A STUDY ON

“MARKETING MIX”

At

TVS MOTOR COMPANY VISAKHAPATNAM

A Project Report Submitted In Partial Fulfillment of the Requirement for the Award of the Degree

Of

BACHELOR OF BUSSINESS MANAGEMENT

Submitted By

BALUSU SAI KRISHNA

Regd no: 2013-1409123

Under The Guidance Of

Mr. SHASHANK SEKHAR MAHARANA

(DHM,BCA, M.B.A)

Assistant Professor

GAYATRI VIDYA PARISHAD DEGREE COLLEGE (Autonomous)

Affiliated To Andhra University

(Accredited by NAAC with B++)

Gayatri Valley, Rushikonda CampusVisakhapatnam-530045

DECLARATION

I hereby declare that the project report titled “MARKETING MIX” with reference to” TVS

MOTOR COMPANY” submitted by me to Gayatri Vidya Parishad College for Degree and P.G

Courses is genuine and bonafied work done by me and is not submitted to any other university or

published any time before. The project work done is for the partial fulfillment of the requirement of

the award of BBM degree by Andhra University.

Date:

Place:

(B.SAI KRISHNA)

CERTIFICATE

This is to certify that the project entitled MARKETING MIX with reference to TVS MOTOR

COMPANY is a bonafied work done by B.SAI KRISHNA bearing Regd.no.2013-1409123 in the

Department of Management Studies, GAYATRI VIDYA PARISHAD, Visakhapatnam, for the

award of the degree of “BACHELOR OF BUSINESS MANAGEMENT”, done under my

guidance, to the best of my knowledge it is her original work during the academic year 2013-16.

Place:

Date:

(Mr.SHASHANK SEKHAR MAHARANA )

ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the successful completion of any task would be

incomplete without the mention of the people who made it possible and whose constant guidance

and encouragement crowned all the efforts of success.

I would like to express my sincere gratitude to Sri Prof. SATYA NARAYANA RAJU principal,

Prof. S. RAJINI, Director, Gayatri Vidya Parishad, College for Degree and P.G courses

(autonomous), Rushikonda, Visakhapatnam for giving me an opportunity to work in this project.

I would like to thank Dr. SHYAMAL RAO, Head of the Department, BBM, Gayatri Vidya

Parishad, College for Degree and P.G courses, Visakhapatnam, for giving me an opportunity to work

in this project.

I would also like to thank Mr. SHASHANK SEKHAR MAHARANA, Assistant Professor,

Department Of Management Studies, for his valuable guidance and support for the completion of my

project work.

I would like to express my sincere gratitude to Mr. V. GANESH, Sr. MARKETING

MANAGER, At SRI GOPAL AUTOMOTIVE LTD. for his guidance and support all throughout.

I would also like to thank Mr. BHARATH Assnt Manager, SRI GOPAL TVS AUTOMOTIVE

LTD for giving me permission to do my project work in your esteemed organization and helping me

meticulously in all aspects of my project work.

My special thanks to all the members of the staff in the department of BBM, who have helped me in

the completion of my project.

(B.SAI KRISHNA)

CONTENTS

CHAPTER -1 INTRODUCTION NEED FOR THE STUDY METHODOLOGY OF THE STUDY OBJECTIVES OF THE STUDY LIMITATIONS OF THE STUDY

CHAPTER -2 INDUSTRY PROFILE INTRODUCTION TO PRODUCT INTRODUCTION TO INDUSTRY MAJOR PLAYERS BORD OF DIRECTORS

CHAPTER -3 COMPANY PROFILE ORIGIN & HISTOY MILE STONS OBJECTIVES SWOT PRODUCTION

CHAPTER -4 THEORITICAL FRAMEWORK

CHAPTER -5 DATA INTERPRETATIONAND ANALYSIS

CHAPTER -6 SUMMARY, FINDINGS , SUGGESTIONS

BIBLIOGRAPHY

CHAPTER -1

INTRODUCTION

INTRODUCTION

An introduction to the organization

TV Sundaram Iyengar and sons limited(TVSs) is holding company for the tvs group of companies

engaged in the manufacturing of almost all kind of automotives components, best two wheelers and

a few other industrial products. They are also into the financial services sector.

The turnover of the entire group was close to $2 billion in 2003.

TVS was founded by T.V.S sundaram iyengar in 1911.

It is the only automotive manufacture in India to get the prestigious Deming prize. One of the

subsidiaries sundaram Clayton was the first company in India to receive the Deming followed by

sundaram brake also lining getting the Deming prize. This prize is given the organization or

divisions of organizations that have achieve distinctive performance. Improvement through the

applications of TQM. In a designated year “sundaram Clayton went on to be awarded to Japan

quality to medal.

The TVS group of companies mainly situated in padi Tamilnadu, in out strike of Chennai formally

in madras.

TVS in the motor company is the third largest two wheeler manufacturers in India and one among

the top ten in the world. With annual turnover of more than USD 1 billion in 2007-2008 and is the

flagship company of the USD 4 billion TVS group. It is the largest company of the group in the

terms of size and turnover. It has it origin in sundaram Clayton limited, moped division started in

1980.the factory was started in hosur, in Tamil nadu in southern India. The first product launched

was 50cc moped which appealed to the masses because of its capability to carry the people. In the

same locations start the same promoters started another company in 1984.

NEED FOR THE STUDY

In this competitive modern age, where different qualities and types of goods exist, branding is of

special importance in the business world, branding not only gives separate identify and easy

recognition of the product but also creates a special brand preference. Consumers are aware and

prefer particular brand when it is available for purchase. 

The competition among the bike makers is growing day-to-day. The Indian auto industry is also

subject to tremendous, changes, with the opening up to the domestic corporation to meet challenges

vehicle productivity, entrance market orientation loyalty. For knowing consumer taste and

preferences, consumer oriented survey place an important role in the entire market. 

In modern day, vehicle is a necessary one from every family to keep the prestige of holding them in

the society.

The present scenario of business is facing a hard challenge it is must to uphold the existing

customer and to serve them as our best.

From this study the preference of the customer can be analyzed and helps the organization to

fulfill that scenario.

The study helps to know the factors that influence the customer to buy the products at their

convenience.

The study helps to know the necessary services required by the customers to overcome the

problem in the products and provides various insights into customer attitudes and satisfactions.

OBJECTIVES

Area of the Study:

  The area of the study is TVS two wheeler vehicles users in VISHAKAPATNAM.

Methods of Data Collection:

  A questionnaire is used as data collection tool where the researcher interviews the respondents.  

Primary Data:

  The primary data has been collected by conducting direct interview using structured questionnaire. 

Secondary Data:

The secondary data are collected from books, journals, company records and internet.

Analysis:

 Analysis is done on the basis of sample Percentage analysis. 

Sampling Technique:

      There are two sampling techniques. They are probability sampling and non probability sampling. In this study the research had adopted convenient sampling. 

Sampling Size:

      Sampling size taken from the study is 50 respondents. 

Simple Percentage Analysis:

The Percentage method is used for comparing certain feature. The collected data represented in the form of tables and graphs in order to give effective visualization of comparison made. 

Actual population

X

Simple Percentage =    x 100

Sample size

METHODOLOGY

1. The methodology design is made as per the requirement of the project.

2. For the secondary data collection, the information in the record of the company proved to be

sufficient.

3. For the primary data collection, the researcher has preferred the survey method to the other

methods.

4. In the survey method, the researcher chose to undertaken field work. This is because there is

perception that in the geographical area in which he was to conduct the survey, better and

quicker data was possible to be collected only through direct field work.

5. In the field work, instead of choosing any interviews or recorded.

LIMITATION OF THE STUDY

This study is limited to New Delhi. Therefore the findings of the study cannot be extended to

other areas.

The samples have been collected from the limited number of respondents.

The project was completed within 30 days. Time achieve is considered inadequate to conduct

such survey.

The result of the study may not be generalized to all.

Some of the respondents were non co-operative.

CHAPTER-2

INDUSTRY PROFILE

INTRODUCTION

Indian Two-Wheeler Industry:

Automobile is one of the largest industries in global market. Being the leader in product and process

technologies in the manufacturing sector, it has been recognized as one of the drivers of economic

growth. During the last decade, well¬-directed efforts have been made to provide a new look to the

automobile policy for realizing the sector's full potential for the economy. Steps like abolition of

licensing, removal of quantitative restrictions and initiatives to bring the policy framework in

consonance with WTO requirements have set the industry in a progressive track. Removal of the

restrictive environment has helped restructuring, and enabled industry to absorb new technologies,

aligning itself with the global development and also to realize its potential in the country. The

liberalization policies have led to continuous increase in competition which has ultimately resulted

in modernization in line with the global standards as well as in substantial cut in prices. Aggressive

marketing by the auto finance companies have also played a significant role in boosting automobile

demand, especially from the population in the middle income group.

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: (a) several firms operating below

minimum scale of efficiency; (b) under-utilization of capacity; and (c) 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.

MARKET CHARACTERISTICS

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 Table.

Two-Wheelers: Comparative Characteristics

Scooter Motorcycle Moped

Price*(Rs. as in

January 2005)> 22,000 > 30,000 > 12,000

Stroke 2-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 liter)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 country's 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 favor 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

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

resale value.

An introduction to the organization

TV Sundaram Iyengar and sons limited(TVSs) is holding company for the tvs group of companies

engaged in the manufacturing of almost all kind of automotives components, best two wheelers and

a few other industrial products. They are also into the financial services sector.

The turnover of the entire group was close to $2 billion in 2003.

TVS was founded by T.V.S sundaram iyengar in 1911.

It is the only automotive manufacture in India to get the prestigious Deming prize. One of the

subsidiaries sundaram Clayton was the first company in India to receive the Deming followed by

sundaram brake also lining getting the Deming prize. This prize is given the organization or

divisions of organizations that have achieve distinctive performance. Improvement through the

applications of TQM. In a designated year “sundaram Clayton went on to be awarded to Japan

quality to medal.

The TVS group of companies mainly situated in padi Tamilnadu, in out strike of Chennai formally

in madras.

TVS in the motor company is the third largest two wheeler manufacturers in India and one among

the top ten in the world. With annual turnover of more than USD 1 billion in 2007-2008 and is the

flagship company of the USD 4 billion TVS group. It is the largest company of the group in the

terms of size and turnover. It has it origin in sundaram Clayton limited, moped division started in

1980.the factory was started in hosur, in Tamil nadu in southern India. The first product launched

was 50cc moped which appealed to the masses because of its capability to carry the people. In the

same locations start the same promoters started another company in 1984.

INDUSTRY SCENARIO

If Automobile companies have been showing poor growth rates, can be two-wheeler industry be far

behind? The two-wheeler segment of the industry had been bucking the normal trends exhibited by

the Automobile industry for the past few years.

