Customer Satisfaction

February 4th, 2023

South West Train – Customer Satisfaction

Table of contents

This report is commissioned to identify the changes in customers’ satisfaction with the facilities provided by South West Trains, to find out areas to be developed and ways to improve the areas. The survey draws attention to the fact that more than 50% of the passengers felt happy with the station atmosphere. Besides, except for the staff availability, the overall staff performance could satisfy many customers; however, customers on peak time journeys showed less satisfaction than those on off-peak journeys.

The report then evaluates these facts and concludes that the company could enhance the level of passengers’ satisfaction with facilities/services, car-parking facilities and staff availability by considering these following suggestions:

Upgrading unqualified facilities/services
Rationalising car-parking facilities
Improving staff quality and quantity

Introduction

This report is based on the National Passenger Survey which is conducted by Passenger Focus. 2,334 customers were polled between 28th January and 30th March 2012 on a 100-station scale.

By examining 35% of the returned questionnaires on the topic of customers’ satisfaction with South West Trains facilities, this report analyses the feedback of passengers in Spring 2012 and then compares with that in Spring 2011. It describes the passengers’ opinions and highlights how they have changed through the year. Customers’ satisfaction is ranked as:

satisfied or good
neither/nor
dissatisfied or poor

The satisfaction of customers is considered on the basis of the percentage of people who felt satisfied or good with station facilities during peek and off-peak hours.

Findings and analysis

The findings from passengers’ satisfaction with South West Trains facilities are categorised into three main sectors which are station atmosphere, staff performance and physical facilities.

Satisfaction with station atmosphere

Overall, more than a half of the passengers found the station atmosphere satisfactory. However, the fulfilment of passengers’ demands sharply decreased compared to Spring 2011. Satisfaction with overall environment at peak hours suffered a downturn change through a year, decreasing remarkably from 64% to 54%.

At the same time, the numbers of customers satisfied with cleanliness and personal security considerably fell by 3%. On the other hand, the passengers’ satisfaction in off-peak times was rather stable, since it either stayed the same or slightly increased by 1%.

Satisfaction with staff performance

When it comes to staff performance, not many customers expressed satisfaction with staff availability, especially in peak times with 46% satisfied.

Nevertheless, chart 3.2 indicates positive feedback from passengers in terms of the attitudes and helpfulness of the staff and the way requests to staff were handled. Although the number of customers pleased with the attitudes and helpfulness of staff at peak hours noticeably dropped, the overall satisfaction of passengers did grow. Specifically, the average percentage of satisfied people was about 65% in 2011 and 68% in 2012. Another striking point is that how station staff handling passengers’ requests during peak hours significantly improved with 91% satisfied (75% in Spring 2011).

As regards the station physical facilities, while the change in customers’ feedback in off-peak times after a year seemed to be positive, it is quite obvious that the percentage of satisfied customers in peak times considerably declined. In detail, table 3. 3 below shows that apart from a marginal improvement in provision of information about train times and platforms, the other sectors suffered a sharp reduction in the proportion of people feeling satisfied. The facilities/services and facilities for car parking proved to be least fulfilled since the numbers of satisfied passengers dramatically diminished by 13% and 12% respectively.

Conclusions

The above analysis indicates that South West Trains got positive feedback from customers as most of the listed aspects were assessed to be good by more than half of the passengers. Nevertheless, passengers seemed to feel more pleased while travelling in off-peak times than in peak times. Hence, it can be concluded that the facilities and services that the stations provided could not satisfy a large number of customers simultaneously. Furthermore, it should be noted that there were several sectors that witnessed the lack of customers’ satisfaction such as: 1. Facilities and services.

Availability of staff Consequently, in order to fulfill the increasing demands of customers, South West Trains should take proper actions to upgrade the quality of such sectors in particular and the station facilities and services in general.

Recommendations

South West Trains could enhance the level of customers’ satisfaction by applying the three following measures: 1. Upgrading unqualified facilities and services by carrying out specific surveys to find out the demands and expectations of customers towards stations’ facilities and services so as to recognise issues, solve problems and increase the level of satisfaction.

Rationalising car-parking facilities by applying new fee charging policy (e. g. offering discount during off-peak times). In addition, South West Trains could increase parking capacity for customers by working with local authorities to expand parking zone, encouraging employees to use alternative transportation or to park in peripheral lots. 3. Improving staff quality and quantity by offering staff a range of essential training programmes and recruiting more employees. Besides, basing on performance observations, the company should retrain staff whose performances were below certain standards.

February 4th, 2023

Quality Improvement

Using the notion of correct process management can definitely influence the business operation of a company. Primarily, a single process in the manufacturing sector can predict whether quality can be achieved on products or services offered to the end consumers. That is why it is very important to monitor the quality process of each segment within an organization.

The company in reference for process management is Wet Seal. The business is involved in the garments sector and in the distribution of apparel products for retailing and wholesaling. In line with this, the process to be analyzed is the Quality Control maintenance procedure. Primarily, this department is involved in making sure that the products meet the standards imposed by the company to designate customer satisfaction principles (Tech Target, 2006). Even though the main objective of the office is to induce customer satisfaction, the procedures do not have a formal platform which can be followed by all quality check personnel. In line wit this dilemma, an improvement in re-structuring the quality analysis program is needed.

The first main process in the Quality Control (QC) department is to obtain the apparel products from the distribution department which must acquire products from different distributors. Since the products are all mixed up, the first task of the Q.C. team is to segregate the merchandises according to brand. This makes it easier to identify the distributor which could have delivered sub-standard items. The next procedure is to assign the items to divided teams within the department. Say for example team “A’ is assigned to Brand “A”, team B is assigned to Brand “B” and so on.

This makes sure that each item from specific manufacturers is catered for quality check. On a team level, each of the members of the team will be distributed with at least 50 pieces of clothing styles. Each of the personnel will then conduct a thorough evaluation of each of the products’ integrity. Some of the most important aspects are identified in terms of seam strength, type of cloth material used, color saturation, and possible runs within the cloth. Once a piece of apparel is identified to be of good quality, it will then be marked with a sticker of approval.

To have an illustrative identification of the proposed process, a diagram is provided below:

Distribution Dept. à Quality Control Dept à Team Assignment (By brand) à

End User ß Runs Check ß Color Check ß Material Check ß Seam Strength

If the strategic plan of the company is to be considered, the process involved within the Quality Check segment may have the most influential impact. This is so because primarily, the only investment that Wet Seal is involved with is the distributorship of the prodders to local market dealers. Because of such a case, it is directly involved on how each of its partner dealers will perform. Mainly, the process of quality check integrates the notion of good investment value and customer satisfaction. For example, if the QC team was able to identify defective products or those that do not meet quality levels set by the company, Wet Seal can then send back the items to the manufacturers for possible replacements of refunds.

This can save the business lots of money since it will be able to prevent the distribution of defective items from reaching the base market. Therefore it can save at least half of the chain process of sending the items back from the end-user to the manufacturer since Wet Seal stands as a “middleman”. On the aspect of passive profitability, if the processes in the Quality Department was able to send only items attuned to the demands of the consumers, then quality will result to greater customer confidence which in the long run can become a source of continuous market purchases. Of course, consumer satisfaction has a direct link to market performance (Hampshire, 2003).

When it comes to procedure effect to the customers, the processes in the Quality Department affects both internal and external clients. Basically, internal clients are identified to be that of entities which have long been partners of Wet Seal in apparel distributorship. In some notions, external customers can also affect the satisfaction of internal customers depending on the business arrangement (Lewis, 2008).

The main effects of quality assurance factors can be realized by being able to strengthen the bonds of business between a dealer and semi-distributor units. On the other hand, external customers can also benefit in the processes of quality checks since these newly established partners of Wet Seal will get a first hand experience of what the company can actually offer. There will be fewer chances for them to be involved in problematic business schemes since the quality assurance principles are already established

By the time all the members of the organization become aware of the improvement in the quality check procedures, Wet Seal can then delegate an approach to use a Quality Management Tool to see whether there is an effect (be it negative or positive) of doing the improvements within the department concerned. The most appropriate tool for measuring success is by conducting a survey study which will generate raw data for analysis. Wet Seal can invest a little more to study the direct patterns of consumers based on the supposedly “quality” items that have passed the Quality Check department. Dealers can be used to become channels in getting direct responses from their respective customers.

A carefully structured satisfaction survey can provide enormous info for the company’s decision-making capabilities (Welsh Assembly Government). On the other hand, a time-framed monitoring process can also be used to see whether the personnel are actually doing the right checking procedures of the products. Upon completing the data representing the consumer satisfaction ratings, amount of check errors and overall experience of the company, a statistical tool can then be used to analyze whether there was an actual progress in profitability after the improvement was made.

