INDEX

CONTENT
INTRODUCTION OBJECTIVE S OF STUDY CHAIR MAN IF HERO MOTOCORP INDUSTRY SCENARIO PRODUCT SPECIFICATION SALES PERFORMANCE WHAT IS MARKETING WHAT IS STRATEGY WHAT IS MARKETING STRATEGY SWOT ANALYSIS SEGMENTATION OF HERO MOTOCORP PRODUCT PRICING STRATEGY PROMOTION CONSUMER BEHAVIOR ANALYSIS TOWARDS HERO MOTOCORP PRODUCT WHAT IS MARKET ANALYSIS RESEARCH & DEVELOPMENT POLICIES OF HERO MOTOCORP COMPITITORS OF HERO MOTOCORP PORT ANALYSIS OF HERO MOTOCORP

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CUSTOMER VALUE ANALYSIS TOWARDS HERO MOTOCORP RESEARCH METHODOLOGY FACTS & FIGURES QUESTIONNAIRE RECOMMENDATIONS BIBLOGRAPHY

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INTRODUCTION

OVERVIEW OF AUTOMOBILE SECTOR IN INDIA:The Automobile sector is one of the fastest growing manufactur ing sectors in India. In the 90s the industry witnessed an average growth rate of above 20 percent. Indian Automobile Industry is characterized by a very high percentage (75 per cent) of two wheeler production, ranking second only to Taiwan. The world leaders in the sector are evincing keen interest in establishing manufacturing facilities for manufacturing and assembling components. apolitically stable and vibrant State, Andhra Pradesh is centrally located with the support of seaports, international airports, assured and reliable power supply, abundant water, broad base of auto component manufacturers, highly trained, skilled and disciplined manpower and is therefore, the preferred location for Automobile industries. The interest of the state has been duly noted by Global Auto Majors, who have indicated their interest to consider Andhra Pradesh for establishing manufacturing facility. The Government is also formulating an Auto Policy, which would give a proper direction to the growth of the sector. There are more than 20 auto component manufacturing companies in the State, manufacturing components such as grey-iron castings, precision aluminum castings, leaf springs, oils and lubricants, diesel fuel injection equipment, electronics and auto electronics and auto electrical, front axles, gears, forging, machined components, pressed metal components, pistons, cylinder liners ,nozzles, delivery valves, starter motors, alternators, electronic regulators, high pressure die castings, clutch covers, fuel filters ,etc.

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ABOUT THE COMPANY:-

Hero moto corp has a reputation of being the most fuel-efficient and the largest selling Indian motorcycle. Its commitment of providing the customer with excellence is self-evident. A rich background of producing high value products at a reasonable price led the world's l a r g e s t m a n u f a c t u r e r o f m o t o r c yc l e s t o c o l l a b o r a t e w i t h t h e w o r l d ' s l a r g e s t b i c yc l e manufacturer. Hero G r o u p t h a t r e s u l t e d i n t h e s e t t i n g u p o f Hero motocorp Motors Ltd. A r e l a t i o n s h i p s o harmonious that Hero motocorp has managed to achieve indigenization of over 95 percent, a Honda record world wide. Tactical promotions and excellent marketing helped Hero motocorp establish itself as an intelligent purchase. Its unique features like fuel conservation, safety riding courses and mobile workshops helped the group reach in the interiors of the country. Finance services helped facilitate purchase, as did an efficient dealer network across the country. Well-entrenched in the domestic market, Hero motocorp Motors Ltd. turned its attention overseas, and exports have been steadily on the rise Hero MotoCorp Ltd. (Formerly Hero motocorp Motors Ltd.) is the world's largest manufacturer of two - wheelers, based in India. In 2001, the company achieved the coveted position of being the largest two-wheeler manufacturing company in India and also, the 'World No.1' two-wheeler company in terms of unit volume sales in a calendar year. Hero MotoCorp Ltd. continues to maintain this position till date. Hero motocorp Motors Limited. The company is the largest two wheeler manufacturer in India. And also has been referred to as the world's biggest manufacturer of 2-wheeled motorized vehicles since 2001, when it produced 1.3 million motorbikes in a single year. Most Respected companies list has Hero motocorp Motors ranked at 108.
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 In 2010, it was reported that Honda planned to sell its stake in the venture to the Munjal family. Its main Models are 1. Cbz extreme 2. Splender + 3. Passion + 4. Cd 0 5. Passion pro.

VISION OF THE COMPANY

The Legend of Hero motocorp What started out as a Joint Venture between Hero Group, the worlds largest bicycle manufacturers and the Honda Motor Company of Japan, has today bec ome the Worlds single largest two wheeler Company. Coming into existence on January 19, 1984, HeroMotors Limited gave India nothing less than a revolution on two -wheels, made even more famous by the Fill it Shut it Forget it campaign. Driven by the trust of over 5million customers, the Hero motocorp product range today commands a market share of 48% making it a veritable giant in the industry. Add to that technological excellence, an expensive dealer network, and reliable after sales service, and you have one of the most customer-friendly companies. In the words of Mr. Brijmohan Lal Munjal, the Chairman and Managing Director, We w i l l c o n t i n u e t o m a k e e v e r y e f f o r t r e q u i r e d f o r t h e d e v e l o p m e n t o f t h e m o t o r c y c l e industry, through new product development, technological innovation, investment in equipment and facilities and through efficient management.

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MISSION OF THE COMPANY:-

Hero MotoCorp's mission is to become a global enterprise fulfilling its customers' needs and aspirations for mobility, setting benchmarks in technology, styling and quality so that it converts its customers into its brand advocates. The company will provide an engaging environment for its people to perform to their true potential. It will continue its focus on value creation and enduring relationships with its partners.

PERFORMANCE 2011-2012:-

Total unit sales of 54,02,444 two-wheelers, growth of 17.44 per cent Total net operating income of Rs. 19401.15 Crores, growth of 22.32 per cent Net profit after tax at Rs. 1927.90 Crores Total dividend of 5250% or Rs. 105 per share including Interin Dividend of Rs. 70 per share on face value of each share of Rs. 2 each EBIDTA margin for the year 13.49 per cent EPS of Rs. 96.54.

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TERMINATION OF HONDA JOINT VENTURE:In December 2010, the Board of Directors of the Hero Honda Group have decided to terminate the joint venture between Hero Group of India and Honda of Japan in a phased manner. The Hero Group would buy out the 26% stake of the Honda in JV Hero Honda. Under the joint venture Hero Group could not export to international markets (except Sri Lanka) and the termination would mean that Hero Group can now export. Since the beginning, the Hero Group relied on their Japanese partner Honda for the technology in their bikes. So there are concerns that the Hero Group might not be able to sustain the performance of the Joint Venture alone.

HISTORY:Hero Moto Corp was started in 1984 as Hero Honda Motors Ltd. 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.
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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, Hero Honda motorcycle Passion Plus and Hero Honda motorcycle Karizma launched. 2004 -- Hero Honda motorcycle Ambition 135 and Hero Honda motorcycle CBZ* launched. 2005 -- Hero Honda motorcycle 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 Xtreme, 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.

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2011 -- New Models of Hero Honda motorcycles Glamour, Glamour FI, CBZ Xtreme, Karizma launched. New licensing arrangement signed between Hero and Honda. August 2011 -- Hero and Honda part company, thus forming Hero MotoCorp and Honda moving out of the Hero Honda joint venture. November 2011 -- Hero launched its first ever Off Road Bike Named Hero "Impulse".

OBJECTIVES OF THE STUDY:-

1.To study the market strategies followed by Hero motocorp. 2.To find out the total market share of Hero motocorp. 3.To find out the promotional tools used by Hero motocorp. 4.To find out the customer preference towards the product of the company. 5.To study the features of different brands that gives a good idea o f v a r i o u s products and services offered by the company. 6.To study the brands of Hero motocorp& consumers perception about the product of hero motocorp. 7.To understand the competiti ve environment in which the company is o p e r a t i n g and is desired to meet customer need and satisfaction.

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CHAIRMAN OF HERO MOTOCORP

Dr.BrijmohanLallMunjal

"Don't dream if you can't fulfill your dreams''BrijmohanLallMunjal is often fond of saying. The founder and patriarch of the $3.2 billion Hero Group is your classic first generation entrepreneur. He is a man who started small, dreamt big and used a combination of grit and perseverance to create one of the country's largest corporate groups and the World's No.1 Two Wheeler Company. Instinctive from a young age, BrijmohanLall made a rather unusual start in life. Around the time when the freedom movement in India was taking shape in the late 1920s, he walked into a newly opened Gurukul (Indian heritage school) near his home in Kamalia (now in Pakistan). He was only six years old then. Thus began an extraordinary tale of courage and perseverance. Brijmohan began his business story after partition in 1947, when he and his brothers relocated to Ludhiana. The family set up a company that provided poor people with basic transport (cycles). Three decades later, as India evolved, he added a second crucial chapter - which visualized affordable and technologically superior transport to millions of middle class Indians. The rest is history.

