A PROJECT REPORT ON

Marketing Strategy of TVS WEGO

In the subject Strategic Management

SUBMITTED TO
UNIVERSITY OF MUMBAI
SEMESTER I
M.COM (ADVANCED ACCOUNTING PART I)

BY
NAME OF STUDENT
(SAMATA L. HEGDE)
ROLL NO (12-7278)
YEAR 2014-15

DECLARATION

I SAMATA LAXMINARAYAN HEGDE Roll No. 14 7278, the student of

M.Com (Accountancy) Semester I (2014), K. V. Pendharkar College, Dombivli,
Affiliated to University of Mumbai, hereby declare that the project for the subject
Strategic Management of Project report on MARKETING
STRATEGY OF TVS WEGO submitted by me to University of Mumbai, for
semester I examination is based on actual work carried by me.
I further state that this work is original and not submitted anywhere else for any
examination.

Place: Dombivli
Date:

Signature of the Student

(SAMATA L. HEGDE)
(Roll No: - 14 -7278)

ACKNOWLEDGEMENT

It is a pleasure to thank all those who made this project work possible.
I Thank the Almighty God for his blessings in completing this task. The
successful completion of this project is possible only due to support and
cooperation of my teachers, relatives, friends and well-wishers. I would
like to extend my sincere gratitude to all of them.
I am highly indebted to Principal
, Coordinator
CA.Prasad Limaye, and my subject teacher Dr. Rajeshri Deshpande
for their encouragement, guidance and support.
I also take this opportunity to express sense of gratitude to my parents
for their support and co-operation in completing this project.
Finally I would express my gratitude to all those who directly and
indirectly helped me in completing this project.

Name of the student

SAMATA L. HEGDE

INDEX

SR.N

TOPIC

PG.NO

O
1
2
3
4
5
6
7
8
9
10

Chapter
Chapter
Chapter
Chapter
Chapter
Chapter
Chapter
Chapter
Chapter
Chapter

I
II
III
IV
V
VI
VII
VIII
IX
X

Introduction
Objective
Research Methodology
Scope And Limitation
Review Of Literature
Concept
Profile
Data Analysis
Finding And Suggestions
Conclusion

4
5
6
7
8
9
20
26
36
37

INTRODUCTION

MARKETING STRATEGY
"Marketing is not only much broader than selling; it is not a specialized activity at
all. It encompasses the entire business. It is the whole business seen from the point
of view of its final result, that is, from the customer's point of view." Druker.
Marketing strategy is the goal of increasing sales and achieving a sustainable
competitive advantage. Marketing strategy includes all basic and long-term
activities in the field of marketing that deal with the analysis of the strategic initial
situation of a company and the formulation, evaluation and selection of marketoriented strategies and therefore contributes to the goals of the company and its
marketing objectives.
Some alternative definitions of the Marketing Concept include:
"Your business will perform better, if you know what people want in the first
place." Anon.
Marketing Strategy is partially planned and partially unplanned. See strategy
dynamics. Marketing strategy needs to take a long term view, and tools such
as customer lifetime value models can be very powerful in helping to simulate the
effects of strategy on acquisition, revenue per customer and churn rate.

OBJECTIVES

The objective of studying marketing strategy and study of the project is to get
knows the marketing strategy of the TVS WEGO product. The aim is also to get
know the customer response regarding the product and whether the customer is
satisfied with the product. The study of project also includes the product awareness
in market and whether it is reaching the customer.

RESEARCH METHODOLOGY
Primary Data
The primary data is the first hand information collected from respondents
with the help of questionnaire, interviews, schedules .In this project a
structured questionnaire is prepared and data of 30 respondents is collected
tabulated and analyzed on percentage basis.

Secondary Data
The secondary data is information collected through publish data various
reference books, journals, magazines, bulletins, weekly and paper published
and articles referred.