Since statistical analysis scan provide a certain number level of correlation, what Wet Seal can do is to utilize the data to see whether the initiative for improvement directly relates to that of the company’s metrics. An opportunity to ratify the main quality check process is also possible if the main errors are identified in it as according to the surveyed data values.

It would be good to at least estimate the level of improvement on profit margins based on the ratification of the Quality Control processes. One thing which can be realized is that a reduction of distributing defective products to the open market may increase sales values. Of course, it wouldn’t be feasible to provide a certain percentage value but most probably, customer satisfaction equates to greater credibility effects towards the products.

Identifying the weakness of a process in business can greatly affect the overall productivity of the company. Since each procedure influences the totality of the organization’s management style, it would only be appropriate to find problematic units of the company to help it resolve posing dilemmas and maintain the stability of the operation. In line with using the principle of Quality Management, an organization can be relieved from the potential experience of encountering market problems.

References

Hampshire, S. 2003. Customer satisfaction, loyalty and profit – understanding the links. Customer Focus Consulting. Retrieved January 26, 2008 from http://www.customerfocusconsult.com/articles/articles_template.asp?ID=3.

Tech Target. 2006. Quality Assurance. Tech Target-The IT Media Experts. Retrieved January 26, 2008 from http://searchsoftwarequality.techtarget.com/definition/quality-assurance.

February 3rd, 2023

Thesis Customer Satisfaction

CHAPTER II Review of Related Literature This chapter presents the literature related to this study. This will be conducted with the assessment of related literature to show the relevance of the literature to the study. RELATED LITERATURE Customer satisfaction is the most fundamental requirement for being in business. Therefore, every organization should plan the right strategies for dealing with customers, communicating with them, providing pleasant services and retaining them forever with specially chosen customer contact employees, all leading to their delight.

Since most of the quality problems arise due to misunderstood requirements, it is essential to take steps to correctly understand, both the stated and implied requirements of the customers. The organization should not only fulfill the contracted requirements, but also make it appoint to provide unanticipated additional services to delight the customers and retaining them forever. The most important point is that organizations should provide COMFORT to the customers while serving them. Thus, the business should be oriented towards satisfying customers. (Subburaj Ramasamy; TQM-Int’l Edition 2012)

Customer satisfaction is the state of mind that customers have about a company when their expectations have been met or exceeded over the lifetime of the product or service. The achievement of customer satisfaction leads to company loyalty and product repurchase. Customer satisfaction measurement must be undertaken with an understanding of the gap between customer expectations and attribute performance perceptions. Clearly defining and understanding customer satisfaction can help any company identify opportunities for product and service innovation and serve as the basis for performance appraisal and reward systems. Kevin Cacioppo; Measuring and Managing Customer Satisfaction) Customer satisfaction has been a popular topic in marketing practice and academic research since Cardozo’s (1965) initial study of customer effort, expectations and satisfaction. Despite many attempts to measure and explain customer satisfaction, there still does not appear to be a consensus regarding its definition (Giese and Cote, 2000). Customer satisfaction is typically defined as a post consumption evaluative judgement concerning a specific product or service (Gundersen, Heide and Olsson, 1996).

It is the result of an evaluative process that contrasts prepurchase expectations with perceptions of performance during and after the consumption experience (Oliver, 1980). The most widely accepted conceptualization of the customer satisfaction concept is the expectancy disconfirmation theory (Barsky, 1992; Oh and Parks, 1997; McQuitty, Finn and Wiley, 2000). The theory was developed by Oliver (1980), who proposed that satisfaction level is a result of the difference between expected and perceived performance. Satisfaction (positive disconfirmation) occurs when product or service is better than expected.

On the other hand, a performance worse than expected results with dissatisfaction (negative disconfirmation). Studies show that customer satisfaction may have direct and indirect impact on business results. Anderson et al. (1994), Yeung et al. (2002), and Luo and Homburg (2007) concluded that customer satisfaction positively affects business profitability. The majority of studies have investigated the relationship with customer behaviour patterns (Soderlund, 1998; Kandampully and Suhartanto, 2000; Dimitriades, 2006; Olorunniwo et al. 2006; Chi and Qu, 2008; Faullant et al. , 2008). According to these findings, customer satisfaction increases customer loyalty, influences repurchase intentions and leads to positive word-of-mouth. Given the vital role of customer satisfaction, it is not surprising that a variety of research has been devoted to investigating the determinants of satisfaction (Churchill and Surprenant, 1982; Oliver, 1980; Barsky, 1995; Zeithaml and Bitner, 2003). Satisfaction can be determined by subjective (e. g. customer needs, emotions) and objective factors (e. . product and service features). Applying to the hospitality industry, there have been numerous studies that examine attributes that travellers may find important regarding customer satisfaction. Atkinson (1988) found out that cleanliness, security, value for money and courtesy of staff determine customer satisfaction. Knutson (1988) revealed that room cleanliness and comfort, convenience of location, prompt service, safety and security, and friendliness of employees are important. Barsky and Labagh (1992) stated that employee attitude, location nd rooms are likely to influence travellers’ satisfaction. A study conducted by Akan (1995) showed that the main determinants of hotel guest satisfaction are the behaviour of employees, cleanliness and timeliness. Choi and Chu (2001) concluded that staff quality, room qualities and value are the top three hotel factors that determine travellers’ satisfaction. Providing services those customers prefer is a starting point for providing customer satisfaction. A relatively easy way to determine what services customer prefers is simply to ask them.

According to Gilbert and Horsnell (1998), and Su (2004), guest comment cards (GCCs) are most commonly used for determining hotel guest satisfaction. GCCs are usually distributed in hotel rooms, at the reception desk or in some other visible place. However, studies reveal that numerous hotel chains use guest satisfaction evaluating methods based on inadequate practices to make important and complex managerial decisions (Barsky, 1992; Barsky and Huxley, 1992; Jones and Ioannou, 1993, Gilbert and Horsnell, 1998; Su, 2004).

The most commonly made faults can be divided into three main areas, namely, quality of the sample, design of the GCCs, and data collection and analysis (Gilbert and Horsnell, 1998). In order to improve the validity of hotel guest satisfaction measurement practice, Barsky and Huxley (1992) proposed a new sampling procedure that is a „quality sample“. It reduces nonresponse bias by offering incentives for completing the questionnaires. The components of their questionnaire are based on disconfirmation paradigm and expectancy-value theory.

In this manner, guests can indicate whether service was above or below their expectations and whether they considered a particular service important or not. Furthermore, Gilbert and Horsnell (1998) developed a list of criteria for GCC content analysis, which is adopted in this study as well. Schall (2003) discusses the issues of question clarity, scaling, validity, survey timing, question order and sample size. Customers’ requirements for satisfaction are difficult to comprehend. They have different preference when it comes to availing services from providers.

Same with hospitality industry – for establishments like Bayleaf hotel of Intramuros there’s a lot of effort to make, creative thinking and strategy to stay in the competition. To be the only hotel in Intramuros, a great expectation among visitors is always present. Unless an organization evolves specific methods for measuring customer satisfaction and quantify the results, it may be difficult to say whether the customers are satisfied or not; whether customer satisfaction is improving or not it also vey essentials to measure customer satisfaction so as to stay ahead of competition.

Each business unit has to conduct its business in such a way that it is able to achieve more customer satisfaction than its competitors at all times. Therefore, to face and win the competition, every organization should continue to improve their products and services and attain higher levels of customer satisfaction. Regarding on customer satisfaction, the following statement could indicate that the establishment has a lot of services to offer. Statement of the experienced customers will prove that Bayleaf Hotel can stand in a competition as a boutique hotel yet can provide 5-star experience to its valued customers.

According to Dr. Deo Baraan the owner of the website (thegrandeurtraveler. com) “If you are looking for a new hotel that will show you Manila’s rich history, lost magic and inimitable views, nothing would be more perfect than the Bayleaf Hotel. ” In addition to what he says, “Everyone can now have a taste of an upscale accommodation in the heart of Manila’s historic district”. When it comes to money issues, Vic Nair of Kuala Lumpur (tripadvisory. com) stated “Bayleaf is a great hotel with value for money.

Excellent service from their young staff members. ” Another statement that we got from redheelsinthecity (tripadvisory. com) “Manila, in general, is a busy, polluted and messy city. Finding a place like this is close to impossible. 9 spoons restaurant has the best food and ambiance. However what I love about the place is the Sky Deck View Bar. Especially on a cold night, having a beer absolutely scratches your stress away. Not to mention you get even more amazed by the view around, very conducive for unwinding.

The place can immensely cater a good service especially for occasions. Most of all, it stands in the heart of the old city called Intramuros, which I think is the best location in manila. Service of the staff and management is impeccably wonderful and impressive. “ It is certainly not easy, at least to start with, to compute indices for customer satisfaction. It requires innovative people, a determined management and additional efforts by the organization for this purpose. This will pay for more than itself in the ultimate analysis.