Building Relationships When Brijmohan and his brothers started out, there was no concept of organized dealer networks. Companies just produced, and most dealers functioned like traders. Brijmohan changed the rules of the business by trusting his gut instincts; introducing business norms that were ahead of their time, and by investing in strategic relationships. Brijmohan built a series of
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bonds and networks with hundreds of family members, vendors, dealers and employees. Much like the Japanese keiretsu system, these networks are now the glue that holds the Hero Group together. "Thanks to the relationships that we have nurtured so passionately in the Hero Family, the younger generations of some of our bicycle dealers have become dealers of Hero MotoCorp. These relationships have survived through generations - through bad times and good times'' the patriarch now reminiscences. Besides bonding with his vendors and dealers, Brijmohan has been personally responsible for kindling a spirit of entrepreneurship amongst his employees, and today, 40 of his former employees are successful entrepreneurs.

Staying Ahead Though not technically qualified in the conventional sense, few of his contemporaries have understood the dynamics of technology better than BrijmohanLall has. He could always visualize the applicability of technology before others could. For example, in the 1980s, when all twowheeler companies in India opted for two-stroke engine technology, Brijmohan preferred a fourstroke engine - a technology that dramatically increased fuel efficiency and reduced maintenance costs. This technology was one of the biggest reasons for Hero MotoCorp's stupendous success.

A Corporate Citizen A frugal upbringing and a value system modeled on the famous Gurukul system - which stressesthe sanctity of the teacher-pupil relationship - imbibed in Brijmohan a strong sense of social commitment and responsibility. There is a special place in his heart for Ludhiana, the city where he took roots. Today, Ludhiana is a modern, bustling city, but Brijmohan has played no mean role in its evolution. Several schools and educational institutions in Ludhiana owe their existence to the Munjal family.

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The Ludhiana Stock Exchange owes its existence to Brijmohan's vision as does the Ludhiana Flying Club. He's also set up the not-for-profit Dayanand Medical College and Hospital-an institute now rated as one of the best medical colleges in India, in terms of infrastructure, quality of staff and alumni profile. In and around Dharuhera, near the first Hero MotoCorp plant, Brijmohan and his family have left their stamp of philanthropy. The Raman Kant Munjal Foundation - which Brijmohan set up in memory of his eldest son, today runs a higher secondary school and a very modern and wellequipped 100-bed hospital at Dharuhera. The group has also adopted numerous villages and provides education, vocational training, drinking water, roads, streetlights and sewerage.

ARTICLE OF HERO MOTOCORP NEWS PAPERS:Times of India

Hero, Honda split terms finalized NEW DELHI: It's finally splitsville for Hero Honda, one of corporate India's oldest and most successful joint ventures , with the two founding partnersIndia's Munjal family and Japan's Honda Motor Corpagreeing to part ways and terminate the 26-year-old relationship due to unresolved differences and ambitious independent plans. Sources in the know said most of the terms of the deal, which will see Honda selling its 26% stake to the Munjal family, have been finalized and the matter will now be taken up by Hero Honda's board on Thursday. Top officials of Honda are arriving here to attend the board meeting , a source said. he sources added that the Japanese auto major will exit the JV through a series of off market transactions by giving the Munjal familythat currently holds 26% stake in the companyan additional 26%. Honda, which also has an independent fully-owned two wheeler subsidiary Honda Motorcycle and Scooter India (HMSI)will exit Hero Honda at a discount and get over

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$1 billion for its stake. The discount will be between 30% and 50% to the current value of Honda's stake as per the price of the stock after the market closed on Wednesday. The Munjal family plans to compensate Honda through high royalty payouts, which could double to nearly 6% of net sales. However, key financial institutions have objected to this move, saying that the deal could favour the Munjals but be detrimental to other shareholders. Spokespersons for Hero Honda and the Munjal family refused to comment on the development . Sources said as per the arrangement , it will be a two-leg deal. In the first part, the Munjal family, led by Brijmohan Lal Munjal group, will form an overseas-incorporated special purpose vehicle (SPV) to buy out Honda's entire stake, which will be backed by bridge loans. This SPV would eventually be thrown open for private equity participation and those in the fray include Warburg Pincus, Kohlberg Kravis & Roberts ( KKR), TPG, Bain Capital and Carlyle. "The PEs will take between 50-60 % stake in this entity , giving them just under 15% stake in the main company Hero Honda, which would soon sport a new name," the sources said. Hero Honda, credited with putting the Indian middleclass on wheels, defied its humble beginnings to quickly emerge as the world's biggest two-wheeler maker, also ending the stronghold of Bajaj scooters in the country. Tech, spares major irritants:Hero Honda's lowcost and highly-fuel efficient bikes (remember the classic 'Fill it, Shut it, Forget it' campaign ) quickly emerged as the most-popular and convenient mode of transport, catapulting the company into the global league of two-wheeler biggies. However, it was the rising differences between the two partners that gradually emerged as an irritant. Differences had been brewing for the last many years over a variety of issues, ranging from Honda's reluctance to fully and freely share technology with Hero (despite a 10-year technology tie-up that expires in 2014) as well as Indian partner's uneasiness over high royalty payouts to the Japanese company. Another major irritant for Honda was the refusal of Hero

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Honda (mainly managed by the Munjal family) to merge the company's spare parts business with Honda's new fully-owned subsidiary Honda Motors India (HMI). Sources said a large number of people from the Munjal clan are also suppliers to Hero Honda, giving undue advantage and benefit to the Indian promoter. But to the discomfiture of the Munjals, Honda wanted a more competitive approach to component procurement , that may have seen the end of many of these suppliers. "The differences became too big to allow a harmonious existence," the sources said. Simultaneously , Honda's ambitious plans for its two-wheeler subsidiary HMSI also gave the confidence to the company to go it alone. HMSI has singlehandedly revived the scooter market in India and has been gradually gaining ground in motorcycles as well. A bullish Honda wanted a solo say in the running of its business, and HMSI's success gave it the confidence to go for a split. HMSI has seen sales growing 42% in April-November this fiscal and it is setting up a second plant-with a peak capacity of 1.2 million unitsto boost operations. Its plant at Manesar has a capacity of 1.6 million units. Honda is expected to launch a slew of new models, including lowpriced bikes to challenge Hero Honda and other competitors . The exit of Honda has, however, beaten the Hero Honda scrip as investors feel that it may not have the wherewithal to independently provide technology support.

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LAUNCHING OF SCOOTER LEAP:-

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INTRODUCTION TO HERO IMPULSE:-

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INDUSTRY SCENARIO:In the present scenario of automobile industry the major companies are:-

Mnufacturers
Hero Motocorp Bajaj Auto Mahindra TVS Yamaha Enfield

Products
Motorbikes Scooter + Motorbikes Scooter + Motorbikes Motorbikes Motorbikes Motorbikes

% of Market Share
55% 45% 30% 25% 35% 40%

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PRODUCT SPECIFICATIONS HERO IMPULSE:

Engine Type Displacement Max. Power Max. Torque Ingnition

Air cooled, 4- stroke single cylinder OHC , Self start 149.2cc 5 9.7 kW (13.2 Ps) @ 7500 rpm 13.4 N-m @ 5000 rpm D.C - CDI Ignition System

Transmission & Chassis Gear box 5 Speed constant mesh Suspension Front Rear Brakes Front Brake Rear Brake Drum Wheels &Tyres Tyre Size Front Tyre Size Rear Electricals Battery Head Light Tail Stop Lamp Turn Signal Lamp Lens)
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Telescopic Hydraulic Shock Absorbers Swing Arm with Mono Suspension with Nitrox Dia 240 mm Disc Internal expanding shoe type (110 mm) 90 / 90 x 19 - 52 P 110 / 90 x 17 - 60 P 12 V - 4 Ah, MF Battery 12 V - 35 W / 35 W - Halogen Bulb (Multi -Reflector Type) 12V - 0.5 W / 4.1 W LED Lamp 12 V - 10 W (Amber Bulb) x 4 nos (Multi-Reflector-Clear

Dimensions Wheelbase Ground Clearance Fuel Tank Capacity

1360mm 245 mm 11.1 Litre (Min) - 2.6 Litre (Usable Reserve)

CBZ EXTREME

Engine Type Displacement Max. Power Max. Torque Bore x Stroke Carburettor Starting Ingnition Chassis Cluch Gear box Chassis Type
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Air cooled, 4 - stroke single cylinder OHC 149.2 cc 10.6 kW (14.4 PO@ 8500 rpm) 12.80 N m @ 6500 rpm 57.3 x 57.8 mm CV type with carburetor controlled variable ignition Self Start AMI - Advanced Microprocessor Ignition SyTransmission &

Multiplate wet 5 Speed constant mesh Tabular, diamond type

Front Rear suspension Brakes Front Brake Rear Brake Disc Rear Brake Drum

Telescopic hydraulic type Rectuglar swing arm with 5 step adjustable gas reservior

Disc Dia 240 mm DiscDia 220 mm Drum internal expanding shoe type (130 mm)

Wheels &Tyres Rim Size Front 18 x 1.85, 5 Spoke cast wheel Rim Size Rear Tyre Size Front Tyre Size Rear Electricals Battery Head Light Tail Stop Lamp Turn Signal Lamp Dimensions Length Width Height Wheelbase Ground Clearance Fuel Tank Capacity Reserve Kerb Weight 18 x 2.15, 5 Spoke cast wheel 80 / 100 x 18 47 P 100 / 90 x 18 56 P 12 V -4 Ah, MF battery 12 V -35 WI 35W - Halogen bulb Trapeze 12 V -0.5 WI 4.1W (LED lamps - Clear lens) 12 V -21 W (Amber bulb) x 4 nos. (MFR - CI) 2080mm 765mm 1145mm 1325 mm 145 mm 12.1 litre (Min) 1.5 litre (Usable reserve) 148 kg (Brakes - FR/ RR --> Disc/ Drum)