But it appears that the time has come for the segment to align itself with the overall industry growth.

The growth in two-wheeler sales has been quit steady over the past 8 years and right now, there is no

reason to expect an upturn. The overall sales growth rates appear to have been capped. There, in fact,

could be a spiel for a fall in growth in penetration levels after a decade of steady growth.

More specifically, one can argue that the higher base has been partly achieved through generous

financing packages and discounts schemes. All major two-wheeler players – Bajaj Auto, TVS

Motors, LML, Kinetic motors and Hero Honda motors, are battling for the motor cycle segments.

This dramatic structural shift in the industry from scooters to motor cycles has been going on for the

last five years and is expected to have been completed.

Research outfit Morganstanluy dean Witter has estimated that profitability of players like Bajaj Auto

and TVS motors will probably suffer an intense competition between companies’ sets in. Hero

Honda will eventually have to compete on equal terms. As a result, MSDW has lowered its rating on

Hero Honda and TVS motors to neutral, while Bajaj Auto was already neutral. The overall

compounded annual growth rate in two-wheeler sales was 8.3% between 1997-2000. On a high base,

an improvement may not be possible. Over the same period, the CAGR for motor cycle was 22.5%.

This strong growth was filled by a shift away from scooters.

Now, given the share of 53.6% in the total two-wheeler sales, motor cycles have less room to grow

at the expense of scooters. MSDW as a result, expect motorcycles growth rates to move toward the

overall industry growth rate in the next one to two years.

The recent acceleration in motor cycle sales has led to a serious rethinking in strategies in the two-

wheeler market. Baja Auto in TVS motors is targeting volumes in the fore stroke motor cycle

segment at the expanse of margins. This is bound to lead to profitability pressures for the two-

wheeler industry as whole, even subjecting Hero Honda to competitive pressures.

The two-wheeler industry is expanded to undergo a period of transformation, which would involve

lower margins and profitability pressures. Both Bajaj Auto and TVS motors have already built in

these pressures in there valuations while Hero Honda has not.

Growth expansion for Hero Honda, in MSDW’s opinion is valid only for the next one year, after

which it expects the company’s growth to decelerate. Honda and Piaggio have announced their plans

to enter the INDAIN scooter market. There scooter brands could cost a ripple in the two-wheeler

industry and slow the extent of migration to motorcycles from scooters.

MARKET SIZE:

The two-wheeler market in INDIA is the biggest contributor to Auto mobile industry with

assize of Rs.1, 00,000 million. Two-wheeler market in INDIA comprises of three types of

vehicles, namely Motorcycles, Scooter, Mopeds.

In the two-wheeler segment, according to the report, the over its siblings – scooters and

mopeds. Scooters sales would decelerate and mopeds would also see the same. Over sees

market would present huge opportunities for the two-wheeler makers.

The motorcycle market share is about 81.5% of the total two-wheeler market in INDIA. 3-4

of the total exports in the two-wheeler Automobile industry are made in the motor cycle

segment. Exports are maid mainly to the South- East Asian and SAARC Nations.

FUTURE FOCUS

TVS also competes in Auto-Rickshaw segment over the year TVS motors has recent grown to be

the largest in the group, both in terms of size and turnover, with four state of the art manufacturing

plants in Hosur, Mysore and Nalagarh in India and Karawang in Indonesia. TVS Motor is credited

with many innovations in the Indian automobile industry, notable among them being the introduction

of India's first two-seater moped, the TVS 50cc. The company became the leader in its category of

sub 100 cc mopeds, having sold 7 million units. It also introduced the TVS Scotty, which is India's

second largest brand in the scooterette segment. The TVS Jive launched in November 2009 became

India's first clutch-free motorbike aimed at a stress-free rider experience while the unisex scooter

TVS is targeted at urban couples, featuring body-balance technology for easier handling. On 1 June

2012, TVS Motors reported a dip of 5% in its total sales for May 2012.In July 2012, TVS Motors

and BMW Motored were reported to be in talks for technology sharing. On 8 April 2013, BMW

Motorrad and TVS Motor Company signed a cooperation agreement with the aim to develop and

produce motorcycles in the segment below 500cc.

In July 2013, TVS Motor announced plans to construct a motorcycle assembly plant in Uganda and

to introduce two new models suited to the East African environment. The new plant is expected to

become operational in 2014.In September 2013, the company launched TVS Jupiter to make inroads

into the male segment. 

PRESS RELEASES:

June 2015

TVS Motor Company clocks 6% sales growth in May 2015 Hosur   |   1 June, 2015 

May 2015

TVS Jupiter Crosses 500,000 Landmark Hosur   |   14 May, 2015 

TVS Motor Company posts 14% sales growth in April 2015 Hosur   |   2 May, 2015 April 2015

TVS Motor revenue grows 27% to Rs. 10098 corers in FY 2014-15 Bangalore   |   29 April, 2015 

TVS Motor Company posts 7% sales growth in March 2015 Hosur   |   1 April, 2015 

March 2015

TVS Motor Company posts 15% sales growth in February 2015 Hosur   |   2 March, 2015 

February 2015

TVS Motor Company's Third Quarter Revenue Grows 29% Bangalore   |   3 February, 2015 

TVS Motor Company's Sales Rise in Jan-15 Hosur   |   2 February, 2015 

OPPORTUNITIES:

Raising ruler demand.

Market penetration of only 37 percent.

Collaboration with global firm.

Investment in R & D by government.

Excise duty cut.

CHALLENGES:

Sustaining the growth rate.

Need for innovation – low cost / hybrid vehicles.

Upgrading INDIAN two- wheeler products.

Taking the products to the global market.

Capturing INDIAN as well as global market.

PLANS:

Encourage exports.

Provide various two-wheeler financing schemes among manufacturers.

Open R&D centers.

Pressurize government to reduce taxes and duties.

Collaborate with global players.

GOVERNMENT POLICY

To accelerate economic growth and boost the process of industrialization as a means to

achieving a socialistic pattern of society.

Removal of regional disparities through development of regions with low industrial base.

Improving living standards and working conditions for the mass of the people.

To reduce disparities in income and wealth.

To prevent private monopolicies and concentration of economic power in different fields in

the hands of small number of individuals.

The state will progressively assume a predominant and direct responsibility for setting up

new industrial undertakings and for developing transport facilities.

At the same time private sector will have the opportunity to expand and develop.

The adoption of the socialist pattern of the society as a national objective.

SUBSIDORY POLICIES

1. The Companies Act, 2013 or the rules framed thereon;

2. Listing Agreement with Stock Exchanges;

3. Securities Contracts (Regulation) Act, 1956;

4. SEBI Act, 1992;

5. SEBI(Issue of Capital and Disclosure Requirements)regulations

6. SEBI (SubstantialAcquisitionofShareandTakeovers)

7. SEBI (Prohibition of Insider Trading) Regulations, 1992.

MAJOR PLAYERS

HERO:

INTRODUCTION:

Hero Motocorp Ltd., formerly Hero Honda, is an Indian motorcycle and scooter manufacturer based

in New Delhi, India. The company is the largest two wheeler manufacturer in the world. In India, it

has a MARKET share of about 46% share in 2-wheeler category. The 2006 Forbes 200 Most

Respected companies list has Hero Honda Motors ranked at #108.On 31 March 2013, the MARKET

capitalization of the company was INR 308 billion (USD 5.66 billion).

Hero Honda started in 1984 as a joint venture between Hero Cycles of India and Honda of Japan. In

2010, when Honda decided to move out of the joint venture, Hero Group bought the shares held by

Honda. Subsequently, in August 2011 the company was renamed Hero MotoCorp with a new

corporate identity.

In June 2012, Hero Motocorp approved a proposal to merge the INVESTMENT arm of its parent

Hero Investment Pvt. Ltd. into the automaker. The decision comes after 18 months of its split from

Honda Motors.

"Hero" is the brand name used by the Munjal brothers for their flagship company, Hero Cycles Ltd.

A joint venture between the Hero Group and Honda Motor Company was established in 1984 as the

Hero Honda Motors Limited at Dharuhera, India. Munjal family and Honda group both owned 26%

stake in the Company.

During the 1980s, the company introduced motorcycles that were popular in India for their fuel

economy and low cost. A popular advertising campaign based on the slogan 'Fill it – Shut it –

Forget it' that emphasized the motorcycle's fuel efficiency helped the company grow at a double-

digit pace since inception. In 2001, the company became the largest two-wheeler manufacturing

company in India and globally. It maintains global industry leadership till date. The technology in

the bikes of Hero Motocorp (earlier Hero Honda) for almost 26 years (1984–2010) has come from

the Japanese counterpart Honda.

1956—Formation of Hero Cycles in Ludhiana (majestic auto limited)

1975—Hero Cycles becomes largest bicycle manufacturer in India.

1983—Joint Collaboration Agreement with Honda Motor Co. Ltd. Japan signed Shareholders

Agreement signed

1984—Hero Honda Motors Ltd. incorporated

1985—Hero Honda motorcycle CD 100 launched.

1989—Hero Honda motorcycle Sleek launched.

1991—Hero Honda motorcycle CD 100 SS launched.

1994—Hero Honda motorcycle Splendor launched.

1997—Hero Honda motorcycle Street launched.

1999—Hero Honda motorcycle CBZ launched.

2001—Hero Honda motorcycle Passion and Hero Honda Joy launched.

2002—Hero Honda motorcycle Dawn and Hero Honda motorcycle Ambition launched.

2003—Hero Honda motorcycle CD Dawn, Hero Honda motorcycle Splendor plus, Hero Honda

motorcycle Passion Plus and Hero Honda motorcycle Karizma launched.

2004—Hero Honda motorcycle Ambition 135 and Hero Honda motorcycle CBZ Star launched.

2005—Hero Motocorp Super Splendor, Hero Honda motorcycle CD Deluxe, Hero Honda

motorcycle Glamour, Hero Honda motorcycle Achiever and Hero Honda Scooter Pleasure.

2007—New Models of Hero Honda motorcycle Splendor NXG, New Models of Hero Honda

motorcycle CD Deluxe, New Models of Hero Honda motorcycle Passion Plus and Hero Honda

motorcycle Hunk launched.

2008—New Models of Hero Honda motorcycles Pleasure, CBZ Extreme, Glamour, Glamour Fi and

Hero Honda motorcycle Passion Pro launched.

2009—New Models of Hero Honda motorcycle Karizma: Karizma – ZMR and limited edition of

Hero Honda motorcycle Hunk launched

2010—New Models of Hero Honda motorcycle Splendor Pro and New Hero Honda motorcycle

Hunk and New Hero Honda Motorcycle Super Splendor launched.