Therefore, the chief executive of the organization should be committed and persuasive in measuring customer satisfaction in the interest of the organization and provide resources for this task. A feedback or a complaint criticizing the organization should be taken as a blessing in disguise and in the right spirit. If there is no direct feedback or complaint, then the organization should look for other ways for finding out the same, since feedback is one of the most important triggers for improvement.

If complaints are made, the organization should seriously make efforts to see that the complaints are result to the satisfaction of the customers. (Subburaj Ramasamy; 2012) According to Ms. Glenda G. one of the experienced customer of the Bayleaf Hotel “We booked ; paid the rooms 6 months ago ; requested a queen beds but we got 2 twin separate beds, it’s also a terrible service at the roof top restaurant they’re so slow in accommodating. We even said give us a wash cloth will clean the tables” Another experienced customer (tripadvisory. om) WWWorkes of Vilnius state that “All in all, this is a clean, comfortable hotel in a great location – but don’t expect to be able to spend any amount of time relaxing in it – it has little to offer and generally doesn’t meet its potential” VIP on Bangkok also commented on the website regarding in his experience on the hotel – “I like its surrounding and location, but ventilation need improvement to get rid of damp smell in the room. Towels smell too strong chemical” Every complaint should lead to determine efforts by the organization to make improvements so as the result in non-reoccurrence of such complaints in the future.

In short, the service provider should have a system to solicit feedbacks and complaints, deal with them dispassionately, rectify the defects immediately, compensate where not possible to rectify and analyze such mistakes to find out measures for their non- reoccurrence and implement the measures strictly. The above is also known as complaint recovery process. Every organization should have a well-defined process and procedure for getting feedback and receiving complaints from the customers and use every complaint as an instrument for improvements. SYNTHESIS

Chapter 2 is about the review of related literature; it is about the purpose of the review to analyze critically a segment of a published book of knowledge through summary, classification and comparison of prior research studies, reviews of literature, and theoretical articles. We have the foreign and local literature. In foreign literature we based on the research book. What we had is the article of Subburaj Ramasamy, Kevin Cacioppo, Cardozo’s (1965), Giese and Cote, (2000), Gundersen, Heide and Olsson, (1996), Oliver, (1980), Anderson et al. (1994), Yeung et al. 2002), and Luo and Homburg (2007), Barsky, 1992; Oh and Parks, 1997; McQuitty, Finn and Wiley, 2000, Soderlund, 1998; Kandampully and Suhartanto, 2000; Dimitriades, 2006; Olorunniwo et al. , 2006; Chi and Qu, 2008; Faullant et al. , 2008, Churchill and Surprenant, 1982; Oliver, 1980; Barsky, 1995; Zeithaml and Bitner, 2003), Atkinson (1988), Knutson (1988), Barsky and Labagh (1992), Akan (1995), Choi and Chu (2001),Gilbert and Horsnell (1998), and Su (2004), and those books associates some knowledge and ideas regarding customer satisfaction and hospitality industry.

For instance we also got statements from foreign customers who had an experience in staying at Bayleaf Hotel namely; Redheelsinthecity, WWWorkers, and VIP on Bangkok. For local literature we have Ms. Glenda G. and Dr. Deo Baraan, who experienced Bayleaf Hotel as well. Therefore, the purpose of this review is to analyze critically a segment of a published body of knowledge through these articles. INPUT: Bayleaf Hotel, Intramuros as the focus of the study and as a new hotel caters to satisfy tourists within and outside Intramuros.

CONCEPTUAL FRAMEWORK PROCESS: * Surveying through questionaires * Interview OUTPUT: Determine the level of customer satisfaction in Bayleaf Hotel and competitiveness of the establishment. The conceptual framework above shows that the input in Bayleaf Hotel, Intramuros as the focus of the study and as a new hotel caters to satisfy tourists within and outside Intramuros. The process of the study is done by giving survey through questionnaire and conducting interview to determine the level of customer satisfaction and competitiveness of Bayleaf Hotel.

February 3rd, 2023

Customer Satisfaction of Hero Motocorp

PART 1 TOPICS * INDUSTRY OF AUTOMOBILE * HISTORY OF BIKE ————————————————- THE AUTOMOBILE INDUSTRY THE AUTOMOBILE INDUSTRY INDUSTRY PROFILE INTRODUCTION Industry Profile The market of two wheelers is very wide and because of technology, new products (two- wheeler) with new features are introduced day by day. The level of competition is also very high in two wheeler market. So, because of this competition the companies have to invest much more in research area for survival and success. The invention of the first two-wheeler is a much-discussable issue. “WHO invented the first motorcycle? this seems like a simple question, but the answer is quite complicated. Two-wheelers originated from the “safety” bicycle that is the bicycles with front and rear wheels of the same size with a pedal crank mechanism to drive the rear wheel. Those bicycles, in turn origin from high-wheel bicycles. The high-wheelers origin from an early type of pushbike, without pedals, propelled by the rider’s feet pushing against the ground. These appeared around 1800, used iron-banded wagon wheels, and were called “bone-crushers,” both for their jarring ride, and their tendency to toss their riders The First Motorcycle

We are going to begin by looking at the first bikes. They didn’t work very well and they were not very fast but moved with being drawn by a horse or being pedalled. When you look at a motorcycle today, have you ever thought what the old bikes were like? Were they easy to ride? How fast did they go? Were they comfortable? To answer all these questions, we have got to go quite a long way back say about 100 years. The world was very different in those days and there must have been a feeling of great excitement.

There was a great interest in science and engineering and almost every week, some fantastic new invention appeared. First there were gaslights and then electricity and new cures for many kinds of illnesses were always being announced this was period when people started thinking about how to travel quickly and safely. Before cars and bikes, the quickest mode of travelling was steam trains. And if there was a near to where you wanted to go then the next best thing was a stagecoach or paddle streamer. No one, except the very rich, could get from their own house to where they were going very quickly.

Then in 1885, a German called Gottlieb Daimler made a small engine, which ran on a kind of petrol. It wasn’t a very good engine but it just worked. Daimler fitted the engine to a cycle type frame, which exactly had one wheel at the front and two wheels at the rear. In the following year, another German, Wilhelm Maybach rode the Daimler bike for a few meters- something which everyone thought was very brave. At last, a way of moving people directly from one place to another had been invented. Not everybody thought that this was a good idea.

In England there was a law, which said that no vehicle powered by an engine could go faster than 4mph which is about as fast a s you walk. Many of the people were afraid and urged that the bike should be banned. But in 1896 an act was passed that bikes can travel 12mph speed-, which is considered to be a fantastic speed. At the same time, a French engineer called De Dion made the first real good engine for motorcycle and soon everyone was having a try at making complete machine. And this was the turning point where bike started getting its actual look many ideas poured in and were given shapes also.

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The British Bikes: Today we won’t see many British bikes on the road but most of the older bikes were make in Great Britain, which had its name and fame. Now we see very few of British Bikes. What went wrong? In 1900, bikes were not very good. They were hard to start, they had poor brakes and did not have much power but everyone thought they were marvellous. For the first time, person could have his own individual way of getting about. He had personal transport, which he could use the moment he wanted to. Above all else, these first motorcyclists felt the sense of freedom, which a bike gave them.

The motorcycle manufacturers felt the same excitement. New designs appeared almost every day. Some were excellent and others silly but each factory learnt from others and bikes got better and better in just a few years. Then the First World War came in 1914, and the whole world changed. Bikes made in this first period, from 1885 until the end of 1914 are called veterans and the riders who are reliving how the first motorcyclists rode are still using many today. When the war came, the bikes went with the army. The fastest way to carry an urgent message was to send through a good rider on a bike.

Here again a bike had a turning point and during this period bikes got opportunity to claim its stake in the market. It was considered to be best mode of travelling from remote area to urban and from plains to rough terrain. Where a horse rider could not think of moving, their bikes were able to do so. Moreover, a horse rider and horse would take rest after certain interval of travelling, the bikes did not require since it was machine. The History of the automobile actually began about 4,000 years ago when the first wheel was used for transportation in India.

Several Italians recorded designs for wind-driven vehicles. The first was Guido da Vigevano in 1335. It was a windmill-type drive to gears and thus to wheels. Vaturio designed a similar vehicle that was also never built. Later Leonardo da Vinci designed clockwork-driven tricycle with tiller steering and a differential mechanism between the rear wheels. In the early 15th century, the Portuguese arrived in China and the interaction of two cultures led to a variety of new technologies, including the creation of a wheel that turned under its own power.