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HONDA PLEASURE:-

Type Displacement Max. Power Max. Torque Bore x Stroke

Air-cooled, 4-stroke single cylinder OHC 102 cc 5.03 KW @ 7000 RPM 7.85 Nm @ 5000 RPM 50.0 x 52.0 mm

Compression Ratio 9.0 : 1 Starting Ingnition Self start CDI

Transmission & Chassis Gear box Variomatic drive (2.51 0.81) Chassis Type Suspension Front Rear High rigidility under bone type Bottom link with spring-loaded hydraulic damper Swing arm with spring-loaded hydraulic damper

Brakes Front Brake Internal expanding shoe type (130 mm) Rear Brake Disc Internal expanding shoe type (130 mm)

Wheels & Tyres Rim Size Front 10 x 2.15

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Rim Size Rear Tyre Size Front Tyre Size Rear Electricals Battery Head Light Tail Stop Lamp Turn Signal Lamp Dimensions Length Width Height Wheelbase Saddle Height Ground Clearance Fuel Tank Capacity Kerb Weight

10 x 2.15 3.50 x 10 4 PR / 51 J (with tuff up tube) 3.50 x 104 - 4PR / 51 J (with tuff up tube) 12V-4 Ah 12V 35W / 35W Halogen bulb (Multi reflector type) 12V 5 / 21 W (Multi Reflector) 12V 21W (Amber bulb) x 4 nos ( Multi reflector, clear lens) 1750 mm 705 mm 1100 mm 1240 mm 795 mm 125 mm 5 ltrs. ( Min) 104 Kg

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SPLENDER+

Type Displacement Max. Power Max. Torque Compression Ratio Starting Ingnition

Air-cooled, 4-stroke single cylinder OHC 97.2 cc 5.74 KW (7.8 Pc) @ 7500 rpm 8.04 N-m @ 4500 RPM 9.1 : 1 Kick start / Self start Digital CDI

Transmission & Chassis Cluch Gear box Chassis Type Suspension Front Rear Brakes
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Multi-plate wet 4 Speed constant mesh Tubular double cradle frame

Telescopic hydraulic shock absorbers Swing arm with 5 step adjustable hydraulic shock absorber

Front Brake Rear Brake Disc Wheels & Tyres Rim Size Front Rim Size Rear Tyre Size Front Tyre Size Rear Electricals Battery Head Light Dimensions Length width Height Ground Clearance Fuel Tank Capacity Kerb Weight

Internal expanding shoe type (130 mm) type Internal expanding shoe type (130 mm) type

18 x 1.60, Spoke wheel / Cast wheel 18 x 1.60, Spoke wheel / Cast wheel 2.75 x 18 42 P / 4 PR, Unidirectional tyre 2.75 x 18 48 P / 6 PR, Unidirectional tyre

MF battery, 12V 3Ah (Kick), 12 V4 Ah (Self) 12V 35W / 35W Halogen bulb ( Multi reflector type )

1970 mm 720 mm 1040 mm 159mm 11 ltrs (Min). 109 kg, (Kick), 112 kg (Self)

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PASSION PRO:-

Type Displacement Max. Power Max. Torque Bore x Stroke Starting Ingnition

Air-cooled, 4-stroke single cylinder OHC 97.2 cc 5.74 kW (7.8 Ps) at 7500 rpm 0.82 kg-m (8.04 N.m) at 4500 rpm 50.0 x 49.5 mm Kick start / Self start DC Digital CDI

Transmission & Chassis Cluch Gear box Chassis Type Suspension Front Rear Telescopic hydraulic shock absorbers Swing arm with hydraulic shock absorber Multi-plate wet 4 Speed constant mesh Tubular double cradle frame

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Brakes Front Brake Rear Brake Drum Wheels & Tyres Rim Size Front Rim Size Rear Tyre Size Front Tyre Size Rear Electricals Battery Head Light Tail Stop Lamp Turn Signal Lamp Dimensions Length Width Height Wheelbase Saddle Height Ground Clearance Fuel Tank Capacity Reserve 1980 mm 725 mm 1075 mm 1235 mm 795 mm 165 mm 12.8 ltrs. ( Min) 1 ltrs. ( Usable reserve ) 12V-3 Ah 12V 35W / 35W Halogen bulb, trapeziodal, MRF 12V 5 / 10 W (Twin bulb), MFR 12V 10W (Amber bulb) x 4 nos MFR, clear lens 18 x 1.60, Spoke wheels / Cast wheel 18 x 1.60, Spoke wheels / Cast wheel 2.75 x 18 4 PR / 42 P 3.00 x 18 6 P / 52 PR Disc Brake Dia 240 mm Internal expanding shoe type (130 mm)

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GREEN MANUFACTURING:Sustainable development lies at the core of Hero MotoCorp's vision of being one of India's most environment friendlycompanies. Hero MotoCorp believes that to create a sustainable enterprise, it is critical to strike the right balance between business,mankind and nature.

GREEN SUPPLY CHAIN:The process of sustainable development is incomplete without involving the company's supply chain. Hence Hero MotoCorp has therefore put together a "Green Dealer Development Program" for the front end and a "Green Vendor Development Program" for the backend of the supply chain. In each of these programs, the partners' are made aware of the importance of caring for the environment and are encouraged to manage their material resources, industrial wastes, energy resource, pollution and other effluents based on a number of pre-determined parameters. Hero MotoCorp supports all its partners in the Green Supply Chain venture by:

Developing required competencies Sharing knowledge Providing technical support

Through this program Hero MotoCorp aims to generate sufficient momentum within the industry, and looks forward to the day when the entire automotive industry is made up on a seamless green chain.

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What is marketing:Marketing is defined by the American Marketing Association (AMA)as "the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.

Marketing is a product or service selling related overall activities.

The term developed from an original meaning which referred literally to going to a market to buy or sell goods or services. Seen from a systems point of view, sales process engineering marketing is "a set of processes that are interconnected and inter dependent with other functions

,whose methods can be improved using a variety of relatively new approaches."

The Chartered Institute of Marketing defines marketing As "the management process responsible for identifying, anticipating and satisfying customer requirements profitably.

A different concept is the value-based marketing which states the role of marketing to contribute to increasing shareholder value. In this context, marketing is defined as "the management process that seeks to maximize retur ns to

s h a r e h o l d e r s b y d e v e l o p i n g relationships with valued customers and creating a competitive advantage."

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Marketing practice tended to be seen as a creative industry in the past, which included advertising, distribution and selling. However, because the academic study of marketing makes extensive use of social sciences, psychology, sociology, mathematics, economics, anthropology and neuroscience, the profession is now widely recognized as a science ,allowing numerous universities to offer Master -of-Science (MSc) programmers.

The overall process starts with marketing research and goes through market segmentation, business planning and execution, ending with pre- and post-sales promotional activities.

It is also related to many of the creative arts. The marketing literature is also adept atReinventing itself and its vocabulary according to the times and the culture.

What is strategy?
Strategy , a word of military origin, refers to a plan of action designed to achieve a particular goal. In military usage strategy is distinct from tactics, which are concerned with the conduct of an engagement, while strategy is concerned with how different engagements are linked.

How a battle is fought is a matter of tactics: the terms and conditions that it is fought on and whether it should be fought at all is a matter of strategy,

which is part of the four levels of warfare: political goals or grand strategy, strategy, operations, and tactics.

Building on the work of many thinkers on the subject, one can define strategy as "a comprehensive way to try to pursue political ends, including the threat or actual use of force, in a dialectic of wills there have to be at least two sides to a conflict.

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These sides interact, and thus a Strategy will rarely be successful if it shows no adaptability.

In game theory, strategy refers to one of the options that a player can choose. That is ,every player in anon-cooperative game has a set of possible strategies, and must choose one of the choices. A strategy must specify what action will happen in each contingent state of the game

E.g.

If the opponent does A, then take action B, whereas if the opponent does C, take action Strategies in game theory may be random (mixed) or deterministic (pure). That is, in some games, players choose mixed strategies .Pure strategies can be thought of as a special case of mixed strategies, in which only probabilities 0 or 1 are assigned to actions.