2011—New Models of Hero Honda motorcycles Glamour, Glamour FI, CBZ Xtreme, Karizma

launched. New licensing arrangement signed between Hero and Honda. In August Hero and Honda

parted company, thus forming Hero MotoCorp and Honda moving out of the Hero Honda joint

venture. In November, Hero launched its first ever Off Road Bike Named Hero "Impulse".

2012—New Models of Hero Motocorp Maestro the Masculine scooter and Ignitor the young

generation bike are launched.

2013—Hero MotoCorp unveiled line-up of 15 updated products including Karizma R, ZMR,

Xtreme, Pleasure, Splendor Pro, Splendor iSmart, HF Deluxe ECO, Hero Motocorp SuperSplendor,

Passion Pro and Xpro, Glamour and Glamour FI etc. It also introduced three new technologies-

Engine Immobilizer in new Xtreme, Integrated Braking System (IBS) in new Pleasure and i3S (Idle

Stop and Start System) in new Splendor iSmart.

2014—Hero MotoCorp Launched Splendor Pro Classic, Xtreme Sports and new models of Karizma

ZMR, Karizma R, Maestro and Pleasure.

2014—In October 2014, Hero updated its 100cc engine range on Passion Pro and Splendor Pro

Classic. Is should be updated on other Hero's 100cc vehicles shortly as well.

2014—Hero INVESTS $25 million into American motorcycle manufacturer EBR (Erik Buell

Racing)

Products of hero:

1) Sleek (Discontinued)

2) Street (Discontinued)

3) Achiever

4) Ambition 133, Ambition 135 (Discontinued)

5) CBZ, CBZ Star (Discontinued)

6) CBZ Xtreme, Hero New Xtreme 2014

7) CD 100, CD 100 SS, Hero Honda Joy, CD Dawn, CD Deluxe, CD Deluxe (Self Start)

8) New HF Dawn, New HF Deluxe, HF DELUXE ECO

9) Glamour, Glamour F.I.

10) Hunk

11) Karizma, Karizma R, Karizma ZMR FI

12) Passion, Passion Plus, Passion Pro, Passion XPro, New Passion Pro

13) Splendor, Splendor+, Splendor+ (Limited Edition), Super Splendor, Splendor NXG, Splendor

PRO, Splendor [iSmart],Splendor Pro Classic

14) Hero Impulse launched in 2011 after the separation of Hero and Honda. Its India's first off-road

and on road Bike.

15) Hero Ignitor launched in 2012

16) Hero HX250r.

HONDA:

INTRODUCTION:

Honda Motor Co., Ltd.is a Japanese public multinational corporation primarily known as a

manufacturer of automobiles, motorcycles and power equipment.

Honda has been the world's largest motorcycle manufacturer since 1959, as well as the world's

largest manufacturer of internal combustion engines measured by volume, producing more than 14

million internal combustion engines each year. Honda became the second-largest Japanese

automobile manufacturer in 2001.Honda was the eighth largest automobile manufacturer in the

world behind General Motors, Volkswagen Group, Toyota, Hyundai Motor Group, Ford, Nissan,

and PSA in 2011.

Honda was the first Japanese automobile manufacturer to release a dedicated luxury brand, Acura,

in 1986. Aside from their core automobile and motorcycle businesses, Honda also manufactures

garden equipment, marine engines, personal watercraft and power generators, amongst others. Since

1986, Honda has been involved with artificial intelligence/robotics research and released their

ASIMO robot in 2000. They have also ventured into aerospace with the establishment of GE Honda

Aero Engines in 2004 and the Honda HA-420 Honda Jet, which began production in 2012. Honda

has three joint-ventures in China (Honda China, Dongfeng Honda, and Guangqi Honda).

In 2013, Honda INVESTED about 5.7% (US$6.8 billion) of its revenues in research and

development.Also in 2013, Honda became the first Japanese automaker to be a net exporter from

the United States, exporting 108,705 Honda and Acura models while importing only 88,357.

HISTORY OF HONDA:

Throughout his life, Honda's founder, Soichiro Honda had an interest in automobiles. He worked as

a mechanic at the Art Shokai garage, where he tuned cars and entered them in races. In 1937, with

financing from his acquaintance Kato Shichirō, Honda founded Tōkai Seiki (Eastern Sea Precision

Machine Company) to make piston rings working out of the Art Shokai garage.After initial failures,

Tōkai Seiki won a contract to supply piston rings to Toyota, but lost the contract due to the poor

quality of their products. After attending engineering school without graduating, and visiting

factories around Japan to better understand Toyota's quality control processes, by 1941 Honda was

able to mass-produce piston rings acceptable to Toyota, using an automated process that could

employ even unskilled wartime laborers.

Tōkai Seiki was placed under control of the Ministry of Commerce and Industry (called the

Ministry of Munitions after 1943) at the start of World War II, and Soichiro Honda was demoted

from president to senior managing director after Toyota took a 40% stake in the company. Honda

also aided the war effort by assisting other companies in automating the production of military

aircraft propellers. The relationships Honda cultivated with personnel at Toyota, Nakajima Aircraft

Company and the Imperial Japanese Navy would be instrumental in the postwar period. A US B-29

bomber attack destroyed Tōkai Seiki's Yamashita plant in 1944, and the Itawa plant collapsed in the

1945 Mikawa earthquake, and Soichiro Honda sold the salvageable remains of the company to

Toyota after the war for ¥450,000, and used the proceeds to found the Honda Technical Research

Institute in October 1946.With a staff of 12 men working in a 16 m2 (170 sq ft) shack, they built

and sold improvised motorized bicycles, using a supply of 500 two-stroke 50 cc Tohatsu war

surplus radio generator engines. When the engines ran out, Honda began building their own copy of

the Tohatsu engine, and supplying these to customers to attach their bicycles. This was the Honda

Model A, nicknamed the Bata Bata for the sound the engine made. In 1949, the Honda Technical

Research Institute was liquidated for ¥1,000,000 or about US$5,000 today; these FUNDS were used

to incorporate Honda Motor Co., Ltd.At about the same time Honda hired engineer Kihachiro

Kawashima, and Takeo Fujisawa who provided indispensable business and MARKETING expertise

to complement Soichiro Honda's technical bent. The close partnership between Soichiro Honda and

Fujisawa lasted until they stepped down together in October 1973.

The first complete motorcycle, with both the frame and engine made by Honda, was the 1949

Model D, the first Honda to go by the name Dream. Honda Motor Company grew in a short time to

become the world's largest manufacturer of motorcycles by 1964.

The first production automobile from Honda was the T360 mini pick-up truck, which went on sale

in August 1963.Powered by a small 356-cc straight-4 gasoline engine; it was classified under the

cheaper Kei car tax bracket. The first production car from Honda was the S500 sports car, which

followed the T360 into production in October 1963. Its chain-driven rear wheels pointed to Honda's

motorcycle origins.

Over the next few decades, Honda worked to expand its product line and expanded operations and

exports to numerous countries around the world. In 1986, Honda introduced the successful Acura

brand to the American MARKET in an attempt to gain ground in the luxury vehicle MARKET. The

year 1991 saw the introduction of the Honda NSX supercar, the first all-aluminum monologue

vehicle that incorporated a mid-engine V6 with variable-valve timing.

CEO Tadashi Kume was succeeded by Nobuhiko Kawamoto in 1990. Kawamoto was selected over

Shoichiro Irimajiri, who oversaw the successful establishment of Honda of America Manufacturing,

Inc. in Marysville, Ohio. Both Kawamoto and Irimajiri shared a friendly rivalry within Honda, and

Irimajiri would resign in 1992 due to health issues.

Following the death of Soichiro Honda and the departure of Irimajiri, Honda found itself quickly

being outpaced in product development by other Japanese automakers and was caught off-guard by

the truck and sport utility vehicle boom of the 1990s, all which took a toll on the profitability of the

company. Japanese media reported in 1992 and 1993 that Honda was at serious risk of an unwanted

and hostile takeover by Mitsubishi Motors, who at the time was a larger automaker by volume and

flush with profits from their successful Pajero and Diamante.

Kawamoto acted quickly to change Honda's corporate culture, rushing through market-driven

product development that resulted in recreational vehicles such as the Odyssey[disambiguation

needed] and the CR-V, and a refocusing away from some of the numerous sedans and coupes that

were popular with Honda's engineers but not with the buying public. The most shocking change to

Honda came when Kawamoto ended Honda's successful participation in Formula One after the

1992 season, citing costs in light of the takeover threat from Mitsubishi as well as the desire to

create a more environmentally-friendly company image.

Later, 1995 gave rise to the Honda Aircraft Company with the goal of producing jet aircraft under

Honda's name.

On February 23, 2015, Honda announced that CEO and President Takanobu Ito would step down

and be replaced by Takahiro Hachigo by June; additional retirements by senior managers and

directors were expected.

HONDA PRODUCTS:

1) Honda Activa

2) Honda dream Neo 2015

3) Honda CBF stunner

4) Honda CB shine

5) Honda VT 1300 CX

6) Honda CBR 150R

7) Honda CB twister

8) Honda Livo

9) Honda gold wing GL 1800

10) Honda Activa 125

11) Honda Dio 2015

12) Honda CB 1000R

13) Honda Aviator

14) Honda CD 110 Dream

15) Honda Dream Yuga 2015

16) Honda CBR 1000RRFireblade

17) Honda CB Trigger

18) Honda CB unicorn 160

19) Honda VFR 1200 F

20) Honda CBR 250F

BAJAJ:

INTRODUCTION:

Bajaj Auto Limited is an Indian two-wheeler and three-wheeler manufacturing company. Bajaj

Auto manufactures and sells motorcycles, scooters and auto rickshaws. Bajaj Auto is a part of the

Bajaj Group. It was founded by Jamnalal Bajaj in Rajasthan in the 1930s. It is based in Pune,

Mumbai, with plants in Chakan (Pune), Waluj (near Aurangabad) and Pantnagar in Uttarakhand. The

oldest plant at Akurdi (Pune) now houses the R&D centre 'Ahead'.

Bajaj Auto is the world's sixth-largest manufacturer of motorcycles and the fourth-largest in India. It

is the world’s largest three-wheeler manufacturer.

On 31 March 2013, its market capitalization was INR 520 billion (US$9.57 billion), making it

India's 23rd largest publicly traded company by market value. The Forbes Global 2000 list for the

year 2012 ranked Bajaj Auto at 1,416.