SCOPE AND LIMITATION

The primary data is collected from 30 customers of TVS WEGO. The data is
collected with the help of questionnaire. The questionnaire includes 10 questions.
The information provided by respondents is sufficient to prove the accuracy of
study and its data analysis.

REVIEW OF LITERATURE
DEFINITION
The marketing guru Philip Kotler defines the Marketing Concept as:
"The marketing concept holds that the key to achieving organizational goals
consists in determining the needs and wants of target markets and delivering the
desired satisfactions more effectively and efficiently than competitors"
This Kotler breaks down into four components; Market Focus, Customer
Orientation, Coordinated Marketing and, Profitability.
Some alternative definitions of the Marketing Concept include:
"Your business will perform better, if you know what people want in the first
place." Anon.

CONCEPT
Marketing Strategy
Marketing strategy involves careful and precise scanning of the internal
and external environments. Internal environmental factors include the marketing
mix and marketing mix modeling, plus performance analysis and strategic
constraints. External environmental factors include customer analysis, competitor
analysis, target market analysis, as well as evaluation of any elements of the
technological, economic, cultural or political/legal environment likely to impact
success. A key component of marketing strategy is often to keep marketing in line
with a company's overarching mission statement.
Once a thorough environmental scan is complete, a strategic plan can be
constructed to identify business alternatives, establish challenging goals, determine
the optimal marketing mix to attain these goals, and detail implementation. A final
step in developing a marketing strategy is to create a plan to monitor progress and
a set of contingencies if problems arise in the implementation of the plan.
Marketing Mix Modeling is often used to help determine the optimal
marketing budget and how to allocate across the marketing mix to achieve these
strategic goals. Moreover, such models can help allocate spend across a portfolio
of brands and manage brands to create value.

Developing a marketing strategy

Marketing strategies serve as the fundamental underpinning of markeing plans
designed to fill market needs and reach marketing objectives. Plans and objectives
are generally tested for measurable results. Commonly, marketing strategies are
developed as multi-year plans, with a tactical plan detailing specific actions to be
accomplished in the current year. Time horizons covered by the marketing plan
vary by company, by industry, and by nation, however, time horizons are becoming
shorter as the speed of change in the environment increases. Marketing strategies
are dynamic and interactive. They are partially planned and partially unplanned.
See strategy dynamics. Marketing strategy needs to take a long term view, and
tools such as customer lifetime value models can be very powerful in helping to
simulate the effects of strategy on acquisition, revenue per customer and churn
rate.
Marketing strategy involves careful and precise scanning of the internal and
external environments. Internal environmental factors include the marketing mix
and marketing mix modeling, plus performance analysis and strategic constraints.
External environmental factors include customer analysis, competitor analysis,
target market analysis, as well as evaluation of any elements of the technological,
economic, cultural or political/legal environment likely to impact success. A key
component of marketing strategy is often to keep marketing in line with a
company's overarching mission statement.
Once a thorough environmental scan is complete, a strategic plan can be
constructed to identify business alternatives, establish challenging goals, determine

the optimal marketing mix to attain these goals, and detail implementation. A final
step in developing a marketing strategy is to create a plan to monitor progress and
a set of contingencies if problems arise in the implementation of the plan.
Marketing Mix Modeling is often used to help determine the optimal marketing
budget and how to allocate across the marketing mix to achieve these strategic
goals. Moreover, such models can help allocate spend across a portfolio of brands
and manage brands to create value.

Real-life marketing
Real-life marketing primarily revolves around the application of a great deal of
common-sense; dealing with a limited number of factors, in an environment of
imperfect information and limited resources complicated by uncertainty and tight
timescales. Use of classical marketing techniques, in these circumstances, is
inevitably partial and uneven.
Thus, for example, many new products will emerge from irrational processes and
the rational development process may be used (if at all) to screen out the worst
non-runners. The design of the advertising, and the packaging, will be the output of
the creative minds employed; which management will then screen, often by 'gutreaction', to ensure that it is reasonable.
For most of their time, marketing managers use intuition and experience to analyze
and handle the complex, and unique, situations being faced; without easy reference
to theory. This will often be 'flying by the seat of the pants', or 'gut-reaction'; where
the overall strategy, coupled with the knowledge of the customer which has been
absorbed almost by a process of osmosis, will determine the quality of the