By the 1600s, small steam-powered engine models were developed, but it was another century before a full-sized engine-powered vehicle was created. A Catholic priest named Father Ferdinan Verbiest is credited to have built a steam-powered vehicle for the Chinese Emperor Chien Lung in about 1678. There is no information about the vehicle, only the event. Since James Watt didn’t invent the steam engine until 1705, we can guess that this was possibly a model vehicle powered by a mechanism like Hero’s steam engine-a-spinning wheel with jets on the periphery.

Although by the mid-15th century the idea of a self-propelled vehicle had been put into practice with the development of experimental vehicles powered by means of springs, clockworks, and the wind, Nicolas-Joseph Cugnot of France is considered to have built the first true automobile in 1769. Designed by Cugnot and constructed by M. Brezin, it is also the first vehicle to move under its own power for which there is a record. Cugnot’s three-wheeled steam-powered vehicle carried four persons and was meant to move artillery pieces.

It had a top speed of a little more than 3. 2 km/h (2 mph) and had to stop every 20 minutes to build up a fresh steam. Evans was the first American who obtained a patent for “a self-propelled carriage. ” He, in fact, attempted to create a two-in-one combination of a steam wagon and a flat-bottomed boat, which didn’t receive any attention in those days. During the 1830’s, the steam vehicle had made great advances. But stiff competition from railway companies and crude legislations in Britain forced the poor steam vehicle gradually out of use on roads.

Carl Benz and Gottlieb Daimler, both Germans, share the credit of changing the transport habits of the world, for their efforts laid the foundation of the great motor industry, as we know it today. First, Carl Benz invented the petrol engine in 1885 and a year later Daimler made a car driven by motor of his own design and the rest is history. Daimler’s engine proved to be a great success mainly because of its less weight that could deliver 1000rpm and needed only very small and light vehicles to carry them.

France too had joined the motoring scenario by 1890 when two Frenchmen Panhard and Levassor began producing vehicles powered by Daimler engine, and Daimler himself, possessed by the automobile spirit, went on adding new features to his engine. He built the first V-Twin engine with a glowing platinum tube to explode the cylinder gas-the very earliest form of sparking plug. Charles Duryea built a motor carriage in America with petrol engine in 1892, followed by Elwood Haynes in 1894, thus paving the way for motorcars in that country.

For many years after the introduction of automobiles, three kinds of power sources were in common use: steam engines, gasoline or petrol engines, and electric motors. In 1900, over 2,300 automobiles were registered in New York, Boston, Massachusetts, and Chicago. Of these, 1,170 were steam cars, 800 were electric cars, and only 400 were gasoline cars. In ten years from the invention of the petrol engine, the motorcar had evolved itself into amazing designs and shapes. By 1898, there were 50 automobile-manufacturing companies in the United States, a number that rose to 241 by 1908.

In that year, Henry Ford revolutionized the manufacture of automobiles with his assembly-line style of production and brought out the Model T, a car that was inexpensive, versatile, and easy to maintain. Herbert Austin and William Morris, two different carmakers, introduced mass production methods of assembly in the UK, thus paving the way for a revolution in the automobile industry. Austin Seven was the world’s first practical four-seater ‘baby car’ which brought the pleasures of motoring to many thousands of people who could not buy a larger, more expensive car.

Even the ‘bull-nose’ Morris with front mounted engine became the well-loved model and one of the most popular cars in the 1920s. Automobile manufacturers in the 1930s and 1940s refined and improved on the principles of Ford and other pioneers. Cars were generally large, and many were still extremely expensive and luxurious; many of the most collectible cars date from this time. The increased affluence of the United States after World War II led to the development of large, petrol-consuming vehicles, while most companies in Europe made smaller, more fuel-efficient cars.

Edward Butler, an Englishman, built the first motor tricycle in 1884. The first gasoline-engine motorcycle to appear publicly was built by Gottlieb Daimler, of Bad Cannstatt, Germany, in 1885. Gottlieb Daimler, who later teamed up with Karl Benz to form the Daimler-Benz Corporation is credited with building the first motorcycle in 1885, one wheel in the front and one in the back, although it had a smaller spring-loaded outrigger wheel on each side. It was constructed mostly of wood, the wheels were of the iron-banded wooden-spokes wagon-type, and it definitely had a “bone-crusher” chassis!

This two-wheeler was powered by a single-cylinder Otto-cycle engine, and may have had a spray-type carburetor. One of this type of machine was demonstrated at fairs and circuses in the eastern US in 1867. The first practical engines and motorcycles were designed by the French and Belgians, followed by British, German, Italian, and American makers. The popularity of the vehicle increased, especially after 1910. During World War FIRST the motorcycle was used by all branches of the armed forces in Europe, principally for dispatching. After the war it enjoyed a sport craze until the Great Depression began in 1929.

After World War II motorcycles are being used for high-speed touring and sport competitions. During the 1950s with the help of Western Europe and parts of the United States, the development of a new type of vehicle that is light weighted motorcycle is become possible, later on it is known as moped. The first moped Originating in Germany as a 50-cubic-centimetre machine with simple controls and low initial cost, it was largely free of licensing and insurance regulations except in Great Britain. The more sophisticated motor scooter originated in Italy after World War II, led by manufacture of a 125-cubic-centimetre model.

Even with strong competition from West Germany, France, Austria, and Britain, the Italian scooters maintained the leading position in the diminishing market India is the second largest manufacturer and producer of two-wheelers in the world. It stands next only to Japan and China in terms of the number of two-wheelers produced and domestic sales respectively. This distinction was achieved due to variety of reasons like restrictive policy followed by the Government of India towards the passenger car industry, rising demand for personal transport, inefficiency in the public transportation system etc.

The Indian two-wheeler industry made a small beginning in the early 50s when Automobile Products of India started manufacturing scooters in the country. In 1948, Bajaj Auto began trading in imported Vespa scooters and three-wheelers. Finally, in 1960, it set up a shop to manufacture them in technical collaboration with Piaggio of Italy. The agreement expired in 1971. In the initial stages, the scooter segment was dominated by Automobile Products of India (API), it was later overtaken by Bajaj Auto.

Although various government and private enterprises entered the fray for scooters, the only new player that has lasted till today is LML. Under the regulated regime, foreign companies were not allowed to operate in India. It was a complete seller market with the waiting period for getting a scooter from Bajaj Auto being as high as 12 years. Because of government regulation, foreign companies were not allowed to operate in Indian market. It was a complete seller market with the waiting period for getting a scooter from Bajaj Auto being as high as 12 years.

The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and HERO MOTOCORP brought in the first two-stroke and four-stroke engine motorcycles respectively. The industry had a smooth ride in the 50s, 60s and 70s when the Government prohibited new entries and strictly controlled capacity expansion. The industry saw a sudden growth in the 80s. The two-wheeler market was opened to foreign competition in the mid-80s. And then the market leaders – Escorts and Enfield – were caught unaware by the attack of the 100cc bikes of the four Indo-Japanese joint ventures.

With the new feature of fuel efficient low power bikes, demand swelled, resulting in HERO MOTOCORP – then the only producer of four stroke bikes (100cc category), gaining a top slot. The entry of Kinetic Honda in mid-eighties with a barometric scooter helped in providing ease of use to the scooter owners. This helped in inducing youngsters and working women, towards buying scooters, who were earlier inclined towards moped purchases In 1990, the entire automobile industry saw a drastic fall in demand. This resulted in a decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0. mn vehicles. Excluding HERO MOTOCORP, all the major producers suffered from recession. HERO MOTOCORP showed a marginal decline in 1992. The reasons for recession in the sector were the constant rise in fuel prices, high input costs and reduced purchasing power due to significant rise in general price level and credit crisis in consumer financing. Factors like increased production in 1992, due to new entrants joined with the recession in the industry resulted in companies either reporting losses or a fall in profits. Competitors of Two-Wheelers industries

Dream Yuga| | Karizma ; ZMR| | | | | | | RX 125| CBR| | CBZ| | | | | | | YBR| | | Extreme| | | | | | | | | | Hunk| | | | | | | | | | Impulse| | | | | | | | | | Igniter| | | | | | | | | | Maestro| | | | | | | | TWO WHEELERS PRODUCTION TREND| Category| 2007-08 | 2008-09| 2009-10| 2010-11| 2011-12| Scooters| 937506| 848434| 935279| 987498| 1020013| Motorcycles| 2906323| 3876175| 4355168| 5193894| 6201214| Mopeds| 427498| 351612| 332294| 348437| 379574| Grand Total| 4271327| 5076221| 5622741| 6529829| 7600801| TWO WHEELERS DOMESTIC SALES TREND| Category| 2007-08 | 2008-09| 2009-10| 2010-11| 2011-12| Scooters| 908268| 825648| 886295| 922428| 908159|

Motorcycles| 2887194| 3647493| 4170445| 4964753| 5815417| Mopeds| 408263| 338985| 307509| 322584| 332741| Grand Total| 4203725| 4812126| 5364249| 6209765| 7056317| TWO WHEELERS EXPORTS TREND| Category| 2007-08 | 2008-09| 2009-10| 2010-11| 2011-12| Scooters| 28332| 32566| 53687| 60699| 83873| Motorcycles| 56880| 123725| 187287| 277123| 386202| Mopeds| 18971| 23391| 24078| 28585| 43181| Grand Total| 104183| 179682| 265052| 366407| 513256| Source: www. autoindia. com/twowheeler 1. 1. 1 Growth of the Industry Today the growth rate of motorcycle industry is very high as compared to few years back. Two wheeler segment as a whole during the year 2004-05 grew by over 15%.