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What is marketing strategy:-

Marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable advantage. A marketing strategy should be centered on the key concept that customer satisfaction is the main goal .Marketing strategy is a method of focusing an organization's energies and resources on a course of action which can lead to increased sales and dominance of a targeted market niche. A marketing strategy combines product development, promotion, distribution, pricing, relationship management and other elements; identifies the firm's marketing goals, and explains how they will be achieved, ideally within a stated time frame .Marketing strategy determines the choice of target market segments, positioning, marketing mix, and allocation of resources. It is most effective when it is an integral component of overall firm strategy, defining how the organization will successfully engage customers, prospects, and competitors in the market arena. Corporate strategies, corporate missions, and corporate goals. As the customer constitutes the source of companys revenue, marketing strategy is closely linked with sales. A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement. A marketing strategy can serve as the foundation of marketing plan. A marketing plan contains a set of specific actions required to successfully implement a marketing strategy. For example: "Use a low cost product to attract consumers. Once our organization, via our low cost product, has established a relationship with consumers, our organization will sell additional, higher-margin products and services that enhance the consumers interaction with the low-cost product or service. "A strategy consists of a well thought out series of tactics to make a marketing plan more effective. Marketing strategies serve as the fundamental underpinning by marketing plans designed to fill market needs and reach marketing objectives. Plans and objectives are generally tested for measurable results. A marketing strategy often integrates an organization's marketing goals, policies, and action sequences (tactics) into a cohesive whole. Similarly, the various strands of the strategy, which might include advertising, channel marketing, internet marketing, and promotionand public relations, can be orchestrated.

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Many companies cascade a strategy throughout an organization, by creating strategy tactics that then become strategy goals for the next level or group. Each group is expected to take that strategy goal and develop set of tactics to achieve that goal. This is why it is important to make each strategy goal measurable. Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned.

SWOT Analysis of HERO MOTOCORP:-

SWOT analysis is strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats Involved in projector in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. The technique is credited to Albert Humphrey, who led a convention at Stanford University in the 1960s and 1970s using data from Fortune 500companies.A SWOT analysis must first start with defining a desired end state or objective. A SWOT analysis may be incorporated into the strategic planning model. Strategic Planning has been the subject of much research. Strengths: characteristics of the business or team that give it an advantage over others in the industry. Weaknesses: are characteristics that place the firm at a disadvantage relative to others. Opportunities: external chances to make greater sales or profits in the environment.

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Threats: external elements in the environment that could cause trouble for the business. Identification of SWOTs is essential because subsequent steps in the process of planning for achievement of the selected objective may be derived from the SWOTs. First, the decision makers have to determine whether the objective is attainable, given the SWOTs. If the objective is NOT attainable a different objective must be selected and the process repeated. The SWOT analysis is often used in academia to highlight and identify strengths, weaknesses, opportunities and threats. It is particularly helpful in identifying areas for development.

Internal and external factors:The aim of any SWOT analysis is to identify the key internal and external factors that are important to achieving the objective. These come from within the company's unique value chain. SWOT analysis groups key pieces of information into two main categories: Internal factors The strengths and weaknesses internal to the organization. External factors The opportunities and threats presented by the external environment to the organization. -The internal factors may be viewed as strengths or weaknesses depending upon their impact on the organization's objectives. What may represent strengths with respect to one objective may be weaknesses for another objective. The factors may include all of the4P's; as well as personnel, finance, manufacturing capabilities, and so on. The external factors may include macroeconomic matters, technological change, legislation, and socio-cultural changes, as well as changes in the marketplace or competitive position. The results are often presented in the form of a matrix. SWOT analysis is just one method of categorization and has its own weaknesses. For example, it may tend to persuade companies to compile lists rather than think about what is actually important in achieving objectives. It also presents the resulting lists uncritically and without clear prioritization so that, for example, weak opportunities may appear to balance strong threats. It is prudent not to eliminate too quickly any candidate SWOT entry. The importance of individual SWOTs will be revealed by the value of the strategies it generates. A SWOT item that produces valuable strategies is important. A SWOT item that generates no strategies is not important.
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Strength:1. Huge brand equity/reputation among customers. 2. Models/products in almost every bike segment. 3. Healthy growth in profits. 4. Brilliant relations with customers and dealers. 5. Strong Resale Value. 6. Strong Research & Development. 7. Quality product for each category. 8. Dedicated Human Resource. 9. Awareness in the people. 10. Highly competitive features neology with international collaboration

Weakness:1. Low cash reserves due to massive dividend payouts. 2. Very difficult to cop up if contract discontinues. 3. Virtual absence in the highly lucrative bike segments 4. Imports>31% of its spare parts requirements. 5. Slow to react to market changes- Slow innovation- late entrants into the 125ccsegment. 6. Too much dependence on few models. 6 .Absence of digital speedometer except Karizma. 9.Absence of variants except Hunk.

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Opportunities:1.Bikes Segment is still a fast growing sector .2.HHML can still make it up by launching a strong model in 150cc segment. 3.125cc bike segment - This segment is yet to pick pace. 4.Exports market is yet to be properly exploited. 5.Cruiser bike segment is unexplored by HHML. 6.Variants can be launched to increase the market share. 7.Heromotocorp is the most reliable bike manufacturer in India strong brand follower.

Threats:1.Heromotocorp will need to have a bigger presence in the executive segment. 2.It will be a great threat for Hero is the collaboration breaks up. 3.All major bike makers in the world are lining up for India. 4.Absence in 150cc could harm the growth plans of HHML as future lies in the150cc and 125cc markets. 5.Low cash reserves. 6.Strong competition from Bajaj, Yamaha & TVS.

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Segmentation of Hero motocorp:-

Geographical Segmentation Geographic Segmentation calls for division of the market into different geographical units such as nations, states, regions, countries, cities, or neighborhoods. In the South Asian context, geographic segmentation assumes importance due to variations in consumer preferences and purchase habits across different regions, across different countries, and across different states in these countries

Demographic Segmentation In Demographic Segmentation, we divide the market into groups on the basis of variable such as age, family size, family life cycle, income, occupation, education, religion, race, generation, nationality and social class. One reason demographic variables are so popular with marketers in that theyre often associated with consumer needs and wants. Another is that theyre easy to measure. Even when we describe the target market in non-demographic terms (say, by personality type), we may need the link back to demographic characteristics in order to estimate the size of the market and the media we should use to reach it efficiently

Psychographic Segmentation Psychographics is the science of using psychology and demographics to better understand consumers. In psychographic segmentation, buyers are divided into different groups on the basis of psychological/personality traits, lifestyle, or values. People within the same demographic group can exhibit very different psychographic profiles. Values and lifestyles significantly affect product and brand choice of consumers. Religion has a significant influence on values and lifestyles. The strict norms that consumers follow with respect to food, habits or even dress codes are representative examples in this regard.
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The four groups with higher resources are:1.Innovators: Successful, sophisticated, active, take- charge people with high self-esteem. Purchases often reflect cultivated tastes for relatively upscale, niche-oriented products and services. 2.ThinkersMture, satisfied, and reflective people who are motivated by idealsand who value order, knowledge and responsibility. They seed durability, functionality, and value in products. 3.AchieversSuccessful, goal-oriented people who focus on career and family. They favor premium products that demonstrate success to their peers 4.Experiences Young, enthusiastic, impulsive people who seek variety and excitement. They spend a comparatively high proportion of income on fashion, entertainment and socializing.

The four groups with lower resources are:1.Believersconservative, conventional, and traditional people with concrete beliefs. They prefer familiar products and are loyal to established brands. 2.Striverstrendy and fun-loving people who are resource constrained. They favor stylish products that emulate the purchases of those with greater material wealth.

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3.MakersPractical, down-to-earth, self-sufficient people who like to work with the hands. They seek products with a practical or functional purpose. 4.SurvivorsElderly, passive people who are concerned about change. They are loyal to their favorite brands.

Behavior Segmentation:

In behavioral segmentation, marketers divide buyers into groups on the basis of their knowledge of, attitude toward, use of, or response to a product. Decision Roles: People play five roles in a buying decision: Initiator, Influencer, Decider, Buyer and User. Recognition of the different buying roles and specification of the people who play these roles for specific products and services are vital for marketers. This is especially useful for designing the communication strategy. Behavioral Variables: Many marketers believe behavioral variables-occasions, benefits, user status, usage rate, buyer readiness stage, loyalty status, and attitude-are the best starting points for constructing market segments

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ARTICLE OF SEGMENT OF HERO MOTO CORP I N TIMES IN INDIA

Hero MotoCorp sales dip 30% this year in premium motorcycle segment. Hero MotoCorp which is well known for premium motorcycle models such as CBZ, Karizma and Hulk also launched Impulse in the 125cc category recently. However, large scale competition in the two wheeler segment is causing a devastating effect on Hero MotoCorp premium bike sales for the year. In fact, sales have dipped over 30% in last 11 months. Hero MotoCorp was formed after split between Hero and Honda Motor Corporation in December 2010. Since then premium bike sales of the two wheeler company has been steadily decreasing and 2011 has been a bad year where sales were concerned. While Hero MotoCorp sold 34,116 units in January 2011 November sales accounted for only 23,860 units. This comes at a time when competitors are recording double digit sales. Bajaj Auto, sales for the year has been positive with sales increase from 1.01 lakh units in January to 1.34 lakh units while Honda too have sold over 59,267 units in November 2011. Hero MotoCorp sales have dipped in the 125cc and 250cc segments which are considered the fastest growing segments in India. Increased demand is shown by customers especially following rising fuel prices and high interest rates being charged for four wheelers. Hero MotoCorp however, managed to record stronger sales in the 75cc to 125 cc segments where they sold 4.6 lakh units in November as compared to 94,343 units sold by Bajaj Auto and 12,478 units sold by HMSI.