marketing employed. This, almost instinctive management, is what is sometimes

called 'coarse marketing'; to distinguish it from the refined, aesthetically pleasing,
form favored by the theorists.
An organization's strategy combines all of its marketing goals into one
comprehensive plan. A good marketing strategy should be drawn from market
research and focus on the right product mix in order to achieve the maximum profit
potential and sustain the business. The marketing strategy is the foundation of a
marketing plan.

Principles of Strategic Marketing

Know thyself and know thy audience. Most small businesses don't create a
marketing plan, often adopting a fly-by-the-seat-of-your-pants mentality or just
copying the marketing efforts of a competitor. This can lead to the decision to stop
spending marketing dollars when the efforts go flat. There are a few simple
questions that a business owner should ask himself to create the basis for strategic
marketing for the business.

(A)Who Are You

Most small businesses may start because of a great idea yet have
no clue as to who they are in the marketplace. Part of your
strategy involves defining your business: Create a mission
statement, and find your objective, by addressing important,
foundational questions. What is the point of your product or
service? How does it help consumers or other businesses? What is

the goal you are trying to accomplish? Your answers should be

succinct and clear.

(B) Create a Marketing Outline

Your outline -- which should include your mission statement,
objective and your product or service -- serves as a reference for
your marketing efforts. It must define your short- and long-term
goals because it's important to understand what you are trying to
achieve in order to appropriately allocate your resources.
Determine your demographics; understand why consumers would
choose you and how you're benefiting them. Finally, do research
about the competition and the marketplace to know your
positioning. Once you are clear, you can put a marketing budget
together.

(C) Where Are Your Customers?

Where to market and what tools to use depend on where you find
your customers. Get to know your audience. Is this an Internetsavvy group, or are they more likely to respond to a postcard,
brochure or some other item in the mail? Is it a short-term or
long-term sale? Understanding who you are trying to market to is
the key to your marketing strategy. Just throwing mud on a wall to
see if it sticks wastes precious resources.
(D) Focus Creates Success

Many business owners see the big picture and too often want to
serve the whole seven-course meal before their customers have

even tried the first course. Your marketing strategy needs to think
big but focus small. Market the one thing you do exceptionally
well, and focus your budget, your time and where you choose to
spend your marketing dollars wisely. When you have a solid return
on investment, you also should have a solid understanding of
what else your clients need. From there, begin focusing your
marketing efforts on the next product or service, and watch your
bottom line grow.

Strategic models
Marketing participants often employ strategic models and tools to analyze
marketing decisions. When beginning a strategic analysis, the 3Cs can be
employed to get a broad understanding of the strategic environment. An Ansoff
Matrix is also often used to convey an organization's strategic positioning of their
marketing mix. The 4Ps can then be utilized to form a marketing plan to pursue a
defined strategy. Marketing Mix Modeling is often used to simulate different
strategic flexing go the 4Ps. Customer lifetime value models can help simulate
long term effects of changing the 4Ps, e.g.; visualize the multi-year impact on
acquisition, churn rate, and profitability of changes to pricing. However, 4Ps have
been expanded to 7 or 8Ps to address the different nature of services.
There are many companies especially those in the Consumer Package Goods
(CPG) market that adopt the theory of running their business centered on
Consumer, Shopper & Retailer needs. Their Marketing departments spend quality
time looking for "Growth Opportunities" in their categories by identifying relevant
insights (both mindsets and behaviors) on their target Consumers, Shoppers and
retail partners. These Growth Opportunities emerge from changes in market trends,