HISTORY:

Bajaj Auto came into existence on 29 November 1945 as M/s Bachraj Trading Corporation Private

Limited. It started off by selling imported two- and three-wheelers in India. In 1959, it obtained a

license from the Government of India to manufacture two-wheelers and three-wheeler and it became

a public limited company in 1960. In 1970, it rolled out its 100,000th vehicle. In 1977, it sold

100,000 vehicles in a financial year. In 1985, it started producing at Waluj near Aurangabad. In

1986, it sold 500,000 vehicles in a financial year. In 1995, it rolled out its ten millionth vehicles and

produced and sold one million vehicles in a year.

With the launch of motorcycles in 1986, the company has changed its image from a scooter

manufacturer to a two-wheeler manufacturer.

According to the authors of Globality: Competing with Everyone from Everywhere for Everything,

Bajaj has operations in 50 countries by creating a line of bikes targeted to the preferences of entry-

level buyers.

BAJAJ PRODUCTS:

1. Bajaj CT 100

2. Bajaj pulsar AS150

3. Bajaj pulsar AS200

4. Bajaj New Discover 125M

5. Bajaj pulsar 150

6. Bajaj pulsar 180

7. Bajaj pulsar 200NS

8. Bajaj pulsar 220F

9. Bajaj pulsar 135LS

10. Bajaj discover 100M

11. Bajaj platina 100

12. Bajaj Avenger 220

13. Bajaj Discover 150F

14. Bajaj Discover 150S

15. Bajaj pulsar RS200

YAMAHA:

INTRODUCTION:

Yamaha Motor Company Limited is a Japanese manufacturer of motorcycles, marine products

such as boats and outboard motors, and other motorized products. The company was established in

1955 upon separation from Yamaha Corporation, and is headquartered in Iwata, Shizuoka, Japan.

The company conducts development, production and marketing operations through 109 consolidated

subsidiaries as of 2012.

Led by Genichi Kawakami, the company’s first president, Yamaha Motor began production of its

first product, the YA-1, in 1955. The 125cc motorcycle won the 3rd Mount Fuji Ascent Race in its

class.

The company's products includes motorcycles, scooters, motorized bicycles, boats, sail boats,

personal water craft, swimming pools, utility boats, fishing boats, outboard motors, 4-wheel ATVs,

recreational off-road vehicles, go-kart engines, golf carts, multi-purpose engines, electrical

generators, water pumps, snowmobiles, small snow throwers, automobile engines, surface mounters,

intelligent machinery, industrial-use unmanned helicopters, electrical power units for wheelchairs

and helmets. The company is also involved in the import and sales of various types of products,

development of tourist businesses and management of leisure, recreational facilities and related

services.

HISTORY:-

Beginnings: 1955

The motorcycle division of Yamaha was founded in 1955, and was headed by Genichi Kawakami.

Yamaha's initial product was a 125cc two-cycle, single cylinder motorcycle, the YA-1, which was a

copy of the German DKW RT125. The YA-1 was a competitive success at racing from the

beginning, winning not only the 125cc class in the Mt. Fuji Ascent, but also sweeping the podium

with first, second and third place in the All Japan Autobike Endurance Road Race that same year.

Early success in racing set the tone for Yamaha, as competition in many varieties of motorcycle

racing has been a key endeavor of the company throughout its history, often fueled by a strong

rivalry with Honda and other Japanese manufacturers.

Yamaha began competing internationally in 1956 when they entered the Catalina Grand Prix, again

with the YA-1, at which they placed sixth. The YA-1 was followed by the YA-2 of 1957, another

125cc two stroke, but with significantly improved frame and suspension. The YD-1 of 1957 was a

250cc two-stroke twin cylinder motorcycle, resembling the YA-2, but with a larger and more

powerful motor. A performance version of this bike, the YDS-1 housed the 250cc two-stroke twin in

a double downtube cradle frame and offered the first five-speed transmission in a Japanese

motorcycle. This period also saw Yamaha offer its first outboard marine engine.

Success and Growth in the 1960s

By 1963 Yamaha's dedication to both the two-stroke engine and racing paid off with their first

victory in international competition, at the Belgium GP, where the won the 250cc class. Success in

sales was even more impressive, and Yamaha set up the first of its international subsidiaries in this

period beginning with Thailand in 1964, the Netherlands in 1968. 1965 saw the release of a 305cc

two-stroke twin, the flagship of the companies’ lineup. It featured a separate oil supply which

directly injected oil into the gasoline prior to combustion (traditionally riders had to pre-mix oil into

gasoline together before filling the gas tank on two stroke engines). In 1967 a larger new larger

displacement model was added to the range, the 350cc two stroke twin R=1.

In 1968 Yamaha launched their first four-stroke motorcycle, the XS-1. The Yamaha XS-1 was a

650cc four-stroke twin, a larger and more powerful machine that equaled the displacement and

performance of the popular British bikes of the era, such as the Triumph Bonneville and BSA Gold

Star. Yamaha continued on with both the two-stroke line and four-stroke twins at a time that other

Japanese manufacturers were increasingly moving to four cylinder four-stroke machines, a trend led

by Honda in 1969 with the legendary CB-750 four-stroke four-cylinder cycle.

The Four Stroke Era Begins: The 1970s

Not until 1976 would Yamaha answer the other Japanese brands with a multi-cylinder four stroke of

their own. The XS-750 (and later 850) a 750cc triple cylinder machine with shaft final drive was

introduced almost seven years after Honda's breakthrough bike. Yamaha's first four-cylinder model,

the XS-1100 followed in 1978, again with shaft drive. Despite being heavier and more touring

oriented than its rivals it produced an impressive string of victories in endurance racing.

The 1970s also saw some of the first dedicated off-road bikes for off-road racing and recreation.

Yamaha was an early innovator in dirt-bike technology, and introduced the first single-shock rear

suspension, the trademarked "Monoshock" of 1973. It appeared in production on the 1974 Yamaha

YZ-250, a model which has continued in production, with many updates, until 2015, making it

Yamaha's longest continuous model and name.

Yamaha continued racing throughout the 1960s and 1970s with increasing success in several

formats. The decade of the 1970s was capped by the XT500 winning the first Paris-Dakar Rally in

1979.

The 1980s: Diversification and Innovation:

By 1980 the combination of consumer preference and environmental regulation made four strokes

increasingly popular. Suzuki ended production of their GT two stroke series, including the flagship

water-cooled two-stroke 750cc GT-750 in 1977. Kawasaki, who had considerable success

throughout the 1970s with their two-stroke triples of 250cc, 350cc, 500cc and 750cc ended

production of road-going two strokes in 1980. Yamaha bucked this trend and continued to refine and

sell two-strokes for the street into the 1980s. These bikes were performance oriented, water-cooled

twin cylinder machines, designed achieve excellent performance taking advantage of the lower

weight of two strokes. The RZ-250 of 1980 was the progenitor of this series. The RZ-350, the largest

displacement model, was a popular hot-rod bike of the 1980s and continued to be sold in some

countries into the early 1990s.

Throughout the 1980s the motorcycle industry gradually went from building a few basic but versatile

models designed to work well in many roles, to offering many more specialized machines designed

to excel in particular niches. These included racing and performance street riding, touring, motocross

racing, enduro and recreational off-road riding, and cruising. Yamaha branched out from the

relatively small number of UJMs (Universal Japanese Motorcycle) at the start of the decade to a

much larger set of offerings in several clearly defined markets at the end of the decade.

The XV750 of 1981 featured an air-cooled V-twin four stroke engine and cruiser styling, and was

one of the first Japanese cruiser style motorcycles. By the end of the 1980s Yamaha had offered

dozens of cruiser styled bikes in a variety of displacements and engine configurations. The RZV500

was one of the first "repli-racers", a near copy of Kenny Roberts’s competition GP bike; it featured a

liquid-cooled two-stroke motor of 500cc displacement in a V4 configuration, along with a perimeter

frame and full fairing.

The 1990s: Performance Bikes and a Spin-off Brand:

In 1998 Yamaha marketed a 1000cc four cylinder road bike called the YZF 'R1', this model

introduced a new style of gearbox design which shortened the overall length of the motor/gearbox

case, to allow a more compact unit. This, in turn allowed the motor to be placed in the frame further

forward, designed to improve handling in a short wheel-based frame. In 1995, Yamaha announced

the creation of Star Motorcycles, a new brand name for its cruiser series of motorcycles in the

American market. In other markets, Star motorcycles are still sold under the Yamaha brand. This

was an attempt to create a brand identity more closely aligned with the cruiser market segment, one

of the largest and most lucrative in the USA.

The 2000s: Expansion and Consolidation:

In 2007, Yamaha established the Philippine operations and distributes Yamaha motorcycles under

the corporate name of Yamaha Motor Philippines, Inc., one of more than 20 worldwide subsidiaries

operating on all continents.

YAMAHA PRODUCTS:

1) Yamaha Ray Z

2) Yamaha YZF R1M

3) Yamaha Saluto

4) Yamaha Fascino

5) Yamaha Crux

6) Yamaha Fazer

7) Yamaha FZ

8) Yamaha FZ1

9) Yamaha FZ16

10) Yamaha VMAX (etc)

G.ORGANISATIONAL STRECTURE OF INDUSTRY

CHAPTER -3

COMPANY PROFILE

TVS

GENERAL PROFILE

TVS motor company limited, the flagship company of TVS group is the third largest two

wheeler manufacturer in India. The company manufactures a wide range of two wheelers from

mopeds to racing inspired motor cycles. The company is having their manufacturing plants at

Hosur in Tamil Naidu, Mysore in Karnataka and Solan in Himachal Pradesh. They are also

having 1 unit located at Indonesia. Their subsidiaries include Sundharam Auto Components

Limited , TVS motor company (Europe ) BV , TVS motor ( Singapore ) Pvt Ltd , PT TVS

motor company , Indonesia , TVS energy limited and TVS housing limited . TVS motor

company limited is a part of Sundharam Clayton group in TVS group of companies. In the year

1979, Sundharam – Clayton limited started Moped division at hosur to manufacture TVS 50

mopeds.

In the year 1982 the company entered into a technical know – how and assistance agreement

with Suzuki motor company limited of Japan and in the year 1985, they incorporated a new

company Lakshmi auto components private limited for the manufacture of critical engines and

transmission parts . In the year 1986, The Company acquired the assets of the moped division

from sundharam Clayton limited. Also, the name of the company was changed from Indo

Suzuki Motor cycles limited to TVS Suzuki limited. In the year 1992, they launched two modes

of motorcycles namely Samurai and Shogun and in the year 1993 they launched TVS Scooter.

During 1999-2000, TVS Suzuki limited was amalgamated with Sundharam Auto Engineers Ltd,

an unlisted group company which was incorporated in the year 1992.