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Market Targeting: -Effective Segmentation Criteria:-

To be useful, market segments must rate favorably on five key criteria: Measurable -the size, purchasing power and characteristics of the segments can be measured. Substantial -The segments are large and profitable enough to serve. A segment should be the largest possible homogenous group worth going after with a tailored marketing program. It would not pay, for example, for an automobile manufacture to develop cars for people who are less four feet tall. Accessible - The segments can be effectively reached and served. Differentiable - The segments are conceptually distinguishable and respond differently to different marketing-mix elements and programs. If married and unmarried women respond similarly to a sale on perfume, they do not constitute separate segments. Actionable - Effective programs can be formulated for attracting and serving these gents.

Single Segment Concentration: -

The farm equipment division of Mahindra &Mahindra concentrates on tractors, primarily targeted at agricultural markets. The Zodiac brand concentrates on formal shirts for executives and professionals. Especially hospitals focus on specific therapeutic areas such as cancer care, heart specialty, neonatal care and gynecology. Through concentrated marketing, the firm gains a strong knowledge of these arrangements needs and achieves a strong market presence. Furthermore, the firm enjoys operating economies through specializing its production, distribution and promotion. If it captures segment leadership, the firm can earn a high return on its investment.

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Selective specialization: -

A firm selects a number of segments, each objectively attractive and appropriate. There may be little or no synergy among the segments, but each promises to be moneymaker. This multi segment strategy has the advantage of diversifying the firms risk. When Procter & Gamble launched crest White strips, initial target segments included newly engaged women and brides to be as well as gay males.

Product specialization: -

The firm makes a certain product that it sells to several different market segments. A microscope manufacturer, for instance, sells to university, government, and commercial laboratories. The firm makes different microscopes for the different customer groups and builds a strong reputation in the specific product area. The downside risk is that the product may be supplanted by an entirely new technology.

Hero motocorp:Used Product Specialization for target market of Hero motocorp Splendor.

Market specialization: -

The firm concentrates on serving many needs of a particular customer group. For instance, a firm can sell an assortment of products only to university laboratories. The firm gains a strong reputation in serving this customer group and becomes a channel for additional products the customer group can use. The downside risk is that the customer group may suffer budget cuts or shrink in size.
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Full market coverage: -

The firm attempts to serve all customer groups with all the products they might need. Only very large firms. Such as Microsoft (software market),General motors (vehicle market), and cocacola (nonalcoholic beverage market), can undertake a full market coverage strategy. Large firms can cover a whole market in two broad ways: through undifferentiated marketing or differentiated marketing. Additional considerations:-

Two other considerations in evaluating and selection segments are segment-by-segmenting vision plans and ethical choice of market targets. Segment-by-segment invasion plans: -

A company would be wise to enter on segment at a time. Competitors must not know to what segment(s) the firm will move into next. Segment-by-segment invasion plans are illustrated three firms, A, B, and C, have specialized in adapting computer systems to the needs of airlines, passenger transport, and goods transport companies. Company A meets all the computer needs of airlines.

Ethical choice of market targets: -

Marketers must target segments carefully to avoid consumer backlash. Some consumers may resist being labeled. Singles may reject single. Serve food packaging because they dont want to be reminded they are eating alone. Elderly consumers who dont feed their age may not appreciate products that identify them as old market targeting also can generate public controversy

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SEGMENTATION, TARGETING & POSITIONING:-

From the current segmentation, targeting & positioning and consumer surveys we found that our client has targeted the following segments: Congested areas of urban cities. Males/Females between the age group of 18-36 Middle class people , mostly officials & executives The client analysis from our questionnaire it was found that our client has targeted the right segment HHML & TVS is overlooking one feature in bike which is its low maintenance cost and reliability (i.e. less chances of breakdown) which is absent in its competitors. Therefore ,in order to meet the sales target, two options are available with the client; one is to redesign the bike and second is to reposition the bike as Bike with one time investment. Since redesigning of bike may involve a big task and huge investment therefore were commended repositioning the bike.

Positioning: -

Positioning is the act of designing the companys offering and image to occupy a distinctive place in the minds of the target market, the goal is to locate the brand in the minds of consumers to maximize the potential benefit to the firm. A good brand positioning helps guide marketing strategy by clarifying the brand essence, what goals it helps the consumer achieves, and how it does so in a unique way. Everyone in the organization should under- stand the brand positioning and use it as context for making decisions.

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Competitive Frame of Reference:-

A starting point in defining a competitive frame of reference for a brand positioning is to determine category membership-the products or sets of products with which a brand competes and which function as close substitutes. Competitive analysis will consider a whole host of factors-including the resources, capabilities and likely intension of various other firms-in choosing those markets where consumers can be profitably served.

Product:-

Core Product: -The core product or benefit of Hero moto corp Splendor is Traveling and saving the time by reach on desire place at right time.

.Basic Product: -The basic product of Hero motocorp splendor are Engine, Handle, Shockers, Wheels, Gear box and chain set etc.

Expected Product: -The expected products of Hero motocorp splendor are: -1.It should be 5 gear boxes.2.It should be 90 Kmpl mileages.3.It should be 120 Km/hour Maximum speeds.4.It should be disk brake or power brake.5.It should be steel body.

Augmented Product: -The augmented products of Hero motocorp Splendor are: 1.It provides monthly check up for decrease the pollution. 2.It provides fast service of the product.

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Pricing Strategy: -

Penetration Pricing: -

The price charged for products and services is set artificially low in order to gain market share. Once this is achieved, the price is increased. This approach was used by France Telecom and Sky TV. Hero motocorp Used penetration pricing strategy because that time Hero motocorp use National Segment and low income persons so they used penetration strategy.

Price Skimming: -

Charge a high price because you have a substantial competitive advantage. However, the advantage is not sustainable. The high price tends to attract new competitors into the market, and the price inevitably falls due to increased supply. Manufacturers of digital watches used a skimming approach in the 1970s. Once other manufacturers were tempted into the market and the watches were produced at a lower unit cost, other marketing strategies and pricing approaches are implemented. Premium pricing, penetration pricing, economy pricing, and price skimming are the four main pricing policies/strategies. They form the bases for the exercise. However there areother important approaches to pricing.

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Promotion: -

Below the Line Promotion: Below The Line is a common technique used for touches and feel products. Those consumer items where the customer will rely on immediate information than previously researched items. Below The Line techniques ensure recall of the brand while at the same time highlighting the features of the product.

Above The Line Promotion: Above the line (ATL) is an advertising technique using mass media to promote brands. Major above-the-line techniques include TV and radio advertising, print advertising and internet banner ads. This type of communication is conventional in nature and is considered impersonal to customers. The ATL strategy makes use of current traditional media: television, newspapers, magazines, radio, outdoor, and internet .Hero motocorp used Above the Line Promotion because in the Above the Line promotion co. members used advertisement through Radio, T.V., Newspaper and Other media communications.

Place: Geographical Placing: Geographical placing of the product has divided into 4 marketsand these are: 1.Local 2.National 3.Regional 4.InternationalHeromotocorp used National Market for sale the Hero motocorp Splendor.
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Consumer behavior analysis towards hero motocorp product:-

What is Consumer Behavior? Consumer behavioris the study of when, why, how, and where people do or do not buy a product. It blends elements from psychology, sociology, social anthropology and economics. It attempts to understand the buyer decision making process, both individually and in groups. It studies characteristics of individual consumers such as demographics and behavioral variables in an attempt to understand people's wants. It also tries to assess influences on the consumer from groups such as family, friends ,reference groups, and society in general. Customer behavior study is based on consumer buying behavior, with the customer playing the three distinct roles of user, payer and buyer. Relationship marketing is an influential asset for customer behavior analysis as it has a keen interest in the re-discovery of the true meaning of marketing through the re-affirmation of the importance of the customer or buyer. A greater importance is also placed on consumer retention, customer relationship management, personalization, customization and one-to-one marketing. Social functions can be categorized into social choice and welfare functions. Each method for vote counting is assumed as social function but if Arrows possibility theorem is used for a social function, social welfare function is achieved. Some specifications of the social functions are decisiveness, neutrality, anonymity, monotonic ,unanimity, homogeneity and weak and strong Pareto optimality .No social choice function meets these requirements in an ordinal scale simultaneously. The most important characteristic of a social function is identification of the interactive effect of alternatives and creating a logical relation with the ranks. Marketing provides services in order to satisfy customers. With that in mind, the productive system is considered from its beginning at the production level, to the end of the cycle, the consumer

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What is marketing analysis?

A Market analysis is a documented investigation of a market that is used to inform a firm's planning activities particularly around decisions of inventory, purchase, work force expansion/contraction, facility expansion, purchases of capital equipment, promotional activities, and many other aspects of a company. Dimensions of market analysis David A. Aaker outlined the following dimensions of a market analysis Market size(current and future) Market growth rate Market profitability Industry cost structure Distribution channels Market trends Key success factors The goal of a market analysis is to determine the attractiveness of a market, both now and in the future. Organizations evaluate the future attractiveness of a market by gaining an understanding of evolving opportunities and threats as they relate to that organization's own strengths and weaknesses. Organizations use the findings to guide the investment decisions they make to advance their success. The findings of a market analysis may motivate an organization to change various aspects of its investment strategy. Affected areas may include inventory levels, a work force

expansion/contraction, facility expansion, purchases of capital equipment, and promotional activities

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Elements Market size:The most common measure of market size is the sum of the revenues of its participants. The following are examples of information sources for determining market size: Government data Trade association data Financial data from major players Customer surveys Market trends Changes in the market are important because they often are the source of new opportunities and threats. Moreover, they have the potential to dramatically affect the market size. Examples include changes in economic, social, regulatory, legal, and political conditions and in available technology, price sensitivity, demand for variety, and level of emphasis on service and support. Market growth rate A simple means of forecasting the market growth rate is to extrapolate historical data in to the future. While this method may provide a first-order estimate, it does not predict important turning points. A better method is to study market trend sand sales growth in complementary products. Such drivers serve as leading indicators that are more accurate than simply extrapolating historical data.