segment dynamics changing and also internal brand or operational business

challenges. The Marketing team can then prioritize these Growth Opportunities
and begin to develop strategies to exploit the opportunities that could include new
or adapted products; services as well as changes to the 7Ps. Marketing participants
often employ strategic models and tools to analyze marketing decisions. When
beginning a strategic analysis, the 3Cs can be employed to get a broad
understanding of the strategic environment. An Ansoff Matrix is also often used to
convey an organization's strategic positioning of their marketing mix. The 4Ps can
then be utilized to form a marketing plan to pursue a defined strategy. Marketing
Mix Modeling is often used to simulate different strategic flexing go the 4Ps.
Customer lifetime value models can help simulate long term effects of changing
the 4Ps, e.g.; visualize the multi-year impact on acquisition, churn rate, and
profitability of changes to pricing. However, 4Ps have been expanded to 7 or 8Ps
to address the different nature of services.
There are many companies especially those in the Consumer Package Goods
(CPG) market that adopt the theory of running their business centered on
Consumer, Shopper & Retailer needs. Their Marketing departments spend quality
time looking for "Growth Opportunities" in their categories by identifying relevant
insights (both mindsets and behaviors) on their target Consumers, Shoppers and
retail partners. These Growth Opportunities emerge from changes in market trends,
segment dynamics changing and also internal brand or operational business
challenges. The Marketing team can then prioritize these Growth Opportunities
and begin to develop strategies to exploit the opportunities that could include new
or adapted products, services as well as changes to the 7Ps.
Types of strategies

Marketing strategies may differ depending on the unique situation of the

individual business. However there are a number of ways of categorizing some
generic strategies. A brief description of the most common categorizing schemes is
presented below:

1. Strategies based on market dominance

In this scheme, firms are classified based on their market share or dominance
of an industry. Typically there are four types of market dominance strategies:
Leader, Challenger, Follower, Nicher.
2. Porter generic strategies
Strategy on the dimensions of strategic scope and strategic strength. Strategic
scope refers to the market penetration while strategic strength refers to the firm's
sustainable competitive advantage. The generic strategy framework (porter 1984)
comprises two alternatives each with two alternative scopes. These are
Differentiation and low-cost leadership each with a dimension of Focus-broad or
narrow:
Product differentiation Cost leadership
Market segmentation

3. Innovation strategies
This deals with the firm's rate of the new product development and business
model innovation. It asks whether the company is on the cutting edge of
technology and business innovation. There are three types:
Pioneers, Close followers, late followers.

4. Growth strategies
In this scheme we ask the question, "How should the firm grow? There are
a number of different ways of answering that question, but the most common gives
four answers:
Horizontal integration, Vertical integration, Diversification, Intensification.
These ways of growth are termed as organic growth. Horizontal growth is
whereby a firm grows towards acquiring other businesses that are in the same line
of business for example a clothing retail outlet acquiring a food outlet. The two are
in the retail establishments and their integration lead to expansion. Vertical
integration can be forward or backward. Forward integration is whereby a firm
grows towards its customers for example a food manufacturing firm acquiring a
food outlet. Backward integration is whereby a firm grows towards its source of
supply for example a food outlet acquiring a food manufacturing outlet.

A more detailed scheme uses the categories: Miles, Raymond

(2003). Organizational Strategy, Structure, and Process. Stanford: Stanford
University Press. ISBN 0-8047-4840-3.
5. Marketing warfare strategies
This scheme draws parallels between marketing strategies and military
strategies. BCG's "growth-share portfolio matrix" "Based on his work with
experience curves (that also provides the rationale for Porter's low cost leadership
strategy), the growth-share matrix was originally created by Bruce D. Henderson,
CEO of the Boston Consulting Group (BCG) in 1968 (according to BCG history).
Throughout the 1970s, Henderson expanded upon the concept in a series of short
(one to three pages) articles in the BCG newsletter titled Perspectives (Henderson,
1970, 1972, 1973, 1976a, b). Tremendously popular among large multi-product
firms, the BCG portfolio matrix was popularized in the marketing literature by Day
(1977).