This growth has been due to the Government’s initiative on rural roads and better connectivity with major towns and cities, improved agricultural performance, upward trend of purchasing power in the hands of rural people. The northward trend of growth among two-wheelers is set to continue in the years ahead. Motorcycles Sales (Nos. ): 2007-08 | 2008-09| 2009-10| 2010-11| 2011-12| 2906323| 3876175| 4355168| 5193894| 6201214| Motorcycles account for nearly 80% of the total two wheeler sales in the country. This trend is set to continue as more and more models of two wheelers enter the market. The figures above show the sales of motor cycles over the years. ———————————————— HISTORY OF BIKE Throughout the centuries man has striven to expand his capabilities through the use of machines. His ever inventive mind has constantly devised ways to use tools to increase his abilities to explore the world around him, to go faster, deeper, higher and further than before. Coupled with his need to find new thrills, new adventures and new modes of transportation, the invention and refinement of the motorcycle seems an inevitable outcome. For me, the early years of the development of the motorcycle are especially fascinating as they hold of some of mans most bizarre experimental machinery.

Before we get started on the history of the motorcycle itself, I feel a short review of it’s predecessor, namely the bicycle, is in order, an invention without which the motor bicycle, as they were first called, may well have never come about. It would seem that Michelangelo conceived of the bicycle as early as the 14th century and his drawing shows a remarkable resemblance to the modern day bike. It had wheels of similar size and even pedals and a leather “chain”, albeit without any apparent means of steering. The first attempt at actually producing any sort of 2 wheeled conveyance fell on the shoulders of one Comte de Sivrac in the late 1791, though hardy a bicycle as we understand the meaning today. It was crude affair made entirely of wood with no pedals, brakes or even steering.

This early machine was referred to as a hobbyhorse and was considered nothing more than a curiosity or rich mans folly, an attitude that remained for a number of years, until the late 1800’s. A person simply sat upon it and pushed it along with their feet in a sort of gliding walk. Then in 1869 some inventive person named William van Anden in New York added pedals directly to the front wheel, now at last we approach what can be called by modern terms, a bicycle. It also had free-wheeling pedals that allowed the wheel to turn while the pedals remained stationary and had a friction brake on the rear wheel operated by twisting one of the hand grips. Oddly enough these innovations did not appear on many other machines for quite some time. quickly became apparent however that the only way to increase speed or distance traveled per rotation of the pedals was to increase the size of the front wheel, leading to what became known as the High Wheeler. Unfortunately because of the high center of gravity and forward position of the rider, not only was some skill required to mount and dismount this contraption, but should the front wheel suddenly stop, the rider was thrown forward on his head, thus giving rise to the term “Taking a Header”. To overcome this difficulty, the small wheel was moved to the front giving rise to the High Wheeled “Safety” bicycle. Because of the difficulty in riding a high wheeler with the style of skirts worn by women at the turn of the century they were mostly confined to three wheelers specifically designed with them in mind.

Now that we’ve looked at the precursor to the motorcycle lets turn our attention to the first motor bicycles. Curiously enough the first attempts to motorize a two wheeled vehicle were made before the high wheeler had been replaced by the modern safety bicycle, thus explaining why the first motor bicycles had a much larger front wheel, with one exception. In 1818 an attempt was made to fit a steam engine to a Drasiane hobbyhorse (see above) which had two similar sized wheels. This however, did not succeed in capturing a market, as can well be imagined when looking at the picture below of the Vocipedraisiavaporianna, and I therefore only mention it in passing

This curious contraction was supposedly built in 1818 and is shown in this French print under testing in the Luxembourg Gardens in Paris on April 5 of that year, thou actually invented in Germany. This print is from the collection of the Science Museum in London. It was a Drasine hobby horse being powered by a steam turbine engine in both front and rear wheels. It would appear to be somewhat top heavy, and never made it into production, which is probably just as well! American, Sylvester Howard Roper (1823-1896) invented a two-cylinder, steam-engine motorcycle (powered by coal) in 1867. This can be considered the first motorcycle, if you allow your description of a motorcycle to include a steam engine. Howard Roper also invented a steam engine car.

Gottlieb Daimler – First Gas Engine Motorcycle German, Gottlieb Daimler invented the first gas-engine motorcycle in 1885, which was an engine attached to a wooden bike. That marked the moment in history when the dual development of a viable gas-powered engine and the modern bicycle collided. Gottlieb Daimler used a new engine invented by engineer, Nicolas Otto. Otto invented the first “Four-Stroke Internal-Combustion Engine” in 1876. He called it the “Otto Cycle Engine” As soon as he completed his engine, Daimler (a former Otto employee) built it into a motorcycle. 1877 Daimler-Maybach, France This is reputed to be the first version of Mr. G. Daimler motor bicycle.

This again is from a French site and the best translation I could come up with for the caption is quoted below. “IT had a limited autonomy, but accomplishes anyway traverses it Paris to German Saint (15 Km) to the speed of 15km/h. The tricycles to vapor of Meek in 1877, 1881 The Parkyns-Bateman Steam Tricycle. England 1885 The Daimler, Europe 1892 The five cylinder Millet, France 1894 Hilderbrand and Wolfmuller, France 1898 Orient-Aster, USA 1903FN (Fabrique Nationale) 188 cc, 2 hp engine Harley Davidson Model 7, 1911 Harley Davidson Model 11J w sidecar, 1915 Indian Board racer, 1920 PART 2 TOPICS ABOUT COMPANY HERO MOTOCORP ————————————————- CORPORATION PROFILE

HERO MOTOCORP two wheelers have been on Indian roads since 1984 when Hero Cycles Ltd. tied up with Honda Motor Company to start a joint venture. Today, HERO MOTOCORP is taken to be the world’s largest two-wheeler manufacturer. The HERO MOTOCORP story began with a simple vision – the vision of a mobile and an empowered India, powered by HERO MOTOCORP. This vision was driven by HERO MOTOCORP’s commitment to customer, quality and excellence, and while doing so, maintains the highest standards of ethics and societal responsibilities. Twenty five years and 25 million two wheelers later, HERO MOTOCORP is closer to fulfilling this dream. This vision is the driving force behind everything that we do at HERO MOTOCORP.

We understood that the fastest way to turn that dream into a reality is by remaining focused on that vision. Over the course of two and a half decades, and three successive joint venture agreements later, both partners have fine-tuned and perfected their roles as joint venture partners. What the two partners did was something quite basic. They simply stuck to their respective strengths. As one of the world’s technology leaders in the automotive sector, Honda has been able to consistently provide technical know-how, design specifications and R&D innovations. This has lead to the development of world class, value for money motorcycles and scooters for the Indian market.

Hero Group has taken on the singular and onerous responsibility of creating world-class manufacturing facilities with robust processes, building the supply chain, setting up an extensive distribution networks and providing insights into the mind of the Indian customer. Since both partners continue to focus on their respective strengths, they have been able to complement each other. In the process, HERO MOTOCORP is recognized today as one of the most successful joint ventures in the world. It is therefore no surprise that there are more HERO MOTOCORP bikes on this country’s roads than the total population of some European countries put together! The company’s meteoric growth in the two-wheeler market in India stems from an intrinsic ability to reach out and come closer to its customers, with every passing year.

HERO MOTOCORP’s bikes are sold and serviced through a network of over 3500 customer touch points, comprising a mix of dealers, service centers and stockiest located across rural and urban India. HERO MOTOCORP has built two world-class manufacturing facilities at Dharuhera and Gurgaon in Haryana, and its third and most sophisticated plant at Haridwar has just completed a full year of operations. It is difficult to imagine that all this has happened in the p of just two and a half decades! The best is yet to come. During the year in review, HERO MOTOCORP powered its way in a market that, for all practical purposes, was feeling the full effects of the economic slowdown in India. With an economic recovery now clearly on the cards, HERO MOTOCORP is all set to ride into another summit.