Market segments Markets are not uniform. Therefore it is also important for investors to identify and evaluate the various segments that make up the total market. This analysis helps organizations determine which areas account for the greatest share of the market's growth and are more susceptible to

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change. This information, in turn, helps them pinpoint the most promising opportunities within the overall market and guides the choice of specific investments

Market profitability While different organizations in a market will have different levels of profitability, they are all similar to different market conditions .Michael Porter devised a useful framework for evaluating the attractiveness of an industry or market. This framework, known as Porter's five forces, identifies five factors that influence the market profitability: Buyer power Supplier power Barriers to entry Threat of substitute products Rivalry among firms in the industry cost structure The cost structure is important for identifying key factors for success. To this end, Porter's value chain model is useful for determining where value is added and for isolating the costs. The cost structure also is helpful for formulating strategies to develop a competitive advantage. For example, in some environments the experience curve effect can be used to develop a cost advantage over competitors.

Distribution channels Examining the following aspects of the distribution system may help with a market analysis: Existing distribution channels - can be described by how direct they are to the customer. Trends and emerging channels - new channels can offer the opportunity to develop a competitive advantage.
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Channel power structure - for example, in the case of a product having little brand equity, retailers have negotiating power over manufacturers and can capture more margins. Success factors The key success factors are those elements that are necessary in order for the firm to achieve its marketing objectives. A few examples of such factors include: Access to essential unique resources Ability to achieve economies of scale Access to distribution channels Technological progress It is important to consider that key success factors may change over time, especially as the product progresses through its life cycle Applications The literature defines several areas in which market analysis is important. These include: sales forecasting, market research, and marketing strategy. Not all managers will need to conduct a market analysis. Nevertheless, it is important for managers that use market analysis data to how analysts derive their conclusions and what techniques they use to do so. Consumer Markets: at less than 31 two- wheeler per 1,000 citizens in 2005, India is a poorly penetrated market for motorcycles- even after accunting for a relatively low per capita income of around US$,3100 per year on purchasing power parity (PPP) basis. Indonesia, whose PPP per capital income is just 15% grater than Indias has 83 two-wheelers per 1,000people. And Vietnam, despite having a 13% lower per capital income, has penetration of 122 two wheelers per 1000. Malaysia and Thailand are at 223& 264 two wheelers per 1000.The fact is that with the Indian economy growing close to8% CAGR in the last three years, three is enormous headroom fro increasing two wheelers penetration in the country. What this needs are the products at different price Points, sales and service set- ups across the length and breadth of the country, which are backed by attractive financing options to make two wheelers affordable to the vast majority of the population. Hero motocorp motors have all three
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levers in places to drive this change and expand the market. Out view is that motor cycle demand in India will grow at around 15% per year over the coming years. It will there for be our endeavor to grow at a pace significantly higher that the market growth. Two-wheelers: Overall industry sales of tow-wheelers increased by 15% from 6.57million in 2005-06 to 7.57 million in 2006-07. As in the previous years, motorcycle continues to dominate the two-wheeler market. It grew at 18.8 %, from 5.2 million in2005-06 to 6.2 million in 2006-07 consequently, the share of motorcycle in two-wheeler market further increase from 79% in 200506 to 82% in 2006-07. The industry sale of two-wheelers: Motorcycle while the motorcycle as a whole grew at 18.8% in 2007-08,Hero motocorp motors sales of motorcycle increased 31.9%, which resulted in the companys market share improving from 27.8% in 2005-06 to 30.8% in 2006-07. In 2007-08 grew up to 35.5% to 42.6% in 2008-09,there has rapid growth in two wheeler market because new generation is more dependent more on two wheeler 50.4% in 2009- 10.

Research & Development:-

Technology leadership is the first step towards market leadership. Recognizing this, Hero motocorp have over the years built a completely integrated R&D center at Delhi. With staff strength of over 300 engineers, this world class center is equipped with state of- the art facilities encompassing engine and vehicle design and testing, analysis, component testing, electrical and electronics laboratory materials laboratory and trial manufacturing.

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POLICIES OF HERO MOTOCORP:-

KEY POLICIES Hero motocorp, our goal is not only to sell you a bike, but also to help you every step of the way in making your world a better place to live in. Besides its will to provide a high-quality service to all of its customers, Hero motocorp takes a stand as a socially responsible enterprise respectful of its environment and respectful of the important issues. Hero motocorp has been strongly committed not only to environmental conservation programmers but also expresses the increasingly inseparable balance between the economic concerns and the environmental and social issues faced by a business. A business must not grow at the expense of mankind and man's future but rather must serve mankind. We must do something for the community from whose land we generate our wealth." A famous quote from our Worthy Chairman Mr.BrijmohanLallMunjal.

Environment Policy We at Hero motocorp are committed to demonstrate excellence in our environmental performance on a continual basis, as an intrinsic element of our corporate philosophy. To achieve this we commit ourselves to: Integrate environmental attributes and cleaner production in all our business processes and practices with specific consideration to substitution of hazardous chemicals, where viable and strengthen the greening of supplychain. Continue product innovations to improve environmental compatibility. Institutionalize resource conservation, in particular, in the areas of oil, water, electrical energy, paints and chemicals.

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Quality Policy

Excellence in quality is the core value of Hero motocorp's philosophy. We are committed at all levels to achieve high quality in whatever we do, particularly in our products and services which will meet and exceed customers growing aspirations through: Innovation in products processes and services. Continuous improvement in our total quality management systems. Teamwork and responsibility

Safety Policy

Hero motocorp is committed to safety and health of its employees and other persons who may be affected by its operations. We believe that the safe work practices lead to better business performance, motivated workforce and higher productivity. We shall create a safety culture in the organization by: Integrating safety and health matters in all our activities. Ensuring compliance with all applicable legislative requirements. Empowering employees to ensure safety in their respective work places. Promoting safety and health awareness amongst employees, suppliers and Contractors. Continuous improvements in safety performance through precautions besides participation and training of employee

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GLOBAL PRESENCE

Internationally competitive R&D capabilities. Proven technological know how Cost and quality balance Product in sync with market need Warranty and trained support

SUPPLY CHAIN MANAGEMENT

Partners with globally trusted shipping lines. Efficiently packed, factor stuffed cargo shipped in CBU, SKD or CKD modes Specially designed export packing procedure fowled Fully container (FCL) or less than container load (LCL) dealt with safety and security

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COMPETITORS OF HERO MOTOCORP

Industry Concept of Competition An industry is a group of firms that offer a product or class of products that are close substitutes for one another. Industries are classified according to number of sellers; degree of product differentiation; presence or absence of entry, mobility, and exit barriers; cost structure; degree of vertical integration; and degree of globalization.

Number of sellers and degree of differentiation: The starting point for describing an industry is to specify the number of sellers and whether the product is homogeneous or highly differentiated give rise to four industry structure types :1.Pure monopoly only one firm provides a certain product or services in a certain country or area (a local water or cable company). An unregulated monopolist might charge a high price, do little or no advertising and offer minimal service. If partial substitutes are available and there is some danger of competition, the monopolist might invest in more service and technology. A regulated monopolist is required to charge a lower price and provide more service as a matter of public interest. 2.Oligopoly a small number of (usually) large firms produce products that range from highly differentiated to standard. Pure oligopoly consists of a few companies producing essentially the same commodity (oil, steel). Such companies would find it hard to charge anything more than the going price. If competitors match on price and services, the only way to gain a competitive advantage is through lower costs. Differentiated oligopoly consists of a few companies producing products (autos, cameras) partially differentiated along lines of quality, features, styling, or services. Each competitor may seek leadership in one of these major attributes, attract the customers favoring that attribute, and charge a price premium for that attribute.
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3.Monopolistic competition many competitors are able to differentiate their offers in whole or in part (restaurants, beauty shops). Competitors focus on market segments where they can meet customer needs in a superior way and command a price premium. 4. Pure competition Many competitors offer the same product and service (stock market, commodity market). Because there is no basis for differentiation, competitors process will be the same. No competitor will advertise unless advertising can create psychological differentiation (cigarettes, beer) in which case it would be more proper to describe the industry as monopolistically competitive. An industry competitive structure can change over time. For instance, the media industry has continued to consolidate, turning from monopolistic into a differentiated oligopoly.