PROFILE
TVS Motor Company LTD

TVS Motor Company Limited, which is part of TVS Group, manufactures

motorcycles, scooters, mopeds and auto rickshaws in India. The founder of TVS
Motor Company Ltd is T. V Sundaram Iyengar. It was founded in 1978.The CEO
of TVS Motors Company Ltd is Mr. K. N. Radhakrishnan. The MD and Chairman
is Mr. Venu Srinivasan.

History

TVS was established by Thrissur Vengaramaswamy Sundaram Iyengar. He began

with Madurai's first bus service in 1911 and founded T.V.Sundaram Iyengar and
Sons Limited, a company that consolidated its presence in the transportation
business with a large fleet of trucks and buses under the name of Southern
Roadways Limited. When he died in 1955 his sons took the company ahead with
several forays in the automobile sector, including finance, insurance, manufacture
of two-wheelers, tyres and components. The group has managed to run 33
companies that account for a combined turnover of nearly $3 billion.
Sundaram Clayton, then the flagship company, was founded in 1962 in
collaboration with Clayton Dewandre Holdings, United Kingdom. It manufactured
brakes, exhausts, compressors and various other automotive parts. The company
set up a plant at Hosur in 1978 to manufacture mopeds as part of a new division.A
technical collaboration with the Japanese auto giant resulted in the joint-venture
Ind Suzuki Limited in 1982 between Sundaram Clayton Ltd and Suzuki Motor
Corporation. Commercial production of motorcycles began in 1984.
TVS and Suzuki shared a 19 year long relationship that was aimed at technology
transfer to enable design and manufacture of two-wheelers specifically for the
Indian market. Rechristened TVS-Suzuki, the company brought out several models
such as the Suzuki Samurai, Suzuki Shogun and Suzuki Fiero. Differences in
opinion on how to run the joint venture eventually led to the partners going their
separate ways in 2001 with the company being renamed TVS Motor, relinquishing
rights to use the Suzuki name. There was also a 30 month moratorium period
during which Suzuki promised not to enter the Indian market with competing twowheelers. The company also got over a period of labour unrest that required
Chairman Venu Srinivasan to take tough measures to resurrect a company that was

in a state of turmoil. He would go on to invest in new technology, nurture in-house

design, and implement Toyota-style quality programs.
Over the years TVS Motor has grown to be the largest in the group, both in terms
of size and turnover, with four state of the art manufacturing plants in Hosur,
Mysore and Nalagarh in India and Karawang in Indonesia. TVS Motor is credited
with many innovations in the Indian automobile industry, notable among them
being the introduction of India's first two-seater moped, the TVS 50cc. The
company became the leader in its category of sub 100 cc mopeds, having sold
7 million units. It also introduced the TVS Scooty, which is India's second largest
brand in the scooterette segment. The TVS Jive launched in November 2009
became India's first clutch-free motorbike aimed at a stress-free rider experience
while the unisex scooter TVS Wego is targeted at urban couples, featuring bodybalance technology for easier handling. On 1 June 2012, TVS Motors reported a
dip of 5% in its total sales for May 2012.In July 2012, TVS Motors and BMW
Motorrad were reported to be in talks for technology sharing. 0n 8 April 2013,
BMW Motorrad and TVS Motor Company signed a cooperation agreement with
the aim to develop and produce motorcycles in the segment below 500cc.
In July 2013, TVS Motor announced plans to construct a motorcycle assembly
plant in Uganda and to introduce two new models suited to the East African
environment. The new plant is expected to become operational in 2014.

Awards
TVS Motor won the Deming Application Prize in 2002.