As per the scheme, all the assets and liabilities of erst while TVS Suzuki

limited together with all obligations and contingent liabilities were vested in Sundharam Auto

engineers (INDIA) limited with effect from April 22nd, 1999. This merged entity was later

renamed TVS Suzuki Limited .TVS group and Suzuki Motor Corporation parted ways from

their 15-year-old joint venture on September 27, 2001. The shares held by the Suzuki motor

corporation were acquired by ANUSHA investments limited, a wholly owned subsidiary of

Sundharam –Clayton limited for 9 crore. Thus,the company became a subsidiary of Sundharam

–Clayton limited with effect from November 15 , 2001. Since Suzuki Motor Corporation

ceased to be a share holder of the company, the company cannot use the word “Suzuki” as the

part of their name and hence the name of the company was changed to TVS motor company

limited. During the year 2002-2003, the new stylish TVS sooty pep and upgraded version of

Fiero was launched in the market. In April 1, 2003, the subsidiary company namely, Laksmi

Auto Components Limited acquired the entire paid up capital of Sundhram Auto components

limited. Consequently, Sundhram Auto components limited became a subsidiary company with

effect from April 1, 2003. In October 2003, the company entered into a scheme of arrangement

with Lakshmi Auto components limited and Sundharam Auto components limited. As per the

scheme, all the assets and liabilities of the rubber and plastic business of Lakshmi Auto

components Limited were transferred to Sundharam Auto companies limited on slump sale

basis on April 1, 2003 for the consideration of 12.25 crores. The remaining business of lakshmi

Auto components limited, namely engine components division together with the investments in

other bodies corporate was transferred to the company with effect from April 2, 2003

During the year 2003 to 2004, the company launched new product such as

TVS centera, New vector GL, Fiero F2 and FX and scooty pep. During the year 2004 to 2005,

they launched new products such as TVS STAR, NEW VICTOR GLX, NEW VICTOR GX,

and SCOOTY PEP SPLASH series. During the year 2005 to 2006, the company entered in to a

joint venture in Columbian party for exploring opportunities in Columbian market with an

equity investment of rupees Five Million. The company in cooperated TVS motor company

(Europe) B V in Netherlands as a wholly owned subsidy of the company with an investment of

rupees 91.63crore. During the year, TVS motor Singapore pvt. Ltd. Singapore became a wholly

owned subsidiary of the company with an investment of rupees 31.51crore. PT TVS motor

company Indonesia was in cooperated in Indonesia to manufacture motor cycles and parts with

an investment of USD 27.60 million and became subsidiary of the company (Europe) B V,

which holds 75% share capital. The remaining 25% was held by TVS motor Singapore pvt.ltd.

TVS motor company Indonesia has acquired lands in Indonesia for setting up a

facility for manufacturing two wheelers. During the year 2006 to 2007, the company has

established a new plant in Himachal Pradesh with an annual production capacity of 400000

units scalable to 600000 units. PT TVS motor company Indonesia a subsidiary of the company

establishes a manufacture facility at KARAWANG, near JAKARATA in Indonesia with

production capacity of 300000 vehicles per anum. During the year, the company launched

multiple new products and variants such as STAR CITY ES, STAR SPORT, SCOOTY TEENZ

and 99 colors on scooty pep. During year 2007 to 2008, the company commenced commercial

production from its nalagarh plant located in Himachal Pradesh. They commenced their

commercial production from their state- of – the art plant located at karawang in Indonesia and

launched TVS neo, which is exclusively developed for the Indonesian market.

During the year, the company launched various new products and variants such as

TVS FLAME, APACHE RTR, STAR CITY 110cc STAR SPORTS, SCOTY TEENZ Electric,

and TVS Tru 4 Oil. In March 2008, the company launched their 3 wheeler, TVS King in two

variants, namely two stroke petrol and two strokes LPG. The company won the team tech 2007

award of excellence for integrated use of advanced computer aided engineering technologies in

product development.

They also won the prestigious SAP ACE 2007 awards for costumer excellence in the

most innovative net weaver category for several SAPN implementations that are put in the

place. In June 2008, the company entered into a contract manufacturing arrangement with

Mahabharata motor manufacturing private limited where by TVS motor cycles will be

manufactured at the latter’s two wheeler manufacture facility i.e., located on the outskirts of

Kolkata . TVS would help Mahabharath motors to set up factory and provides engineering

support to them.

The production would commence from June 2009. During the year 2008-09, the

company launched Scotty Streak, a tough and trendy variant scooty pep plus and Apache RTR

RD, Premium segment motor cycle. Also, they launched their three wheeler, TVS scheme in 6

states. In June 2009, T V Sundharam Iyenger and sons limited and their subsidiary acquired the

holding of foreign collaborators, Clayton Demander holdings limited in Sundharam Clayton

limited. Thus Sundharam Clayton limited became a subsidiary of T V Sundharam Iyenger and

sons limited. Consequent to this acquisition; the company also became the subsidiary of TVS

with effect from June 3, 2009. During the year 2009-10, the company launched TVS JIVE and

TVS WEGO in the market. They also launched a four stroke with three wheeler superior

features. They commenced export of TVS Apache RTR to Brazil. Also, they developed a pan

INDIA presence in three wheeler. In December 2009 the company acquired the entire share

holding of TVS energy limited. Thus, TVS energy became a holly owned subsidiary of the

company. In June 2010, They acquired the entired paired up capital of TVS housing limited and

thus, TVS housing limited became a wholly owned a subsidiary of a company .

In October 2010 the companies own the SAP ACE Award for consumer excellence 2010 in

“Best Run Award in auto motive category.” They also won the silver EDGE award from

information week, a leading IT magazine for in housing design and development of data

acquisition system for improving shop floor productivity. Information week annually

recognized enterprises driving growth and excellence though IT. In November 2010 the

company launched TVS Tru 4 premium, semi-synthetic 4T engine oil. In Feb 2011, INDIAN

Bank signed an mou with the company for financing three wheeler manufactured by the

company.

In March 2011 the company introduced ABS (Anti-lock breaking system) in their premium

segment motor cycle TVS Apache RTR 180, giving the bike formidable stopping power and

superior breaking control that compliments its high performance capability.

Mission

we are committed to being a highly profitable, socially responsible, and leading manufacturer of

high value for money, environmentally friendly, lifetime personal transportation products under

the TVS brand, for customers predominantly in Asian markets and to provide fulfillment and

prosperity for employees, dealers and suppliers.

Vision Statement

Driven by the customer :

TVS Motor will be responsive to customer requirements consonant with its core competence

and profitability. TVS Motor will provide total customer satisfaction by giving the customer the

right product, at the right price, at the right time.

The Industry Leader :

TVS Motor will be one among the top two two-wheeler manufacturers in India and one among

the top five two-wheeler manufacturers in Asia.

Global overview :

TVS Motor will have profitable operations overseas especially in Asian markets, capitalizing on

the expertise developed in the areas of manufacturing, technology and marketing. The thrust

will be to achieve a significant share for international business in the total turnover.

At the cutting edge :

TVS Motor will hone and sustain its cutting edge of technology by constant benchmarking

against international leaders.

Committed to Total Quality:

TVS Motor is committed to achieving a self-reviewing organization in perpetuity by adopting

TQM as a way of life. TVS Motor believes in the importance of the process. People and

projects will be evaluated both by their end results and the process adopted.

The Human Factor:

TVS Motor believes that people make an organization and that its well-being is dependent on

the commitment and growth of its people. There will be a sustained effort through systematic

training and planning career growth to develop employee’s talents and enhance job satisfaction.

TVS Motor will create an enabling ambience where the maximum self-actualization of every

employee is achieved. TVS Motor will support and encourage the process of self-renewal in all

its employees and nurture their sense of self worth.

Responsible Corporate Citizen:

TVS Motor firmly believes in the integration of Safety, Health and Environmental aspects with

all business activities and ensures protection of employees and environment including

development of surrounding communities. TVS Motor strives for long-term relationships of

mutual trust and interdependence with its customers, employees, dealers and suppliers.

MILESTONES

1980: Great milestone in automobile history. Country’s first 2 seated 50 cc moped TVS 50

launched.

1984: First mover.TVS becomes the first Indian company to introduce 100cc indo-japanese

motorcycles.

1994: pioneer of mobility for women. Launched India’s first largest indigenous scooterrette

1996-97:

A) Bringing it green technology before it became a norm. Introduced India’s first catalytic converter

enabled motorcycle, the 110cc shogun.

B) Great drive .Greater speed. Launched India’s first 5 speed motorcycle, the Shaolin.

2000-01:

A. Hiking speed limits. Launched TVS Fiero, India’s first 150cc 4 stroke motorcycle.

B) Indigenous technology .launched TVS victor, 4-stroke 110ccmotorcycle India’s first fully

indigenously designed and manufactured motorcycle.

2002:

A) TVS becomes world’s first two wheeler company to win world’s most prestigious recognition in

total quality management – The Deming Award 2002.

B) TVS wins Technology award from minister of science ,Government of India for successful

commercialization of indigenous technology .

2004:

Setting bench marks in mileage .Launched TVS centra, a world class 4- stroke 100cc motorcycle

with the revolutionary VT-i Engines for the best-in-class mileage.

A) All terrain performance .Launches TVS star, a 100cc motorcycle ideal for rough terrain.

b) TVS wins TPM excellence Award from Japan institute of plant maintenance (JIPM).c) TVS

wins outstanding Design Excellence Awards for TVS Scotty pep.

2005-06:

a) Spreading its roots. TVS Launches its Indonesian plant.

b) Making a style management .Launches TVS Apache, this set the youth’s imagination on fire.

Apache went on to be the bike of the year for 2006, winning 2 prestigious awards.

2007:

a) Never before in Automobile history. TVS motor company rolls out seven new products

b) Yet another first. TVS launches its Himachal Pradesh plant at nalagarh.

2008:

a) Apache refresh with Rear Disk brakes Dec-2008.

b) TVS motor company bags two coveted IT Awards sep-2008 Sap ACE 2008 Awards and

2008 Symantec south Asia visionary Award.

c) Scotty pep+ launched with balancing wheels Aug-2008.

d) Scooty Wimbledon collection launched june-2008.

e) Apache RTR FI launched june-2008.

f) TVS Motor company launches the revolutionary 125cc FLAME Mar-2008.

g) TVS makes its foray into the three-wheeler market with TVS KING Mar-2008.

2009-11:

a) TVS unveils the Apache RTR 180 ABS.

b) Jive: The Auto – Clutch bike.

c) WEGO: First scooter with body balance technology.

2012-13:

TVS is India’s most trusted brand in the 2 wheeler category.

SOURCE: Economic times most trusted brands survey 2012.

a) TVS motor company launched its premium executive 125cc motorcycle, TVS phoenix.

b) TVS Jupiter launched on Sep 2013.