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HERO MOTOCORP COMPITITORS:-

The Pulsar 220 which is the fastest bike in India faces a stiff challenge from new models on speed & style.After release which created a quite a bit stirr among the bike enthusiasts across the country by giving them the fastest Indian, Bajajs Pulsar 220 DTSi can achieve a speed of 144 km an hour, almost 20 km more than its predecessor, and can accelerate from 0 to 60 km in four seconds. Bajaj maybe the brand for years in scooter making in India and true enough it has set a mark in motorcycle industry too but one should not forget that Yamaha and Honda have been the pioneers in motorcycle industry for quiet long it was their absence which gave bajaj time to stabilize but as they are back with some amazing concepts with user friendly price they already have raked bajaj's market share plus bajaj has been cashing too long onthe pulsar model while all the models from Yamaha are distinctive and have a charisma of their own which brings on freshness to the stale Indian market. 150cc bike for over one lakh bucks? And huge sales among that? Yamaha has to seriously consider Indian market as a highest priority n should release much better looking bike than r15/fazer. It seems yamaha is treating Indian market as dump and hence these kind of bikes. The biking industry is in for a toss. Yamaha, the true blue biker's choice is sending everybody in for a spin. The new bred Yams are not just good looking, but also have the technology & hardware to go for. Bajaj picked up from where Yamaha left in terms of performance bikes in India. But with the return of turning forks with line up like R1, R15,FZ16, Fazer& FZS the competition is tougher than ever for Bajaj Pulsars. Also with the add on kits now available for the R15 & FZ16, the performance bar will be raised.

If you see the history of Yamaha. Yamaha's all bikes after RX 100 were not very successful in Indian market. Once technology shifted from 2 strokes to 4 stroke Yamaha lose his sheen in the Indian Market. They have launched so many bikes after RX 100 but all of them were not very

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successful. Same story is with Hero motocorp. Hero motocorp is very successful with fuel economic bike but not with Power bikes. I think both of them will not give stiff competion to Bajaj. Bajaj has already made their reputation in Power bike. I can see Bajaj going down in the coming years with Yamaha especially entering this market very aggressively with performance based bikes where it is giving real tough competion out there but then people remember one thing that Yamaha has a history of giving a good race bikes all these years may be not in India but the concept is coming and who better than yamaha can deliver such kind of bikes, Yamaha stands for performance to the max and they surely are on a roll and will get to the top spot with new models toc ome from them the huge success of Pulsar. Yes I think the race to being the fastest Indian is getting hotter as the day goes by, mostof the bike companies are vying this spot like, Yamaha which has significantly sprung back like a phoenix for that matter and are giving stiff competition for everyone in the bike segment and even Karizma from Hero motocorp is a great bike and gives great performance. The forte which Bajaj Pulsar was holding for a long time would surely passon to others who are coming up with good versions in this category. According to meYamaha is the one who will dethrone Bajaj from their top position in this segment. No I don't see this happening as Bajaj pulsar has time and again proved themselves in this performance based biking for a long time in India, and also with that performance they also come up with a good mileage tag and this is where there are many takers for Bajaj pulsar, whereas Karizma and the Yamaha series doesn't give one a great mileage for that matter, so it would be very difficult to give competition for Bajaj Pulsar in this regard. But now the launching of two new products by hero has created a great compitition with its compititors

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POTOR ANALYSIS OF HERO MOTOCORP

Porter five forces analysis Porter's Five Forces is a framework for industry analysis and business strategy development formed by Michael E. Porter of Harvard Business Schoolin1979.It draws upon Industrial Organization (IO) economics to derive five forces that determine the competitive intensity and therefore attractiveness of a market. Attractiveness in this context refers to the overall industry profitability. An "unattractive" industry is one in which the combination of these five forces acts to drive down overall profitability. A very unattractive industry would be one approaching "pure competition", in which available profits for all firms are driven down to zero. Three of Porter's five forces refer to competition from external sources. The remainder is internal threats. Porter referred to these forces as the micro environment, to contrast it with the more general term macro environment. They consist of those forces close to accompany that affect its ability to serve its customers and make a profit.A change in any of the forces normally, requires a business unit to re-assess the market place given the overall change in industry information. The overall industry attractiveness does not imply that every firm in the industry will return the same profitability. Firms are able to apply their core competencies, business model or network to achieve a profit above the industry average. A clear example of this is the airline industry. As an industry, profitability is low and yet individual companies, by applying unique business models, have been able to make a return in excess of the industry average. Porter's five forces include - three forces from 'horizontal' competition: threat of substitute products, the threat of established rivals, and the threat of new entrants; and two forces from 'vertical' competition: the bargaining power of suppliers and the bargaining power of customers. This five forces analysis is just one part of the complete Porter strategic models. The other elements are the value chain and the generic strategies.

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The five forces :The threat of the entry of new competitors Profitable markets that yield high returns will attract new firms. This results in many newer trants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents, the abnormal profit rate will fall towards zero ( perfect competition). The existence of barriers to entry( patents, rights,etc.) The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and nonperforming firms can exit easily. Economies of product differences Brand equity Switching costs or sunk costs Capital requirements Access to distribution Customer loyalty to established brands Absolute cost Industry profitability; the more profitable the industry the more attractive it will be to new competitors. The intensity of competitive rivalry For most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry. Sustainable competitive advantage through innovation Competition between online and offline companies; click-and-mortar -v- slags on a bridge. Level of advertising expense
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Powerful competitive strategy The visibility of proprietary items on the Web used by a company which can intensify competitive pressures on their rivals. The threat of substitute products or services The existence of products outside of the realm of the common product boundaries increases the propensity of customers to switch to alternatives: Buyer propensity to substitute Relative price performance of substitute Buyer switching costs Perceived level of product differentiation Number of substitute products available in the market Substandard product Quality depreciation The bargaining power of customers (buyers) The bargaining power of customers is also described as the market of outputs: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes. Buyer concentration to firm concentration ratio Degree of dependency upon existing channels of distribution Bargaining leverage, particularly in industries with high fixed costs Buyer volume Buyer switching costs relative to firm switching costs Buyer information availability
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Ability to backward integrate Availability of existing substitute products Buyer price sensitivity Differential advantage (uniqueness) of industry products RFM Analysis. The bargaining power of suppliers The bargaining power of suppliers is also described as the market of inputs. Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e.g., charge excessively high prices for unique resources. Supplier switching costs relative to firm switching costs Degree of differentiation of inputs Impact of inputs on cost or differentiation Presence of substitute inputs Strength of distribution channel Supplier concentration to firm concentration ratio Employee solidarity (e.g. labor unions) Supplier competition - ability to forward vertically integrate and cut out the buyer.

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CUSTOMER VALUE ANALYSIS TOWARDS HERO MOTOCORP:-

Companies succeed by providing superior customer value. And value is simply 'quality' whichever way the customer defines it - offered at the right price. While this strategic principle is simple, it is also very powerful. For survival and success, it is far more important to commit yourself to superior quality and customer value than to commit yourself to attaining financial goals. Superior customer value is the best leading indicator of market share and competitiveness (think Hero motocorp). And market share and competitiveness in turn drive the achievement of long-term financial goals such as profitability; growth and shareholder value. The first step in achieving leadership in market-perceived quality and value is to understand what causes customers in your targeted market to make their decisions to decide that one product offers better value than another. Understanding that is the central objective of customer value analysis. The factors that contribute to quality in the customer's mind need not be mysterious. Customers will gladly tell you what they are. A customer value analysis uses information from customers to show how customers make decisions in your marketplace. With this information, you have the means to know what to change to ensure that more of them will buy from you. Some companies focus on a few (sometimes, even just one) customers to deliver extraordinary value. Particularly when they are dealing with the world's premier corporations. For example, Abhishek Industries in Ludhiana, the flag ship company of the Trident Group, has built an outstanding record for quality, consistency and on-time delivery with Wal-Mart. In turn, Wal-Mart has recognized Abhishek Industries as the International Supplier of the Year 2001. At the core of this recognition is customer-perceived quality/value.

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To drive a company wisely, we need a few clear, widely-accepted principles:

Companies succeed by providing superior customer value. Companies should track the customer value they provide through a method like customer value analysis. Companies should use a method of business planning that allows for 'action learning', such as the war-room method of conducting business meetings. Companies need a comprehensive strategic navigation system to provide data on both financial and customer value performance

RESEARCH METHODOLOGY:The methodology used in conducting the research work on HERO MOTOCORP with major emphasis on its sales and marketing strategies involve the following steps: Why I have selected HERO MOTOCORP only? I have selected Hero motocorp because it is the company that is growing day by day. It has maximum market share with comparison to its competitors. And it is the company that gives highest sales and it is also the highest two-wheeler manufacturer. Defining the problem and deciding research objectives: Defining the objective is the most important part of any study process. Proper defining of the problem is a must for proceeding further with the research process. The type of study to be carried out, the questions to be raised, the sampling procedure to be followed, and the data to be collected, all depends on a correct understanding of the problem. Also, by clearly focusing on the real problem, the research job can be simplified and completed with the minimum cost, effort and data. Identified problem or the objectives of the research discussed in the report are: 1. Developing the research plan:

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In this a plan was developed about how to collect the require information i.e. whom to contact for gathering the relevant data. Data is the foundation of all research. It is the raw material with which a researcher functions. Therefore, it requires great care to select the sources of data. Data, or facts, may be obtained from several sources. Data sources can either be primary or secondary A. Secondary data: The sources from which secondary data was collected: Press releases of the company. Newsletters and In-house journals. Brochures and detailed descriptive leaflets Magazines like Business World, Outlook, Auto India, etc. Websites such aswww.herohonda.com, www.google.com.These were the sources from which secondary data has been gathered. Most of the information presented in this report was extracted from the above data sources. B. Primary data: Collection of primary data was conducted by visiting the people personally for the preparation of the report.