The same year, the work done for the TVS Victor motorcycle won TVS Motor the
National Award for successful commercialization of indigenous technology from
the Technology Development Board, Ministry of Science & Technology, and India.
In 2004, TVS Scooty Pep won the 'Outstanding Design Excellence Award' from

Business World magazine and the National Institute of Design, Ahmadabad. The
effective implementation of Total Productivity Maintenance practices won TVS
Motor the TPM Excellence Award given by the Japan Institute of Plant
Maintenance in 2008.
TVS Motor has won several management awards, notable among them being the
Emerging Corporate Giant in the Private Sector awarded by The Economic Times
and the Harvard Business School Association of India. Business Today magazine
awarded TVS Motor the Best Managed Company and the Most Investor Friendly
Company awards. Its advertising practices won it the Good Advertising award by
Auto India Best Brand Awards 2009. Company Chairman Venu Srinivasan is a
recipient of several awards for corporate excellence such as the Star of Asia Award
by Bloomberg Business Week and the JRD Tata Corporate Leadership Award. The
University of Warwick, United Kingdom gave him an honorary Doctorate of
Science degree while the Government of India honored him with the Padma Shri,
one of India's highest civilian distinctions.
Innovative implementation of Information Technology has won TVS Motor the
Ace Award for Most Innovative Net Weaver Implementation in 2007 awarded by
technology major SAPAG and the Team Tech 2007 Award of Excellence for
Integrated use of Computer-aided engineering Technologies.

TVS WEGO

TVS Wego is a motor scooter manufactured by TVS Motor Company.It is a unisex

scooter and was launched in India in 2009.
After the releasing several variants of TVS Scoot, the company entered in the
higher end segment of the scooterette market by introducing Wego. The scooter
was advertised with the concept of body balance.

TVS Motor Company has incorporated several improvements in the engine of the
new TVS WEGO making it one of the smoothest performers in its class. The only,
all metal bodied scooter in India, TVS WEGO is an ideal blend of style, stability,
maneuverability, power and mileage," said the company in a press release.
TVS Wego which has a good consumer base in the country is also a recipient of
prestigious India Design Mark (I Mark) by the India Design Council for its stylish
design.
Recently, TVS also launched Star City+, the refreshed version of Star City in India
with a price tag of 44,000 (ex-showroom, Delhi). TVS Star City+, the latest in the
Star range is powered by the same 109.7cc single cylinder air-cooled engine, which
can generate a maximum power of 8.18 bhp at 7000 rpm and a peak torque of 8.1
Nm at 5000 rpm. The engine comes mated to a 4 speed gearbox and the TVS's
latest motorbike claims better fuel efficiency of 83.9 kmpl.
The bike which is pitted against the Bajaj Discover 100M, Mahindra Centuro,
Hero Splendor Pro and Honda Dream Yuga comes with dual tone seat, stainless
steel muffler guard, chrome finished handlebar and shock absorbers besides the
service indicator, power/economy models and electric start and is available in four
colours- Celebrity Scarlet, Oscar Black, Show Stopper Blue and Titanium Grey.
New Wega's Improved Features
Fully digital console
Tubeless tyres
Parking brakes

 Stylish new muffler and TVS patented econometer

Twelve-inch alloy wheels
Telescopic front suspension
Gas filled rear shock absorbers
Multi-reflector halogen headlamps
LED tail lamp with optical guides
Engine Specs
110 cc engine,8 bhp power at @ 7500rpm.

DATA ANALYSIS
Q1. Is TVS WEGO your first two- wheeler?
Criteria
Yes
No

Respondents
25
5

Percentage
83.33
16.67

respondent
yes
no

As per the table and the reply from the respondents, it is clear that 83.33 % of the
respondents have bought the product for the first time. It means that the market
strategy adopted by the company is successful in attracting the customer.

Q2.Are you satisfied with the TVS WEGO mileage?

Criteria
Yes
No

Respondent
18
12

Percentage
60
40

Respondents

Yes
No

The companys TVS WEGO mileage is 62kmph, whereas the survey of 30

respondents clears that only 60% are getting a good mileage whereas 40 % are not
satisfied with it. The product image regarding mileage is very good in the market.

Q3.Are you satisfied with after sales services provided by TVS WEGO?