2014-15:

a) TVS motor company launched a bike in the popular computer segment, the TVS star City+.

b) TVS launched its all new premium computerized scooter, the TVS WEGO 110cc.

C) TVS launched its award winning scooter, the TVS scooty ZEST 110 with best in class features.

d) To celebrate the first year anniversary of the Jupiter, TVS launched the special edition of the

JUPITER with a new color, and additional features to be sold in limited numbers.

d) Launched all new phoenix 125cc.

HISTORY

TVS Motor Company Limited is the flagship company of TVS Group, the USD 2.2 billion group.

The Group is the third largest two-wheeler manufacturer in India and globally among the top ten,

with an annual turnover of overUS650million.

Currently, the group has more than 30 companies and employs over 40,000 people worldwide. With

steady growth, expansion and diversification, it commands a strong presence in the manufacturing of

two-wheelers, auto components and computer peripherals. They also have vibrant businesses in the

distribution of heavy commercial vehicles (HCV) passenger cars, finance and insurance.

1980 is the red letter year for TVS when India's first two-seater moped rolled out. It ushered in an

era of affordable personal transportation.

Globally, TVS Motor Company is the first two-wheeler manufacturer to be honored with the

hallmark of Japanese Quality - The Deming Prize for Total Quality Management.

OBJECTIVES OF THE STUDY

Primary Objective:  

To find out the factors behind the customer preference to TVS two wheelers

Secondary Objectives:  

To know the awareness about TVS vehicles among the vehicles users.

To find out the opinion of the respondents SHOWING TVS vehicles, like cost price, mileage,

and maintenance cost and gear opinion of their vehicles.

To study the importance criteria the consumer looks for the product performance.

To analyze the service rendered and level of consumer satisfaction through delivery process.

SWOT ANALYSIS

STRENGHTS:

Excellent R&D and wide variety of products in every segment.

Excellent distribution and good number of service centers.

TVS group has over 40,000 employees and a customer reaches over 15 million.

WEAKNESS:

Absence in the premium bike segment.

OPPORTUNITIES:

Two –wheeler segment is one of the most growing industries.

Export of bikes is limited.

THREATS:

Strong competition from India as well as international brands.

Dependence on government policies and rising fuel prices.

UNIQUE ACHIVEMENTS

TVS motor company is the only two-wheeler company in the world to be awarded the world’s

most prestigious and coveted recognition in total quality management.

Technology award 2002 from minister of science, government of India for the successful

commercialization of indigenous technology for TVS victor.

Asian network for quality award 2004-TVS Scotty pep won the prestigious ‘outstanding design

excellence award ‘from business world and national institute of design.

The ‘Good Advertising award by Auto India Best Brand Awards 2009.

TEAM TECH 2007 Award –TVS motor company bags TEAM Tech 2007 Award of excellence

for integrated use of computer aided engineering technologies.

1996-97:

Bringing it green technology before it became a norm. Introduced India’s first catalytic

converter enabled motorcycle, the 110cc shogun.

2002:

TVS becomes world’s first two wheeler company to win world’s most prestigious

recognition in total quality management – The Deming Award 2002.

TVS wins Technology award from minister of science, Government of India for

successful commercialization of indigenous technology.

2004:

TVS wins TPM excellence Award from Japan institute of plant maintenance (JIPM)

2005-06:

Spreading its roots. TVS Launches its Indonesian plant.

2007:

Never before in Automobile history. TVS motor company rolls out seven new products

yet another first. TVS launches its Himachal Pradesh plant at nalagarh.

2008:

TVS motor company bags two coveted IT Awards sep-2008 Sap ACE 2008 Awards and

2008 Symantec south Asia visionary Award.

2012-13:

TVS is India’s most trusted brand in the 2 wheeler category.

FUNCTIONAL PROFILE

PRODUCTION

COMPANY : TVS Motor Company Limited

HEADQUATERS : HOUSR, INDIA.

INDUSTRY : Automotive

PRODUCT AND SERVICES : Motor cycle, scooter, Mopeds, Three wheeler.

WEB SITE : www.tvsmotor.in

Manufacturing excellence:

The Management Philosophy is based on five pillars of TQM (total Quality Management )-

Management Commitment ,customer Focus Quality Cost ,Quality Systems and continuous

Improvement –which rests on the foundation of total Employment Involvement Program ,Daily

Management and Kaizen .

The Total Employment Involvement Program:

The Total Employment Involvement program ensure that responsibility for the company’s

performances is the share responsibility of employment at all levels .It provides the employment

with the opportunity to be involved in breakthrough activities and other improvement ,over and

above their daily routine .

Daily Work Management

Daily work management consist of defining and monitoring key processes ensuring that they meet

set targets ,detecting abnormalities and preventing their recurrence .TVS Motors encourage

continuous improvement in all aspects of work, using cross function teams (CFT) ,Supervisory

improvement Teams (SIT) Quality control circles (QCC)and suggestion schemes .

What about Kaizen?

The five pillars start with policy management, which is used to arrive at the annual breakthrough

objective, there are generally not more than three company objective, arrived at after a detailed

exercise, which are deployed and reviewed periodically

The company conduct an exhaustive rang of training programs, utilizing both in-house skills and

consultants from all over the world .the program are conducted for all employees, at all levels.

FINANCE

Finance departmen

t

Financers

Banks Financial instutions

Accountant

Treasurer & controller

PERSONAL

Building the best bikes in India

TVS Motor, the flagship company of the US$4 billion TVS Group, manufactures a wide range of

two-wheelers, from mopeds to racing-inspired motorcycles. The company operates four plants,

including three in India– located at Hosur and Mysore in southern India and in Himachal Pradesh in

northern India – and one in Indonesia. Its more than 7,000 employees help produce approximately

2.5 million units a year.

Committed to quality and leadership

Already an industry leader, TVS Motor has a vision of becoming one of the top 5 two-wheeler

manufacturers in Asia. As part of that drive, it is committed to total quality and to being responsive

to customer requirements and ensuring total customer satisfaction. The company leverages

technology as a way of honing and sustaining its leadership position and profitable standing. TVS

Motor has long used a range of SAP software to run its critical processes. But the company’s

managers were well aware that employees – busy performing a dizzying array of tasks – might not

be fully utilizing all of the features of the powerful SAP software at their disposal. Manual efforts

resulted in inefficiencies that led to thousands of unneeded hours of work being performed annually

– unnecessarily weighing down the company’s bottom line. Moreover, the IT group

Was only able to identify and resolve end-user issues after they became critical problems. Finding

this situation intolerable, the company information systems general manager engaged SAP

Enterprise Support services to identify ways to streamline its business processes and identify

bottlenecks Before they escalated into more serious issues.

MARKETING

TVS Motors is the third largest automobile manufacturer in India next to Hero Moto Corp and Bajaj

auto. TVS motors is belongs to TVS group which is $2 .2 billion. It is the first company to produce

indigenous moped and enter into 100 cc two wheeler markets with collaboration of Suzuki. The 19

year old relation with Suzuki was to engage in technology transfer and design suiting to Indian

market. In 2001, they had a strain in relationship in continuing the joint venture which led to a

separation.

Product:

TVS motors broad product categories include Domestic range, three wheelers, International

range .TVS motors is the only two wheeler automobile which has its penetration all consumer

segments. They have products like Apache ATR which caters to sports segment, TVS super XL to

rural, Scotty pep to young and dynamic women , Flame and Star City to working professional.

Hence their product category meets the needs from rural to urban life style. They also have their

presence in three wheeler segments. Recently they launched TVS Jive which is first clutch free bike.

Price:

TVS motor, a unit of TVS group is which is a 100 year old group is known for its strong values.

There pricing strategy varies according to product category and the consumer segment. The pricing

is often economical pricing with focus on quality and Indian pricing values and sentiments.

Place:

TVS motors have around 2000 country wide main dealer show rooms and service stations attached

to it. Manufacturing plants of TVS are located at Hosur, Mysore, Nalagarh and Karawang in

Indonesia. There are also sub dealers who are engaged in selling multiple brands in their show rooms

with proper agreements.

Promotions:

The promotional strategies involve placing brand ambassadors for each product specific to

geographic division (North India and South India) .Virat Kohli, Dhoni for North India, Actor Surya

and Trisha for south India .The promotional activities include dirt bike rally, MRF super cross

championship rally promotional events in Malls etc. TVS motors majorly concentrates on rural

markets.

CHAPTER-4

CONCEPTUAL PROFILE

THEORETICAL ASPECTS OF THE “CONCEPT”

Marketing mix is mainly of two types.

Product marketing mix: comprised of product, price, place and promotions. This marketing mix is used in case of tangible goods.

Service marketing mix: the service marketing mix has three future variables included which are people, physical evidence and process.

The term marketing mix was coined by NEIL BORDEN back in 1964 in his article “The concept of marketing mix”. Several strategy analysts over the years believe that the marketing mix can make or break the firm. Having the right marketing mix at the start of marketing plan is absolutely essential. Over time the concept marketing mix has proved a study platform for the launch of a new product or business.

As mentioned before, the marketing mix is characterized by four different but equally variables. The variables never constant may be changed over time. However, a change in of the variables may cause a change in all the other variables. The variables are as follows

Product:

The first thing u need, if u wants to start a business, is a product. Therefore the product is also the first variable in the marketing mix. Product sessions are the first decision you need take before making any marketing plan. A product can be divided into three parts. The core product, the Augmented product and the territory product. Before deciding on the product component there are questions which you need to ask you’re self

What products are selling?What would be the quality of your product?Which features are different from the market?What is the USP of the product?Whether the product will be branded as sub brand or completely new?What are the secondary products which can be sold along with the primary (warranty services)?

Based on these questions several product decisions have to be made. These product decisions will in turn affect the other variable of the marketing mix.

For example: you launch a car with is to have the highest quality. Does the pricing, promotions and placing would be altrateded accordingly. Thus as long as you don’t know your product you can’t decide any other variable of the marketing mix. However if the product features are not fitting in the marketing mix, you can’t alter that the product such that it find a place for itself in marketing mix.

Pricing: Pricing of the product depends on a lot of different variables and hence it is constantly updated. Major consideration in pricing is the coasting of product, the advertising and marketing expenses. Any price fluctuations in the market distributions coast etc. many of these factors can change separately. Thus the pricing has to be such that it can bear the brunt of the changes for a certain period of time. However, if all these variables change, then the pricing of the product has to be increased and decreased accordingly.