2. Research approach: It means the way by which the information was collected. Visiting the various places of Mumbai, getting the questionnaire filled by different individuals. Beside this, frequent visit to the showrooms of the company was of great help to conduct the analysis and research work. 3. Contact methods: Instrument or Data collected Forms: It is the method by which data is gathered. It could be done through various instruments like questionnaires, observations, getting information from the staff members of the agency, contacting to the motor mechanics was sufficient enough to conduct the study.

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4. Collection of information: The primary information was collected by face-to-face and direct interviews with the peoples and the customers. They provide the relevant information regarding the profile of the company as compared to the other company in the Indian market.. 5. Analyzing the information: The data collected was carefully analyzed. The research and analysis of the information has been done on the basis of various sales and marketing strategies adopted by the company during its tenure 6. Reporting and conclusions and recommendations: This is the most vital part of the work undertaken. After collection and analysis of data, it was recorded in the form as prescribed. The major part of the report is the findings. The finding also includes charts, tables and diagrams etc. The report also mentioned the limitations of the project undertaken. Then conclusion has been drawn out of the findings and various recommendations have been given at the end of there port. Certain tables on the basis of which the findings were made have been included in the appendices section followed by the bibliography

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INTERVIEW :RAHIS ISMAIL SELOT (HERO MOTO CORP LTD) ASST. MANAGER IN FORTPOINT AUTOMOTIVE PVT LTD . MAHIM BEST DEPOT PREMISES, OPP ST.MICHAEL CHURCH, L J ROAD, MAHIM. MUMBAI 400016.

THE HERO MOTO CROP IS ONE OF THE BEST COMPANY IN TWO WHEELER INDUSTRIES EALIER. WE HAD COLABRETION WITH (HONDA) NOW WE ARE TOTALLY INDEPENDENT ON OUR PRODUCT . WE OUR PROUD OF ARE PRODUCT THAT AFTER BEEN APART FROM (HONDA), YET CUSTOMER CHOOSE OUR PRODUCT AND, WE ARE TRYING ARE LEVEL BEST TWO SATISFIED OUR CUSTOMER WHILE GIVING BEST SERVICES IN THIS UP COMING YEAR OUR COMPANY IS TRYING TWO LAUNCH FEW NEW PRODUCT IN LAST YEAR(2011)COMPANY HAD LAUNCH HERO (IMPULSE). YOUNG GENERATION OUR CHOOSING OUR COMPANY PRODUCT AND OUR

CUSTOMER IS SATISFIED WITH OUR NEW PRODUCT, HOPE IN THIS YEAR (2012).WE WILL INCREASE OUR SELL AND FOR THIS THING ,WE REQUIRED OUR CUSTOMER SUPPORT .HOPE SO THAT FUTHER EVEN YOU ARE SUPPORTING OUR COMPANY WHILE CHOOSING OUR BRAND (HERO MOTO CORP LTD).

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SCOPE OF THE STUDY:-

Hero motocorp is spreading its wings and widening its business horizon to reach and serve customers at new centers in the year ahead. The company services are backed by a highly motivated and technology driven team to achieve customers need, product expertise and geographic reach. The study is oriented towards the concept of different brands offered by Hero motocorp audits competitors to its customers. The company has endeavored to move fast in providing market solution, which maximize customer needs and convenience, using multiple delivery channels in composing the agency network, service centers, lower service cost and increased efficiency.

LIMITATIONS OF THE STUDY:-

As said a basic research was conducted at the company to enable the company to assess how far the customers are satisfied with product and services of Hero motocorp. During the course of the study the following limitations were observed: The method will be unsuitable if the number of persons to be surveyed is very less as it will be difficult to draw logical conclusions regarding the satisfaction level of customers. Interpretation of data may vary from individual depending on the individual understanding the product features and services of the company. The method lacks flexibility. In case of inadequate or incomplete information the result may deviate. It is very difficult to check the accuracy of the information provided. Since all the products and services are not widely used by all the customers it is difficult to draw realistic conclusions based on the survey.

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FACTS & FIGURES:-

Sale of Hero motocorp in Rural area and Urban area In the survey of rural as well as urban area it is found that in rural area the sale of Hero motocorp is less but in urban area it gives very exiting result. This may be because of the conditions of roads there Area Urban Area Rural Area % of Respondents 72 28

FAMILY INCOME OF RESPONDENTS:-

The income distribution of the families of respondents shows that the bike, which was considered earlier to be out of range for middle class families is now becoming very fast an article for them Family income 5000-10000 10000-15000 15000-20000 Above 200000 (Rs.)% of Responses 10 46 36 08

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FACTORS FOR PROMPT TO BUY HERO MOTOCORP:It should be stated that the performance is the most important factor followed by look. The possible combination and corresponding number of respondents are shown in the table below Features Performance Look Availability Price Maintenance Brand image After sale service 4 5 6 % of respondents 18 11 5 1

HOW THE RESPONDENT DID CAME TO KNOW ABOUT THE BIKE?

The best media of advertisement (according to which the respondents came to know about the bike) is the ads on television. Friends & magazine are the other sources. Only 2% of them came to know through hoardings Medium of Advertisement % of Respondents Television Magazine Friends Hoardings Others
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46 36 14 02 02

PURCHASE OF BIKE:Almost 45% of the respondents say that they have purchased the bike by cash. Only 55%of the respondents say that they have purchased their bike through bank loans Purchase Type % of Respondents Cash Purchase Hire Purchase 45 55

DECISION INFLUENCED BY:Maximum no. of the Respondents have taken decision to buy the bike on their own. After thattheir friends and parents influenced them Influencer % of Respondents Parents Self Friends Relatives Others 16 54 18 08 04

RATING OF BIKES:42% of the respondents have rated as the best bike they have used, but it is facing a stiff competition from Pulsar &Fierro. Bikes Splendor Passion Ambition
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% rating by Respondents 38 08 06

Pulsar Fierro Others

28 14 06

FINDINGS:The Indian two wheeler industry today offers more than 70 models to a buyer. And manufacturers are launching new models every month More than 13 models were launched in the last year. Top this up with a variety of promises ranging from free gifts and financial schemes to the attractive looking models and jingles in the advertisement. In this whirlwind of speed and confusion maze, choosing the right pair of wheels can be a trying experience for the common man. In such a situation, the buyer has to first narrow down his search to a given category of two wheeler. A lady doctor may decide to look only at gearless scooters while a collegian with a rich father may only look at premium bikes. What next? Which bike should I buy? A bike with more power better looks more reliability! Lesser problems per vehicle for a given model could be a good enough reason to go for the model..? Yes! But, within my selected category of premium bikes So which premium bike has lesser problems? Executive bikes scored less problems than economy bikeshowever simpler machines like scooters have the fewest problems This year we classified motorcycles by the market as premium, executive and economy...Amongst the bikes, we found the number of problems were lowest in executive bikes and highest in economy bikes.Executive bikes (179 PP100V), then premium bikes (209 PP100V) and last were economy bike (230 PP100V)

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QUESTIONNAIRE FOR THE SURVEY OF MOTORBIKES.

1.Name __________________________________________________

2. Phone No. ___________________ Mobile No. ___________________ 3. Age 18 22 years[ ] 23 27 years[ ] 28 32 years[ ] above 32 years[ ] 4. Do you have any bike in your house? Yes[ ]No[ ]

5. If Yes, Name and Company of the Bike. ________________________________________________________. 6.Which Bike do you like most? ________________________________________________________. 7. Rank the Motorbike manufacturing company. 1.Heromotocorp[ ] 2.Yamaha[ ] 3.Bajaj[ ] 4.Mahindra[ ] 8. Do you remember any advertisement of Hero motocorp? ________________________________________________________ 9.What should the price range in your opinion? Splendor +___________________Sufficient[ ] CD dawn___________________Sufficient[ ] Passion +___________________Sufficient[ ] CBZ___________________Sufficient[ ] Karizma___________________Sufficient[ ]

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10.Any new facilities or any improvement that you want. ________________________________________________________ _________________________________________________________________ _______________________________________________

11. Give remark to your old Bike Company .Good[ ] Very Good[ ] Excellent[ ] Out standing[ ]

12.Give remark to Hero motocorp. Good[ ] Very Good[ ] Excellent[ ] Out standing[ ]

Thanks Surveyed by: Checked by:

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BIBLIOGRAPHY:BOOKS:

Name of the book :- RPH(RISHAB PUBLICATION HOUSING) : - SUNNY FERNANDES Name of the book :- HIMALAYA PUBLISHING: - SUBHASHINI NAIKAR.

MAGAZINES, JOURNALS AND NEWSPAPERS: Journals published by Hero Honda, Annual Report INTERNET WWW.HEROHONDA.COM

NEWS PAPER CUTTING

HINDUSTAN TIMES, MUMBAI MIRRIOR.

THANKYOU!

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