Criteria
Yes
No

Respondent
22
8

Percentage
73
27

Respondent

Yes
No

As per the questionnaire survey almost all are satisfied with the after sales service
provided by TVS WEGO. It contains free services, regular service; etc .This
clearly indicates that the TVS are providing good services to their customer.

Q4.Will you recommend TVS WEGO to anybody to buy?

Criteria

Respondent

Percentage

Yes
No

20
10

67
33

Respondents

Yes
No

The pie clearly indicates that the 67 % will recommend buying TVS WEGO as
they had a very good experience with the vehicle. The TVS WEGO is said to be
Scooty Pulsar as it for both the genders. The remaining 33% recommend trying
any other kind of vehicle to have a good experience and they are of nature trying
new vehicles.

Q5.Which TVS Vehicle would you like to purchase other than WEGO?

Criteria

Respondent

Percentage

Streak
Jupiter
Zust

8
15
7

27
50
23

Respondents

Streak
Jupiter
Zust

The pyramid shows that the majority of TVS vehicle holder will buy Jupiter as it
has attracted market a lot. The Jupiter is giving a tough competition to Honda
Activa and Activa I. The Zust is recently introduced by the TVS so it will slowly
attract the customer. The streak is lighter in weight and hence its not much
customer attracted.

Q6.Which other scoot do you find more flexible than TVS WEGO?

Criteria

Respondent

Percentage

Activa I
Honda Dio
Suzuki Access

20
6
4

67
20
13

Respondent

Activa I
Honda Dio
Suzuki Access

As per the pie in market, Activa I is found to be most flexible vehicle and their
seems very close competition between TVS WEGO and ACTIVA I.As per the
respondents Activa I is also performing very well even if it is used roughly. The
WEGO is famous for its centralized engine in vehicle.

Q7. Is TVS WEGO, an affordable scooty?

Criteria
Yes
No

Respondents
15
15

Percentage
50
50

Respondent

Yes
No

The ex-showroom price of WEGO is Rs.46000/- apt. The pie show exactly neutral
analysis regarding affordability of WEGO. The customer of WEGO holder belongs
to different category and hence the survey shows a very neutral position.

Q8.Does the TVS Service Centre helps you out with all your queries regarding
scooty?

Criteria
Yes
No

Respondent
17
13

Percentage
57
43

Respondent

Yes
No

The data shows that many of the respondents are not satisfied with the service
centres of the WEGO. And many of them feel it very costlier than the garage. The
43% are satisfied with the regular servicing of WEGO. It depends on the customer
whether to have a good servicing or the garage part.

Q9.If not TVS, which other companys scooty you would had buyed?

Criteria
Honda
Mahindra
Yamaha

Respondent
18
5
7

Percentage
60
17
23

Respondent

Honda
Mahindra
Yamaha

The respondent made an opinion that only Honda and TVS are the sound company
for the two-wheelers vehicle who providing a good product and servicing as
compared to another one. And hence, both the companies had captured market a lot
and are making customer satisfaction as their ultimate goal.

Q10. Are you happy with the sales schemes provided to you?
Criteria
Yes
No

Respondents
26
4

Percentage
87
13

Respondents

Yes
No

Almost 87% are satisfied with the sales scheme provided to them. The company
always comes up with the monthly sales scheme and the customer gets attracted to
extra benefit them going to get for long time through it.

FINDINGS AND SUGGESTION

The TVS WEGO is successful in providing a good quality vehicle to

customers. They are also successful in achieving customer satisfaction.

Customers trust the brand TVS for best vehicle. The Company is
providing good quality at affordable price. The product is also
designed in attractive manner.
The company should take actions regarding the complaints
regarding servicing centers of TVS in order to satisfy them.

CONCLUSION

I have studied and analyzed the product TVS WEGO and its marketing strategy
and data analysis of the respondents.

The successful growth of product depends on its marketing strategy, its branding,
and the promotion of product.
The TVS WEGO is successful from all aspects in marketing strategy and achieving
customer satisfaction.