Along with the above factors, there are also other things which have to be taken in consideration when deciding on a pricing strategy. Competition can be best example. Similarly pricing also affects the targeting and position of a product. Pricing if used for sales promotions in the form of trade discounts. Thus based on these factors they are several pricing strategies, one of which is implemented for marketing mix

Place:

Place refers to the distributions channel of the product. If a product is a consumer product, it needs to the available as far and wide as possible. On the other hand, if the product is a premium consumer product, it will be available only in select stores. Similarly, if the product is a business product, you need a team whom interacts with business and makes the product available to them. Thus the pave where the product is distributed depends on the product and pricing decisions, as well as any STP decisions taken by a firm Distribution a huge affect on the profitability on the product considers a FMCG company which has national distribution for its product. Increases in petrol rates in 10 Rs will infect bring about drastic change in the profitability of the company. Thus supply change a logistics decisions are considered as very important costing decisions of the firm. The firm needs to have a full proof logistics and supply chain plan for its distribution.

Promotions:

Promotions in the marketing mix include the complete integrated marketing communications which in turn includes ATL and BTL advertising as well as sales promotions. Promotions are dependent a lot on the product and pricing decisions. What is the budget for marketing and advertising?

What stage is the product in? If the product is completely new in the market, its needs brand/product awareness promotions, where as if the product is already existing then it will need brand recall promotions.

Promotions also decide the segmentation targeting and positing of the product. The right kind of promotions affects all the other three variables. The product, price and place. If the promotions are effective, you might have to increase the distribution points, you might get to increase the price because of the rising brand equity of the product, and the profitability might support you in launching even more products. However, the budget required for extensive promotions is also high.Promotions are considered as marketing expenses and the same needs to be taken in consideration while deciding the cost of the product.

Thus as we see from the above diagram, all the four variables of marketing mix are inter related and affect each other. By increasing the pricing of the product, demand of the product might lessen, and lesser distribution points might be needed. On the other hand, the product USP can be such that maximum concentration is on creating brand awareness, thereby increasing need of better pricing and more promotions. Finally, the overall marketing mix can result in your customer base asking for some improvement in the product, and the same can be launched as the upgraded product.

The role of marketing mix in Strategy – Marketing mix plays a crucial role while deciding the strategy of an organization. It is the first step even when a marketing plan or a business plan is being made. This is because, your marketing mix decision will also affect segmentation, targeting and positioning decisions. Based on products, segmentation and targeting will be done. Based on the price, positioning can be decided. And these decisions will likely affect the place and promotion

decisions. Thus, the marketing mix strategy goes hand in hand with segmentation targeting and positioning.

The above four P’s of marketing give you an overall look at the product marketing mix. If your product is a service then there are 3 further P’s taken into consideration namely – people, physical evidence and process. For the same, you can refer the Service marketing mix.

The service marketing mix is also known as an extended marketing mix and is an integral part of a service blueprint design. The service marketing mix consists of 7 P’s as compared to the 4 P’s of a product marketing mix. Simply said, the service marketing mix assumes the service as a product itself. However it adds 3 more P’s which are required for optimum service delivery.

The product marketing mix consists of the 4 P’s which are Product, Pricing, Promotions and Placement. These are discussed in my article on product marketing mix – the 4 P’s.

The extended service marketing mix places 3 further P’s which include People, Process and Physical evidence. All of these factors are necessary for optimum service delivery. Let us discuss the same in further detail.

Product:

The product is a service marketing mix is intangible in nature. Like physical product such as a so or a detergent, service products cant be measured tourism industry or the education industry can be an excellent example at the same time service products are the heterogeneous, perishable and can’t be owned. The service product thus has to be designed with care. Generally service blue printing is done to define the service product. For example: a restaurant blue print will be prepared before establishing a restaurant business. This service blue print defines exactly hoe the product (in this case the restaurant) is going to be.

Place: Place in case of services determine where is the service product going to be located. The blast place to open up a petrol pump is on the highway or in the city. A place where there is minimum traffic is a wrong location to start a petrol pump. Similarly a software company will be better placed in a business hub with a lot of companies nearby rather than being placed in a town or rural area.

Promotions: promotions have become a critical factor in the service marketing mix. Services

are easy to be duplicated and hence it is generally the brand which sets a service apart from its counterpart. You will find a lot of banks and telecom companies promoting them rigorously. Why is that? It is because competitions in this service sector are generally high and promotions are necessary to survive. Thus banks, IT companies, and dotcoms place themselves above the rest by advertising or promotions.

Pricing:Pricing in case of services is rather more difficult than in case of products. If you were a restaurant owner, you can price. You can price people only for the food you are serving. But then who will pay for the nice ambience you have built up for your customers? Who will pay for the band you have for music? Thus these elements have to be taken into consideration while costing. Generally service pricing involves taking into consideration labor, material cost and overhead costs. By adding a profit marks up her your final service pricing. You can also read about pricing strategies.

Hence on we start towards the extended service marketing mix.

Process:

Service process is the way in which a service is delivered to the end customer. Let’s take the example of two very good companies – McDonalds and FedEx. Both the companies thrive on their quick service and the reason they can do that is their confidence on their processes. On top of it, the demand of these services is such that they have to deliver optimally without a loss in quality. Thus the process is such that they have to delivery optimally without a loss in quality. Thus the process of a service company in delivering its products is of utmost importance. It is also a critical component in the service blueprint, wherein before establishing the service, the company defines exactly what should be the process of the service product reaching the end customer.

People:

People are one of the elements of services marketing mix. People define a service. If you have an IT company, your software engineers define you. If you have a restaurant, your chef and services staff defines you. If you are into banking, employees in your branch and their behavior towards customers define you. In case of service marketing, people can make or break an organization. Thus many companies now a days are involved into specially getting their staff trained in interpersonal skills and customer service with a focus towards customer their staff is better than the rest. Definitely a USP in case of services.

Physical Evidence:

The last element in the service marketing mix is a very important element. As said before, services are intangible in nature. However, to create a better customer experience tangible elements are also delivered with the service. Take an example of a restaurant which has only chairs and tables and good seating arrangement and this also serves good food. Which one will you prefer? The one with the nice ambience. That’s physical evidence, several times; physical evidence is used as a differentiator in service marketing. Imagine a private hospital and a government hospital. A private hospital will have plush offices and well dressed staff. Same cannot be said for a government hospital. Thus physical evidence acts as a differentiator.

CHAPTER-5

DATA ANALYSIS &

INTERPRETATION

GENDER:

S.NO PARTICULARS PERCENTAGE

1 MALE 67

2 FEMALE 33

TOTAL 100

GENDER

MALE FEMALE

INTERPRETATION:

From the survey conducted on the above topic we can analyze that among the visitors 67% are males

and 33% are females

AGE GROUPS:

S.NO PARTICULARS PERCENTAGE

1 <25 42

2 26-40 29

3 41-60 18

4 >60 11

TOTAL 100

AGE GROUPS

<25 26-40 41-60 >60

INTERPRETATION:

From the above survey conducted we can analyze that the among the visitors below 25 years of age

are 42% and age group between 26-40 years are 29% , between 41-60 years of age are 18% and

above 60 years are 11%.

OCCUPATION:

S.NO PARTICULARS PERCENTAGE

1 STUDENT 42

2 EMPLOYEE 38

3 SELF EMPLOYED 20

TOTAL 100

OCCUPATION

STUDENT EMPLOYEE SELF EMPLOYED

INTERPRETATION:

From the above survey conducted we can analyze that among the visitors, students account to 42%,

employees account to 38% and self employed are 20%.

1. INCOME PER MONTH:

S.NO PARTICULARS PERCENTAGE

1 < 10,000 42

2 10,000-25,000 34

3 25,000-40,000 13

4 >40,000 11

TOTAL 100

INCOME

< 10,000 10,000-25,000 25,000-40,000 >40,000

INTERPRETATION:

For the above survey conducted, among the visitors the people whose income level as are

less than 10,000 are 42%, while those whose income levels are between 10,000-25,000 is

34%, between 25,000-40,000 are 13% and above 40,000 are 11%.

MARITAL STATUS:

S.NO PARTICULARS PERCENTAGE

1 MARRIED 39

2 UNMARRIED 61

TOTAL 100

MARITAL STATUS

MARREIED UNMARRIED

INTERPRETATION:

From the above survey conducted, we can analyze that among the visitors 39% of them are

married and 61% of them are unmarried.

TYPE OF VEHICLE:

S.NO PARTICULARS PERCENTAGE

1 MOPED 23

2 MOTOR CYCLE 21

3 SCOOTER 56

TOTAL 100

TYPE OF VEHICLE

MOPED MOTORCYCLE SCOOTER

INTERPRETATION:

From the above survey conducted we can analyze that the highest sale was for scooter with

56% and then moped with 23% and finally motor cycle 2with 21%

TYPES OF MOPED:

S.NO PARTICULARS PERCENTAGE

1 XL SUPER 7

2 XL HD 16

TOTAL 23

MOPED

XL SUPER XL HD

INTERPRETATION:

From the above survey conducted, the maximum amount of sales among the mopeds is XL

HD with 16% and XL SUPER with 7%.

TYPES OF MOTOR CYCLE:

S.NO PARTICULARS PERCENTAGE

1 PHONEIX 3

2 STAR CITY PLUS 7

3 SPORT 5

4 APACHE 6

TOTAL 21

MOTOR CYCLE

PHOENIX STAR CITY PLUS SPORT APACHE

INTERPRETATIONS:

From the above survey conducted, we can analyze that the maximum sale of motorcycles

among the different varieties are phoenix accounts to 3%, star city plus to 7%, sport with 5%

and apache with 6%.

TYPES OF SCOOTERS:

S.NO PARTICULARS PERCENTAGE

1 SCOOTY PEP 16

2 ZEST 6

3 WEGO 7

4 JUPITER 27

TOTAL 56

SCOOTY

PEP PLUS ZEST WEGO JUPITER

INTERPRERTATION:

From the above survey conducted, we can analyze that the maximum sales among the

various categories of scooty, scooty pep accounts to 16%, zest 6%, wego 7% and Jupiter to

27%.

MODE OF PURCHASE:

S.NO PARTICULARS PERCENTAGE

1 CASH 37

2 LOAN 31

3 CREDIT 28

4 HYPOTHEFECATION 4

TOTAL 100

MODE OF PURCHASE

CASH LOAN CREDIT HYPOTHEFECATION

INTERPRETATION:

From the above survey conducted, we can analyze that the maximum amount of purchase is

through cash and then with loan, next with credit and hypothefecation.

AWARENESS ABOUT THE PRODUCT:

S.NO PARTICULARS PERCENTAGE

1 ADVERTISING 28

2 BANNERS 17

3 BILLBOARDS 15

4 ACTIVITIES 29

5 REFERENCE GROUPS 11

TOTAL 100

AWARNESS

ADVERTISING BANNERS BILL BOARDSACTIVITIES REFERENCE GROUPS

INTERPRETATION:

From the above survey conducted, the maximum amount of awareness about the product is

through activities in the form of campaigning, seasonal activities etc., with 29%, next with

advertisements with 28%, banners with 17%, billboard with 15% and reference groups with

11%.

