

Kinetic

LML

15. WHICH BIKE BRAND/ MODEL DO YOU PREFER IN 125CC ?

In this analysis prefer the large number of Hero Honda bikes in 125cc, after that

prefer Bajaj bikes, and prefer the small number of Kinetic bikes in 125cc by the

customers.

Here I have analysis according to the different – different bike models in

different bike Brands in 125cc which is preferred by the customers.

Bike Brand %Suzuki 2Bajaj 25Hero Honda 30TVS 18Yamaha 8Kinetic 4LML 13

Suzuki models

Heat

Zeus

SUZUKI MOTORCYCLES INDIA PVT.LTD.

Suzuki Models %

Heat 45

Zeus 55

Hero Honda models

Glamour

Super splender FS

Super splender KS

Shine

HERO HONDA MOTORS LTD.

Hero Honda models %

Glamour 20

Super splender FS 30

Super splender KS 45

Shine 5

Bajaj Auyo Ltd.

Discover 125

Wind 125

BAJAJ AUTO LTD .

Bajaj Mdels %

Discover 125 45

Wind 125 55

TVS motors

Victor Edge

Victor GLX

TVS MOTORS LTD.

TVS Models %

Victor Edge 35

Victor GLX 65

Kinetic Models

%

KINETIC MOTORS

Kinetic Model %

GF 125 100

Yamaha models

Fazer

Fazer DIX

Fazer DX

Fazer LX

YAMAHA MOTORS INDIA PVT.LTD.

Yamaha models %

Fazer 45

Fazer DIX 30

Fazer DX 15

Fazer LX 10

LML models

%

LML (INDIA) LTD.

LML models %

Freedom prima 125 100

RECOMMENDATIONS

All the analysis and research which I have done, enabled me to suggest key

strategic suggestions to TVS, they are summarized as follows-

To stimulate healthy growth, SUZUKI should go for more electronic and print

media advertising. It’s should try to increase in its presence sale in the Indian

two-wheeler market.

They should go for some promotional activities like free pollution check-up

camps, free AC check-up camps etc.for all the vehicles.

Annexure

QUESTIONNAIRE

Name ____________________________ Age _______________

years

Current Model _____________________ Place __________________

Current Occupation _________________

Annual Salary: Less than 1 lakh ( ) 1 lakh – 2 lakh ( ) 2 lakh – 3 lakh ( )

3 lakh – 4 lakh ( ) 4 lakh – 5 lakh ( ) More than 5 lakh ( )

1. Which bike brand / model do you have?

SUZUKI / ____________________ BAJAJ /

________________

HERO HONDA / _____________ TVS / __________________

LML / _______________________ KINETIC /

______________

YAMAHA / __________________

2. How many kms. do you ride ?

Less than 50 ( ) 50 – 75 ( ) 75 – 100 ( ) More than 100 ( )

{ in kms / day }

3. Do you prefer kick start or self start or kick / self start in your bike ?

Kick start ( ) Self start ( ) Kick / Self start ( )

4. If you are useing the 125cc bike please rank the 16 models according to the

current mileage ?

Heat ( ) Zeus ( ) Discover 125 (

)

Wind 125 ( ) Victor Edge ( ) Victor GLX

( )

Fazer ( ) Glamour ( ) Super Splender FS

( )

Super Splender KS ( ) Shine ( ) GF 125 (

)

Fazer ( ) Fazer DIX ( ) Fazer DX ( )

Freedom Prima 125 ( )

5. Are you satisfy with current mileage ?

Yes ( ) No ( )

6. Which service do you prefer for your bike ?

Authorized workshop ( ) Local workshop ( )

7. If you go to the local workshop please give the reasons ?

8. Would you like to the bike servecing in your presence ?

Yes ( ) No ( )

9. Would you like to company remind to about the due dates of services ?

Yes ( ) No ( )

10. How long to take time for bike service by the service center ?

2 hours ( ) 3 – 5 hours ( ) 1 day ( ) More than 1 day ( )

11. How many offering free services to your bike by the company ?

Three ( ) Four ( ) Five ( ) Six ( ) More than Six ( )

12. If service center provide the facility of booking for the servicing , will you

use it ?

Yes ( ) No ( )

13. Did you faced poblems shortly after the servicing ?

Yes ( ) No ( )

14. What do you feel about the price charged for spare parts by the service

center?

Higher ( ) Reasonable ( ) Lower ( )

15. Which bike brand/ model do you prefer in 125cc ?

SUZUKI BAJAJ HERO HONDA

Heat ( ) Discover 125 ( ) Glamour ( )

Zeus 125 X ( ) Wind 125 ( ) Super Splendor FS ( )

Super Splendor KS ( ) Shine ( )

TVS YAMAHA KINETIC

Victor Edge ( ) Fazer ( ) GF 125 ( )

Victor GLX ( ) Fazer DIX ( )

Fazer DX ( )

Fazer LX ( )

LML

Freedom Prima 125 ( )

BIBLIOGRAPHY

www.suzukimotorcycle.co.in

www.bajajauto.com

www.tvsmotor.com

www.herohonda.com

www.kineticindia.com

www.yamaha-motor-india.com

www.lml.com

www.honda.com

www.indiabike.com

Bike magazines