As Brijmohan Lall Munjal, the Chairman, HERO MOTOCORP Motors succinctly puts it, “We pioneered India’s two wheeler industry, we’ve steered it through difficult times; now it is our responsibility to set the pace again. ” ————————————————- HERO MOTOCORP MOTORS LTD HERO MOTOCORP Motors Ltd. is a result of the joint venture between India’s Hero Group and Japanese Honda Motors Company in the year 1983. This joint venture has not only created the world’s single largest two wheeler company but also one of the most successful joint ventures worldwide. HERO MOTOCORP is globally known of being the most fuel-efficient and the largest CBZ selling Indian Motorcycle Company.

This is a relationship so harmonious that HERO MOTOCORP has managed to achieve indigenization of over 95 percent, a Honda record worldwide. The company is committed to provide the customer with excellence. A rich background of producing high value products at reasonable prices led the world’s largest manufacturer of motorcycles to collaborate with the world’s largest bicycle manufacturer. During 80s, HERO MOTOCORP became the first company in India to prove that it was possible to drive a vehicle without polluting the roads. They company possess three manufacturing units based at Dharuhera, Gurgaon and Haridwar are capable to produce 4. 4 million units per year.

They introduced new generation motorcycles that set industry benchmarks for fuel thrift and low emission. The unique features like fuel conservation, safety riding courses and mobile workshops helped the group reach in the interiors of the country. Well-entrenched in the domestic market, HERO MOTOCORP Motors Ltd. turned its attention overseas, and exports have been steadily on the rise. The below chart shows the golden years in the history of HERO MOTOCORP :- 1985| CD-100| 1989| SLEEK| 1991| CD-100 SS| 1994| Splendor| 1997| Street| 1999| CBZ| 2001| PASSION| 2002| DAWN, AMBITION| 2003| CD-DAWN, SPLENDOR +, PASSION +, KARIZMA| 2005| SUPER-SPLENDOR,CD-DELUX, GLAMOUR, ACHIEVER|

Year Event 1984 * He Company was incorporated on 19th January, at New Delhi. The Company Manufacture motor cycles up to 100 cc capacity. The Company was promoted by Hero Cycles (P) Ltd. (HCPL). * The Company entered into a technical-cum-financial collaboration agreement with Honda Motor Co. Ltd. , Japan (HML). As per this collaboration agreement, HML was to furnish complete technical information and know-how and trade secrets and other relevant data. * HERO MOTOCORP CD-100 is the first four stroke motorcycle to be introduced in India in 100cc range. 1985 1986 * 36, 00,000 rights equity shares issued at par in prop. 3:10. 990 * In the domestic market the Company was reported to have a market share of 46%. 1994 * The Company’s production and turnover increased to 1, 83,490 motorcycles and Rs. 483. 85 crores respectively due to growth in demand for two wheelers and declining inflation. 1995 * A new Technical Collaboration Agreement has been signed with Honda Motor Co. Ltd. , Japan for the period up to the year 2004 which includes technology related to models of higher Engine displacement. 1997 * HERO MOTOCORP Motors Ltd (HHML) has set up a new motorcycle plant in Gurgaon, near Delhi for the manufacture of the Honda Super Cub 100 cc stepthro bike 1998 Honda Motor Company Ltd of Japan (Honda) and Kinetic Honda Motor Ltd (KHML) have signed a five-year licence and technical assistance agreement under which KHML will continue to receive the technical knowhow, critical vehicle parts and access to Honda’s markets even after the sale of Honda stake in KHML to Kinetic Engineering Ltd (KEL). * The Company changed the paradigm in two-wheelers by launching the most powerful and fast bike- CBZ (e) with a unique feature of Transient Power Fuel Control (TPEC) system. 1999 * Leading two-wheelers manufacturer Hero Motors has formed a joint venture with Briggs Stratton of US to develop and manufacture four-stroke engines for mopeds and scooters in India, a top company. 2000 HERO MOTOCORP Motors Ltd. and Tata Finance Ltd. have signed a national tie-up agreement. The Company is the largest manufacturer of motorcycles in the country. * He Company was ranked as the 9th Highest Value Creator among 12 industry groups within the Bombay Stock Exchange top 100 companies over a five year period (1994-99). 2001 * HERO MOTOCORP Motors Ltd. has launched a new 100cc motorcycle named `Passion’. 2002 * Becomes the world’s largest two wheeler company by selling 1. 3 million vehicles in 2001 2003 * Launches its cheapest 100cc motorbike ‘CD Dawn’ * Bikes production capacity at two of its manufacturing facilities to three lakh units Achieves milestone by producing five million bikes from its Dharuhera plant in Haryana * Launches its new 223-cc, 16. 8 BHP Karizma at Rs 79,000 * The company has bagged two Total Customer Satisfaction (TCS) Awards. * HERO MOTOCORP Karizma bags BBC Bike of the Yr Award 2004 * HERO MOTOCORP unveils new version of Ambition * Hero Motors introduces ‘Sting’ new 4-stroke bike 2005 * Two-wheeler major HERO MOTOCORP on October 5 announced launch of its first scooter ‘Pleasure’ * HERO MOTOCORP rolls out 150-cc motorcycle Achiever 2006 * HERO MOTOCORP launches CBZ variant X-treme * HERO MOTOCORP announced the launch of two new variants the new ‘Glamour’ and * ‘Passion Plus’ limited edition. 2009 HERO MOTOCORP motors launched new bike KARIZMA ZMR. Basic Organization Chart New Organization Chart ————————————————- BOARD OF DIRECTORS No. | Name of the Directors| Designation| 1| Mr. Brijmohan Lall Munjal| Chairman & Whole-timeDirector| 2| Mr. Pawan Munjal | Managing Director & CEO| 3| Mr. Toshiaki Nakagawa | Joint Managing Director| 4| Mr. Sumihisa Fukuda| Technical Director| 5| Mr. Om Prakash Munjal| Non-executive Director| 6| Mr. Sunil Kant Munjal| Non-executive Director| 7| Mr. Masahiro Takedagawa| Non-executive Director| 8| Mr. Satoshi Matsuzawa(Alternate Director to Mr. Takashi Nagai)| Non-executive Director| 9| Mr.

He is also on the board of Indian Institute of Management, Lucknow and Indian School of Business. An avid golfer, Mr. Munjal is Past Chairman of the Asian PGA Tour Board of Directors and the Past President of Professional Golfers Association of India (PGAI). Under his guidance, Hero MotoCorp launched the Hero Indian Sports Academy (HISA) in collaboration with Laure us Foundation to provide equal opportunities in sports to various communities and to reward talent in the country. | | | | | | Mr. Munjal is currently on the board of the following Public Limited Companies: No. | Name of Company| Nature of Office| 1| Hero MotoCorp Ltd. | Managing Director ; CEO| 2| Hero FinCorp Ltd. | Director| 3| Hero InvestCorp Limited| Director| | Hero Realty ; Infra Limited| Director| 5| Rockman Industries Limited| Director| MR. SUNIL KANT MUNJAL Mr. Munjal was appointed on the Board of Directors of the Company on August 25, 2006 as an Non Executive Director of the Company. After his graduation, he underwent training in the field of Mechanical Engineering. In the year 2011, he was appointed as the Jt. Managing Director of the Company effective August 17, 2011 for a period of 5 years. Mr. Munjal has also been the President of Confederation of Indian Industry (CII). He is also on the Board of Indian School of Business, Hyderabad and is the visiting faculty at various Business Schools and Corporate.

Edgerley has been a Managing Director at Bain Capital since 1990, a private investment firm with over $65 billion in assets under their management, where he focuses on investment in the industrial and consumer product sectors. He is currently on the board of The Boston Celtics, Keystone Automotive, Steel Dynamics, Sensate Technologies, MEI Conlux, HD Supply and Hero Investments Pvt. Limited. Mr. Edgerley is also a member of the Dean Advisory Board at Harvard Business School, Kansas State University Foundation, The Shamrock Foundation, serves on the US Board of The Right to Play and New Profit, Inc. He is a certified working public accountant. He was also awarded an MBA with distinction from Harvard Business School and a BS from Kansas State University. He brings with him enriched experience in the field of finance and administration. Mr.

During his distinguished military career, he received number of awards including the Ati Vishista Seva Medal (AVSM) and the Param Vishishta Seva Medal (PVSM) – the highest National award for distinguished services. Gen. Malik is on the board of the following Public Limited Companies: No. | Name of Company| Nature of Office| 1| Hero MotoCorp Limited| Director| DR. PRITAM SINGH Dr. Singh was appointed as an Additional Director on the Board of the Company on September 28, 2004. in the category of Non-Executive and Independent Director. He is author of seven academically reputed books and over 50 research papers. Dr. Pritam Singh is one of the pioneers of Management Education in India who has devoted his life to the development of Management Education in India and abroad. Dr.