AVAILABILITY OF PRODUCTS:

S.NO PARTICULARS PERCENTAGE

1 YES 93

2 NO 7

TOTAL 100

AVAILABILITY

YES NO

INTERPRETATION:

From the above survey, we can analyze that there is good amount of awareness about the

product as it is successful in establishing various branches in rural areas as well.

But there are some places where the availability of products is not available.

ARE YOU SATISFIED WITH OUR EXECUTIVE PERFORMANCE?

S.NO PARTICULARS PERCENTAGE

1 EXCELLENT 11

2 GOOD 21

3 AVERAGE 38

4 POOR 30

TOTAL 100

EXECUTIVE PERFORMANCE

EXCELLENT GOOD AVERAGE POOR

INTERPRETATION:

From the above survey, we can analyze that the executive performance in the TVS is not up to the

mark because the visitors aren’t happy with the service provided as the way they approach the

customers is not satisfactory

DO YOU TEST DRIVE BEFORE PURCHASE?

S.NO PARTICULARS PERCENTAGE

1 YES 78

2 NO 22

TOTAL 100

DO YOU TEST DRIVE BEFORE PURCHASE

YES NO

INTERPRETATION:

From the above survey conducted, we can analyze that maximum visitor’s test drive the vehicle

before purchase.

REASON FOR THE PURCHASE OF VEHICLE:

S.NO PARTICULARS PERCENTAGE

1 BRAND 8

2 MILEAGE 43

3 PRICE 29

4 QUALITY 20

TOTAL 100

PURCHASE OF TVS VEHICLE

BRAND MILEAGE PRICE QUALITY

INTERPRETATION:

From the above survey conducted we can analyze that the maximum visitors are interested in

purchasing the vehicle due the mileage provided by it and TVS doesn’t have much brand

value. Then comes to price and quality to be the reasons for the purchase.

HAVE YOU EVER VISITED OUR COMPETITORS?

S.NO PARTICULARS PERCENTAGE

1 HERO 29

2 HONDA 34

3 BAJAJ 11

4 SUZUKI 15

5 YAMAHA 11

TOTAL 100

HAVE YOU EVER VISITED OUR COMPETITORS

HERO HONDA BAJAJ SUZUKI YAMAHA

INTERPRETATION:

TVS best competitors are hero, Honda and Suzuki. TVS faces a major threat from hero and Honda.

From the analyses we can state that highest amount is from Honda accounting from 34% next is hero

with 29% and next with Suzuki, Yamaha and apache.

ARE YOU READY TO BUY OUR PRODUCT?

S.NO PARTICULARS PERCENTAGE

1 YES 51

2 NO 49

TOTAL 100

ARE YOU READY TO BUY OUR PRODUCT

YES NO

INTERPRETATION:

Some are interested in buying the product and some are not interested why because TVS is not up to

the mark in servicing as well offers and reselling

REASONS NOT TO PURCHASE THE PRODUCT:

S.NO PARTICULARS PERCENTAGE

1 UNAVAILABILITY OF SPARE PARTS 12

2 IMPROPER SERVICE 14

3 CUSTOMER SATISFACTION 6

4 RESELLING VALUE 9

5 OFFERS /DISCOUNTS 8

TOTAL 49

REASONS NOT TO PURCHASE

SPARE PARTS NOT AVAILABLE IMPROPER SERVICE CUSTOMER SATISFACTIONRESELLING VALUE OFFERS/DISCOUNTS

INTERPRETATION:

From the above survey we can analyze that 51% of the visitors are interested to buy the vehicle and

the rest do not because of the following reasons like unavailability of spare parts , improper service

etc., being the major problems for not purchasing the vehicle.

These are the major factors influencing the visitors for not purchasing the product.

Some other factors which influence are customer satisfaction levels, reselling values and offers and

discounts.

DID TVS PROVIDE ANY OFFERS?

S.NO PARTICULARS PERCENTAGE

1 YES 61

2 NO 39

TOTAL 100

DID TVS GIVE YOU ANY OFFERS?

YES NO

INTERPRETATIONS:

From the above survey conducted, we can analyze that as there are no offers provided by the TVS

visitors are generally disappointed.

OVERALL PERFORMANCE OF THE VEHICLE:

S.NO PARTICULARS PERCENTAGE

1 1 STAR 13

2 2 STARS 21

3 3 STARS 38

4 4 STARS 18

5 5 STARS 10

TOTAL 100

OVERALL PERFORMANCE

1 STAR 2 STARS 3 STARS 4 STARS 5 STARS

INTERPREATION:

According to this survey the visitors are not very much satisfied with services of the TVS that the 5

star is very less by this we can know that the TVS is not very good as well very poor .

DO YOU WANT TO GIVE ANY SUGGESTIONS?

S.NO PARTICULARS PERCENTAGE

1 INCREASE MODELS 36

2 INCREASE QUALITY 23

3 LOWER PRICES 37

4 COLOURS 4

TOTAL 100

SUGGESTIONS

INCREASE MODELS INCREASE QUALITY LOWER PRICES COLOURS

INTERPRETATION:

Some of the suggestions given by the visitors are to increase models and different colors at low

Questionnaire:

1. NAME:

2. GENDER:

3. AGE:

4. OCCUPATION:

5. INCOME PERMONTH:

6. MARITAL STATUS:

7. MOBILE:

8. GMAIL:

9. WHICH TYPE OF VEHICLE DO YOU PREFER?

MOPED: XL SUPER XL HD

MOTORCYCLE: PHONEIX STAR CITY+ SPORT APACHE

SCOOTER: PEP+ ZEST WEGO JUPITER

10. STATE THE MODE OF PURCHASE?

CASH LOAN CREDIT HYPOTHEFECATION

11. HOW DO YOU AWARE OF YOUR PRODUCT?

ADVERTISING BANNERS BILLBOARDS ACTIVITIES

REFRENCE GROUPS

12. ARE OUR PRODUCTS AVAILABLE AT YOUR NEARBY MARKETS?

YES NO

13. ARE YOU SATISFIED WITH OUR EXECUTIVE PERFORMANCE?

EXCELLENT GOOD AVERAGE POOR

14. DO YOU HAVE TEST DRIVE BEFORE PURCHASING THE VEHICLE?

YES NO

15. REASON FOR PURCHASE OF TVS VEHICLE?

BRAND MILAGE PRICE QUALITY

16. HAVE YOU EVER VISITED OUR COMPETATOURS ……………………….

17. ARE YOU READY TO BUSY OUR PRODUCT?

YES NO

IF NO WHY, …………………………………….

18. DID TVS GIVE YOU ANY EXTRA OFFERS?

YES NO

19. GIVE RATING ON OUR OVERALL PERFORMANCE?

1 2 3 4

20. DO YOU WANT TO GIVE ANY SUGGESTIONS FOR OUR IMPORTANT

……………………………………………………

CHAPTER-6

SUMMARY

FINDINGS

SUGGESTIONS

SUMMARY

Marketing starts with the identification of a specific need of customers and ends with satisfaction of

that need. For easy understanding these activities are divided in 4 groups for products and groups for

services. These elements are product, price promotion, placement for products and three additional

elements for services are process, people and physical evidence. These are called elements of

marketing mix.

Promotion is one of the elements of marketing mix. Promotion decisions are taken simultaneously

with other decisions like finding target group, determining objectives, budgeting for promotion,

launching of new products, distribution etc.. Marketers are concerned with effective utilization of

promotion-mix to increase sales and market share. Methods of promotion include advertising

personal selling, publicity, sales promotion and packaging. Sales Promotion is the activity that aims

directly to influence buyers to buy products and increase sales. In

“Sales promotions include incentive offering and interest creating activities which are generally

short term marketing events other than advertising, personal

Selling, publicity and direct marketing. The purpose of sales promotion is to stimulate, motivate and

influence the purchase and other desired behavioral responses of the firm’s customers”.

TVS motors have a range of two-wheelers under all the categories and it is the only Indian two-

wheeler manufacturer that has a product line of moped to a premium segment bike. It manufactures

moped (XL Super/Heavy Duty) and scooterettes (pep+/Streak/zest/ Jupiter). The entry/economy

segment bikes are the Star duo (City/Sport/JIVE) while Flame is in the executive segment and

Apache RTR (160/Fi-160/180/ABS) in the premium segment. Their latest launch WEGO is a unisex

scooterette.TVS is also venturing in the three-wheeler market with King which was launched in

2008.

As per statistics launched by Society of Indian Automobile Manufacturers (SIAM, the passenger

car transactions in domestic market have surged to 145,905 units in January), 2011against the 2010

sales of 110,300 units. This indirectly refers to the 32.28% growth in the domestic car sales. In

January 2010 the total sales of automobiles grew to 1,114,156 units as compared to the previous

fiscal year's 768,698 unit's sales.

FINDINGS

It was found that 96% of respondents like to buy another TVS bike.

It was found that 97% of respondents are Male.

91% of respondents expecting the offers.

It was found that 82% of respondents like to recommend to other person this show room.

It was found that 73% of respondents satisfied their offers.

It was found that 60% of respondents take decision our self.

It was found that 49% of respondent’s education qualifications are UG.

It was found that 48% respondents said the overall GOPAL TVS performance is better.

It was found that 47% of respondents are 21 to30 age groups.

It was found that 45% of respondents are buying through the mode of bank loan.

It was found that 44% of respondents known GOPAL TVS show throws advertisement.

It was found that 42% of Respondents below5000 income level people.

It was found that 42% of respondent’s choice capacity is 42cc.

It was found that 40% of respondents choose the GOPAL TVS based on loan facilities.

It was found that 35% of respondents are employees.

It was found that 36% of respondents like APACHE.

It was found that 33% of respondents expecting the offers.

It was found that 32% of respondents expect gift offers.

It was found that 27% of respondents like green color.

It was found that 22% of respondents like to buy XL.

SUGGESTIONS

It is suggested that the concern should focus more on better and best customer service.

It t is suggested concern concentrate on providing longer warranty period.

It is suggested that concern is already having good name among the customer. So they try

sustaining this place.

It is suggested that concern concentrate more on offers.

It is suggested that media planner should understand consumer buying behavior.

It is suggested that concern provided a good customer service.

It is suggested that concern provided special offers and service to apache.

BIBLIOGRAPHY

BIBLIOGRAPHY

MARKETING MANAGEMENT-

-Dr. K. karunakaran

-Philip kotler

www.tvs motors

www.google .com