Singh received the Padam Shri Award in 2003 for his contributions to this field. Dr. Singh is also on the board of the following Public Limited Companies: No. | Name of Company| Nature of Office| 1| Dish TV India Limited| Director| 2| Godrej Properties Limited| Director| 3| Hero MotoCorp Ltd. | Director| 4| Parsvnath Developers Limited| Director| MR. M. DAMODARAN Mr. Damodaran has been appointed as an Additional Director i. e. June 16, 2008 in the category of Non-Executive and Independent Director. Mr. Damodaran, aged 61 years was born on May 4, 1947 and belongs to the Indian Administrative Service, Manipur-Tripura Cadre. He had held various coveted positions in Government / Public Sector and Regulatory Bodies.

Com (Honours), LLB, International and Competitive Laws from King’s College, London, and PIL from Harvard. He did his apprentice from Sinclair Roche and Temperley, London. He brings with him rich and specialized experience in the field of Corporate and Commercial law, Asset Finance, Aviation and Cross Border issues of nearly 40 illustrious years. He has also been recognized several times by Euro money and others as a leading lawyer in the field of Mergers ; Acquisitions. He is listed in Who’s Who and Legal 500. The Bar Association of India conferred its highest honour on him. Mr. Nath is also on the board of the following Public Limited Companies: No. Name of Company| Nature of Office| 1| Hero MotoCorp Ltd. | Director| 2| Kanoria Chemicals & Industries Ltd. | Director| 3| Somany Ceramics Ltd. | Director| 4| Voith Paper Fabrics India Ltd. | Director| Dr. ANAND C. BURMAN Dr. Burman has been appointed as an Additional Director w. e. f. January 13, 2010 in the category of Non-Executive and Independent Director. Dr. Burman is an eminent Industrialist with particular interests in the areas of Research and Development in the Pharmaceutical Sciences as well as Biotechnology and Technology issues. Dr. Burman has Doctorate in the area of Pharmaceutical Chemistry from the University of Kansas, USA.

Year| Awards & Recognitions| 2009| ET Awards for Corporate Excellence – HERO MOTOCORP is the winner of the “Company of the Year” award for 2008 – 09. | | 2008| NDTV Profit Business Leadership Award 2008 – HERO MOTOCORP Wins the Coveted “NDTV Profit Business Leadership Award 2008″| TNS Voice of the Customer Awards:| * No. 1 executive motorcycle Splendor NXG * No. 1 standard motorcycle CD Deluxe * No. premium motorcycle CBZ Xtreme| | 2007| The NDTV Profit Car India & Bike India Awards 2007 in the following category:| * Overall “Bike of the Year” – CBZ X-treme * “Bike of the Year” – CBZ X-treme (up to 150 cc category) | | 006 | Adjudged 7th Top Indian Company by Wallstreet Journal Asia (Top Indian Two Wheeler Company). Best in its class awards for each category by TNS Total Customer Satisfaction Awards 2006:| * Splendor Plus (Executive) * CD Deluxe (Entry) * Pleasure (Gearless Scooters)| HERO MOTOCORP Splendor rated as India’s most preferred two-wheeler brand at the Awaaz Consumer Awards 2006. | 2005 | Awaaz Consumer Awards 2005 – India’s most preferred two-wheeler brand by CNBC in the ‘Automobiles’ category. Bike Maker of the Year Award by Overdrive Magazine. | 2004 | Winner of the Review 200 – Asia’s Leading Companies Award (3rd Rank amongst the top 10 Indian companies. | 2003 | Most Respected Company in Automobile Sector by Business World. | 2002| Ranked 4th in ‘Overall Best Managed Company’ category, ranked 3rd in ‘Best Financial Management’ and ‘Best Operational Efficiency’ category, and ranked 6th in ‘Overall Best Investor Relations’ category, by Asia money. | 2001 | Winner of the Review 200 – Asia’s Leading Companies Award (9th Rank amongst the top 10 Indian Companies). Winner of Three Leaves Award for showing Corporate Environment Responsibility in the Automobile Sector by Centre for Science ; Environment. | 1999 | National Productivity Award for the Best Productivity Award in the category of Automobile ; Tractor presented by Vice President of India. 1995 | The Analyst Award 1995 presented to HERO MOTOCORP Motors Ltd. on being ranked 9th amongst the most investor rewarding companies in India. | 1995 | National Award for outstanding contribution to the Development of Indian Small Scale Industry (NSIC Award – Presented by President of India). | 1991 | Economic Times-Harvard Business School Award for Corporate Performance to HERO MOTOCORP Motors Ltd. | ————————————————- PRODUCT PROFILE product| Product name| Showroom price| | HERO MOTOCORP CD-Dawn STD(97. 20 cc) | Rs. 44,681| | HERO MOTOCORP HF-Deluxe SPOKEHF-Deluxe CASTHF-Deluxe SPOKE(SS)HF-Deluxe CAST(SS)(97. 20 cc) | Rs. 48,292Rs. 50,255Rs. 50,929Rs. 51,939| HERO MOTOCORP Splendor Plus SPOKESplendor Plus CASTSplendor Pro SPOKESplendor Pro CASTSplendor Pro SPOKE (SS)Splendor Pro CAST (SS)(97. 20 cc)| Rs. 53,061Rs. 54,183Rs. 54,071Rs. 55,192Rs. 56,315Rs. 57,438| | HERO MOTOCORP Splendor NXG CASTSplendor NXG SPOKE (SS)Splendor NXG CAST (SS)(100 cc)| Rs. 53,321Rs. 54,669Rs. 55,791| | HERO MOTOCORP Passion Pro DRK SPOKEPassion Pro DRK CASTPassion Pro SPOKE (SS)Passion Pro CAST (SS)Passion Pro DISK (SS)(97. 20 cc)| Rs. 55,418Rs. 56,540Rs. 57,661Rs. 58784Rs. 61,028| | HERO MOTOCORP Passion X-Pro CASTPassion X-Pro SPOKEPassion X-Pro CAST S. S. Passion X-Pro SPOKE S. S. Passion X-Pro CAST DISK S. S. | Rs. 58,166Rs. 57,044Rs. 60,411Rs. 9,289Rs 62,655| | HERO MOTOCORP Super Splendor S. S(124. 70 cc)| Rs. 61,495| | HERO MOTOCORP Glamour DRUM SS NEWGlamour CAST DISK (SS)Glamour FI DISK (SS)(125 cc)| Rs. 63,299Rs. 65,544Rs. 73,539| | HERO MOTOCORP Achiever CAST(150 cc)| Rs. 69,568| | HERO MOTOCORP CBZ Extreme REAR DRUMCBZ Extreme FR& RR DISK| Rs. 78,477Rs. 81,843| | HERO MOTOCORP Hunk CAST FR DISK (SS)Hunk CAST FR & RR DISK (SS)| Rs. 76,836Rs. 80,203| | HERO MOTOCORP Karizma BLACK WHEELKarizma-ZMR (FI-NEW)(225cc)| Rs. 92,205Rs. 1,14,500| | HERO MOTOCORP Igniter CAST (SS)HERO MOTOCORP Igniter DISK CAST (SS)| Rs. 67,423Rs. 69,568| | HERO MOTOCORP- ExtremeHERO MOTOCORP-Extreme FR & RR| Rs. 79,599Rs. 2,966| | HERO MOTOCORP Impulse| Rs. 81,538| | HERO MOTOCORP Maestro| Rs. 58,145| | HERO MOTOCORP Pleasure-NEW(102 cc)| Rs. 53,007| PART 3 TOPICS * REVIEW OF LITERATURE ————————————————- REVIEW OF LITERATURE Literature review Preference or taste is a concept used in the social science particularly economics, it assumes a real or imagined “choice” between alternatives and the possibility of rank ordering of these alternatives based on happiness, satisfaction, gratification, enjoyment, utility they provide more generally. It can be seen as a source of motivation. Cognitive sciences individual preferences enable choice of objectives goals.

Also more consumption of a normal goods is generally ( but not always ) assumed to be preferred to less consumption. Preference rank translation is a mathematical technique used by marketers to convert stated preferences in to purchase probabilities that is into an estimate of actual buying behavior. It takes survey data on consumers preferences and converts it in to actual purchase probability. One consumer would in general have different consumption behaviors or preference from another. He may spend money on computers and technical books while the other may spend on two-wheelers. Availability of this information on consumer preference will be of great value to a marketing company.

A bank or a credit card company that can use this information to target different groups of consumer for improved response rate or profit. By the same to key information on conception preference of the residents in one specific region for improved profit. Therefore it is very important to have a tool that can help analysis consumers behavior and forecast the changes in purchase pattern and changes in purchase trend. According to tray Norcross, London, I believe very strongly that consumers have a right just because it is getting harder to reach consumers doesn’t mean that marketers should be more devious or more forceful in their attempts to reach us. In fact quite the opposite, many of us are happy to be contacted with relevant timely, meaningful offers.

But it’s going to be on our terms, no longer victims of aggressive marketing we want to participate in the process with trusted brands and partners. Come and hang out with me here on consumer preference and learn how as a consumer. You can have more control than you thought. How you can research people in an effective and respectful way. TOPICS CONCEPT OF CUSTOMER SATISFACTION PART 4 ————————————————- CONCEPT OF SATISFACTION Concept Customer satisfaction: Satisfaction is the consumer’s fulfilment response. It is a judgement that product or service feature, or product or service itself, provides a pleasurable level of consumption-related fulfilment.

Satisfaction is person’s feeling of pleasure or disappointment resulting from company’s product perceived performance in reaction to his/her expectation. Customer Satisfaction: Satisfaction: “Satisfaction is a new way for customers and organization to work together to get answers, solve problems, and create new and better products ; services” CUSTOMER SATISFACTION: The usual measures of customer satisfaction involve a survey with a set of statements using a Likert Technique or scale. The customer is asked to evaluate each statement and in term of their perception and expectation of the performance of the organization being measured. Customer satisfaction measures the gap between customer experiences and expectations.

If a customer’s experience of a product or dealer service exceeds his/her expectations, then the exceeded amount will equal satisfaction. And conversely, if the Customer’s experience falls short of expectation, the short fall will be equal dissatisfaction. Thus, customer satisfaction is the art of managing customer expectation and experience. Hence it can be seen that a two-wheeler has changed from a luxury item to a necessity. This indicates that the present market condition is very good ; future of the indenting seems to be highly potential, hence many new entrants are entering the industry and making the competition even more enthusiastic. In this project report, we will find out the satisfaction level of the Hero MotoCorp Bikes owners in Surat city.

The problem it is facing in the present market scenario. This project evaluates the various factors that keep the customer satisfied. It also evaluates the various factors that influence a customer to buy the bikes. While selecting a bikes, the various aspects that have to be given a thought with respect to Brand Image, Colour, Fuel efficiency, technology used, etc… The extent to which a product perceived performance matches a buyer’s expectations. If the product’s performance falls short of expectations, the buyer is dissatisfied. If performance matches or exceeds expectations, the buyer is satisfied or delighted. Expectations shape customer perception of product / firm’s performance.

Customer perceptions of the firm and its offer are shaped by: * Work of mouth publicity – like recommendations from friends , relatives, neighbours and peer group at work place. * Personal experience on the part of the customers. * Personal needs of individual customers. * External communication like the publicity of the firm in the media and its advertisement and other corporate communications. The study also finds the percentage of respondents who claim the dealership personnel attempted to influence their response to satisfaction surveys doubles to 12 percent when service is not up to par, when the work was not completed right the first time, or when the vehicle was not ready when promised. Clearly some dealer personnel are attempting to mitigate a problem they know they have. But the attempt is usually transparent, and comes off as disingenuous,” said Ivers. “Auto companies and dealers recognize the obvious benefits of satisfying customers. Satisfied customers often bring repeat business and tell their acquaintances about the experience. While a few dealer personnel find creative ways to garner positive feedback, even when it’s undeserved, the reality is customer satisfaction is driven by truly satisfying customers, not trying to influence their satisfaction surveys. ” A business term is a measure of how products and services supplied by a companmeet or surpass(better than) customer exprctation.

When conducting a customer satisfaction survey, what you ask the customer is important. How, when and hoe often you ask these questions ars also important. However, the most important thing about conducting a customer satisfaction survey is what you do with the answer. Customer satisfaction will come acros the many situation where the organization need to evaluate customer perception of difference attributes of a product and his satisfaction there of. The customer satisfaction is very useful for the identifications of the customer requirements, establishment of products functional requirements , and also veryuseful for the concept of the product development. Customer satisfaction in 7 steps (4) encourage face to face dealings 2 respond to messages promptly and keep your clients informed. 3 be friendly and approachable 4 have a clerly defined customer service policy 5 attention to detail 6 anticipate your client’s needs and go out of your way to help themout 7 honour your promises So, customer satisfaction of a function of perceived performance and expectation. If the performance falls short of expectation, the customer is dissatisfied. If the performance matches the expectation, the customer is satisfied. If the performance exceeds expectation, the customer is highly satisfied or delighted. Tools for tracking and measuring customer satisfaction

There are four following tools for tracking and measuring customer satisfaction:- * Complaint and suggestion system. * Customer satisfaction survey. * Lost customer analysis. But among them customer satisfaction survey is suitable because responsive companies measure customer satisfaction direct by conduction periodic survey. CUSTOMER SERVICE: This is the most important department in a courier service. Customer service department should be very well trained and they should have good product knowledge. It is imperative that they treat each client as an important one. Problems are bound to occur due to circumstances beyond our control, but the customer service should be able to answer these clients and should not run away from the problems.

At the branch level the operator or office assistant will have the dual responsibility of receiving collection calls as well as customer service calls. RESPONSIBILITIES OF A CUSTOMER SERVICE * Helping customers in trouble * Working for customer satisfaction * Upholding the company’s image * Increasing the company’s business * Supporting and carrying out the company’s policy of service excellence * Being an important link between the management and the customer. FEW THOUGHTS ABOUT CUSTOMER CARE * A customer is the most important person to enter our place of business. * A customer is not dependent on us we are dependent on him. He pays our salary. A customer is a person who brings us his wants; it is our job, duty and privilege to handle him with promptness courtesy and consideration. * The company that cares for the customers does not have to be anxious about its profitability and growth. * A customer is not an interruption to our work. He is the purpose of it. We are not doing him a favour by serving him. He is doing us a favour by giving us the opportunity to serve him. * Customers do not buy a product, unless they are useful, convenient, attractive, durable and reliable. * The employee who cares for the customer does not have to be anxious or worried about his job security and incomes. “STRANGER” is a ‘friend’ whom we have yet to meet.

WHY CUSTOMERS QUIT * 1% due to death. * 3% move away * 5% form other friendships. * 9% for competitive reasons. * 14% because of product dissatisfaction. * 68% quit because of attitude of indifference towards customer service. WHAT DISPLACES THE CUSTOMER * Delay in responding. * Ignoring his presence. * Over charging without prior notice or explanation. * Untidy office. * Unmanned counter and telephone. * Show rules instead of being helpful. * Delaying refunds and dues. * Make him appear small, by not showing respect. PART 5 TOPICS PROBLEM IDENTIFICATION ————————————————- PROBLEM IDENTIFICATION BACKGROUND OF THE STUDY:

As customers satisfaction is the key element for progress companies must give more priority to ever changing needs of the customer. STATEMENT OF PROBLEM: * A well define problem is half solution of that problem. So it represent single most important step to be Identification of problem and definition of it. And that is this task is heart of research work. * Here in the research view, problem identification means either converting management problem in to research problem or converting marketing in to research proposal. * HERO MOTOCORP wants to know the customer satisfaction level of HERO MOTOCORP bike, why the customer of HERO MOTOCORP satisfied or dissatisfied with product. * To under take customer satisfaction level of HERO MOTOCORP at DHRU AUTOMOBILEES. ———————————————— OBJECTIVES OF STUDY Following are the major objective the research study .OBJECTIVE OF THE STUDY The present study has been conducted in order to * Know the customer awareness level of HERO MOTOCORP Company’s product range. * To make a satisfaction analysis of people on the performance, aesthetics, features, serviceability and company image of HERO MOTOCORP Bikes they own. * To analyze the attitude and perception level of people towards the HERO MOTOCORP Bikes they own * To know the present consumer preference in the market. * To offer suggestion based on the findings. * To know the satisfaction level of customers. To find out which features attract to the customers. * To find out the factors which are important while purchasing HERO MOTOCORP products? * To track the factor affecting satisfaction level of customers and perception in view point of Customers ————————————————- LIMITATION OF STUDY Following are the major limitation the research study * Scope/area of study is restricted to only Surat city. * Time duration of study is duly 6 weeks. * Study considered only few samples of customers. * The information collected by interview can be biased to a little extent as they express them. ————————————————- SIGNIFICANCE The study is useful to know the customer satisfaction of HERO MOTOCORP bike. * The study is also too useful to know different criteria which are important for taking the decision about changes in various systems. * The report is useful to know the

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Customer Satisfaction

South West Train – Customer Satisfaction

Introduction

Findings and analysis

Satisfaction with station atmosphere

Satisfaction with staff performance

Conclusions

Recommendations

Quality Improvement

Thesis Customer Satisfaction

Customer Satisfaction of Hero Motocorp

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Enhancing Customer Satisfaction with the Implementation of Total Quality Management

Sometimes it is hard to do all the work on your own